Evaluering
End Term Evaluation of CBPHC MCH, Mohulpahari, Dumka, JH IN
The Congregational Based Primary Health Care project (CBPHCP) of Mohulpahari Christian Hospital of Northern Evangelical Lutheran Church (NELC) is a continuation of the Hospital Development Project started in 1999. Supported by Normisjon and Digni, the legal project holder is Northern Evangelical Lutheran Church – (NELC), a multi-lingual Lutheran Christian church that is centered mainly in four states of North India - Jharkhand, Assam, Arunachal Pradesh, and Bengal. The reach of the Church extends into Nepal and Bhutan. Mohulpahari Christian Hospital (MCH) is not independently registered. MCH is the largest NELC Hospital with 130 beds and a Nursing School that runs ANM and GNM courses. MCH went through a Hospital Development Project 1999 to 2004, and then the Congregation Based Primary Health Care Project (CBPHC) was started and went through 4 phases: 2004- 2009 (Phase II), 2011-2015 (Phase III) and 2017-2019 (Phase IV). Overall the project has made much headway in community empowerment with a quite a few active SHGs and Peoples organizations that are actively engaged in advocating for their community-based needs. This is facilitated by a few women leaders who are dynamic and proactively involved. Many women leaders have come up through this project, as evidenced by their active participation in gram sabhas and partaking in political processes. But they were unable to move into a border framework of engagement at policy level due dearth of leadership from other community groups like men and youth. The limited time frame of less than three years for this last phase of community mobilization for policy level engagement was another limiting factor. In the health component the contribution of CBPHC on Maternal Child Health of this region is difficult to assess, since government primary health services have improved over the last few years. But the project has reduced the gap between the state systems and right holders in accessing and availing government schemes Congregational engagement in the project was hardly visible, though the larger leadership of NELC was engaged in owning and providing governance support to the project at large The broader management learning and impact is mostly limited to the community and project level and has not been able to impact MCH and or NELC, at large. Though the initial phases of the project had contributed to sustainability of the hospital, this was not visible in this phase.