... 1Systematicscreeningisatechniqueforidentifyingandmeetingunmetclientneedfor health care services. Providersuseastandardizedinstrument,generallyachecklistorset of questionstodeterminewhetheraclientneeds services otherthan the oneforwhichshecame—suchas reproductive health services, immunization,orother services. Providersthenofferadditional services during the samevisitormakeanappointmentorreferralfor services thatcannotbeprovidedimmediately(Foreit2006,onlineatwww.popcouncil.org/pdfs/frontiers/pbriefs/Sys_Scrn_brf.pdf). ... Mutilation/Cutting Gender Integration of Services Sustainability of Services Utilization of Research Findings Youth Reproductive Health The complete reports referenced in these papers are available ... FRONTIERSLegacyDocumentsFinancialSustainability of RH Services DetermineCostsEarlytoEnhanceSustainabilityAsexternalsupportforinnovativeinterventionscontinuestodecline,programmanagersneedtoconsiderlong‐termusefulnessandsustainability of anyneworrevisedinterventionsbeingpilot‐tested;thereislittlepointintestinginterventionsthatarenotaffordable.Somestrategiesprogramscanusetoassesscost of testingandexpanding reproductive health projects,aswellasways of assessing potentialincome‐generatingstrategies,follow.Considercosts of implementingandscalingupinterventionsfromearliestplanningstages.Implementinginterventionsandinstitutionalizingeffectivepracticesinvolvecosts—includinglabor,capitol,materials,technicalassistance,andopportunitycosts—all of whichneedtobebornebygovernment,NGOs,donors,orserviceusers.Thus,whendesigningapilotproject,plannersshouldattempttoestimatecosts of institutionalizingandscalingupinterventionsbeforeembarkingonimplementation.Suchplanningcanhelptoavoidpilotingunsustainableinterventions.Thiscanbedonebyidentifyingandcostingresourcerequirementsaccordingto the threemainphases of apilot–test:planning;introduction of intervention;andongoingservicedelivery(Janowitzetal.2007).Thisreducescomplexity of costingbybreakingprojectimplementationdownintocomponentpartsandfocusingoncostsassociatedwitheachphase.Scaling‐upcostscanthenbeestimatedon the basis of the secondtwophases,whicharelikelytorepresentcosts of expandingintonewsites(introduction of intervention)andsustaining services onaroutinebasis(ongoingservicedelivery).Calculatefirst‐phaseandscale‐upcostsseparately.Costs of routinelyimplementingscaled‐upinterventionsarenotsimplemultipliers of costs of pilotprojects,butusuallyarelowerthan the pilotprojectonaper‐sitebasisbecause of economies of scale,streamlining of activitiesandsubstitution of lower‐costresources(Boatengetal.2006;Birungietal.2008).Numerousfactorsaffect the cost of scalingupasuccessfulpilotinterventiontomultipleservicedeliverypoints(SDPs)—includingnumberandsize of SDPs,whoprovidesresourcesandatwhatprices,andchangesininterventionalteringcostcalculationsinscale‐up.Modeling the scale‐up of apilotprojecttoimproveFPclient‐providerinteractionsinEgyptianclinicsshowscostperclinicforimplementationwoulddropsignificantlyfrompilottoscale‐up,inpartbecausemanyplanningmeetingsandpreparatoryactivities—about25percent of cost of the pilotproject—canbereduced,orcancoveralargernumber of clinics.Economies of scalealsoreducecost of otheractivities,suchastraining,becauselargernumbers of providerscanbetrainedtogether.Forexample,modelingscale‐upfrom24to567clinicsreducesprojectedcosts of planningfrom$1,018perclinicto$40perclinicbecauselittleadditionalworkisneededtoplanfor567comparedwith24clinics.Bycontrast,supervisioncostsmightnotchangeafterscale‐upascontinualsupervisionisusuallynecessarytoensurecorrectimplementation of intervention(Janowitzetal.2007).FRONTIERSLegacyDocumentsFinancialSustainability of RH Services Useexistinginstitutionstopilot‐testactivitiesthatcouldbescaledup.InKenyaandSenegal,multisectoralapproachesforimprovingyouth reproductive health wereintroducedthroughpublic‐sectorministriesbecauseexistingstructuresaresustainableandalreadyreach the vastpopulationmajority.Stafffromthreeministriesineachcountryplannedandimplementedinterventions;communityleadersandexistingyouthorganizationsparticipatedinplanningandplayedmajorrolesinoutreachandeducation.Thisapproachnotonlycontainedcostspilot‐testingdonorsthroughenormousresourcecontributions of ministrystafftime,infrastructureandfacilities,butalsoenabledexpansionandscale‐upcoststobeinstitutionalizedwithinannualbudgetsandministryworkplans(Joyceetal.2008).CapacityBuildingtoHelpNGOsAchieveFinancialSustainabilityItisdifficulttofindtrainedprofessionalsinnongovernmentalorganizations(NGOs)withexperiencecollectingandanalyzinginformationonservicedeliverycosts.Moreover,few health NGOspossessessentialbusinessskillsincosting,break‐evenanalysisandmarketresearch,skillsnecessaryforplanningandevaluatinginterventionstocontrolcostsandincreaseincome.FRONTIERSpartner,Family Health International,implemented the “FinancialSustainabilityCapacityBuildingInitiative”(FSCBI)from1999to2008tobuildskillsineconomicanalysistohelpNGOsimprovesustainability.StaffandmanagersfromparticipatingNGOsinAfrica,Asia,andLatinAmericaattendedweek‐longregionalworkshopscombiningtrainingoneconomicanalyseswithresearchproposaldevelopment(Box2);thosewhoseproposalswereacceptedreceivedfinancialandtechnicalassistancetoconductcapacitybuildingandresearch(Bratt,Janowitz,Homan,andForeit2008).Box...