Four Fatal Cofactor Slip Ups You May End Up Doing

Average frequencies were generated for indicators measured on a quarterly or year-end basis. For metrics captured monthly, linear regressions representing the mean of all districts that submitted a report for that particular month were run over the nine-month period to evaluate the impact of the HMM initiative (Table 2). Positive, significant (P?this website visits. Seven of the ten districts (with the exception of Ile, Inhassunge, Palbociclib and Mopeia) completed year-end reports in December 2013. Initially, a schedule of visits was created so that each district would receive two visits per quarter. Due to competing priorities, transport availability, and the need to adapt the schedule to emergent needs at a district level, the mentoring teams were not able to precisely follow the schedule as designed originally. Accounting With the introduction of direct financing to the SDSMAS via sub-grants from FGH, the HMM program directed substantial time and energy to providing experiential training in quality accounting practices, a service previously not available. The objective was to ensure compliance of district managers with expenses and justifications for both FGH sub-grant accounts and for funds allocated from MISAU. While mentoring activities focused on all district health revenue streams, this analysis is limited to evaluation of the accounting practices of the FGH sub-grant accounts. High quality was defined as being submitted on time and free from errors. Evaluation of Accounting Objective 1 (Preparation of high-quality quarterly financial reports) revealed a marked second quarter improvement in the proportion of financial reports achieving high-quality status, though some slippage was noted in the third and fourth quarter quality assessments. High quality was noted in 75.0% of quarter one (Q1) baseline reports, 96.7% in Q2, 89.2% in Q3, and 91.7% in Q4 (average of 92.5% for Q2-4). Cofactor Of the reports returned to districts due to justification irregularities, all were subsequently resubmitted to FGH within a one-month period with corrections. At the end of year, all districts had appropriately justified and spent 100% of FGH sub-grant funds. As demonstrated in Figure 3 , simple linear regressions of mean monthly compliance for Accounting Objectives 2 (Allocate budgets to cover expenses in requisitions) and 3 (Earmark payments based on appropriate documentation) suggest improvement in their mean success ratios over time.