Post Top Ad

Post Top Ad

June 21, 2025

June 21, 2025

Seven Years of Transformative progress

Seven Years of Transformative Progress

image of Mustafa Mohammed Omar, President of Ethiopia's Somali Regional State
Mustafa M. Omar – President, Somali Regional State

Somali Region Highlights Significant Development Achievements and Future Vision

Recent statements from President Mustafa M. Omar, supported by insights from key cabinet members, underscore a period of remarkable progress and transformative development across crucial sectors in the Somali region. These advancements, detailed in a recent public overview, represent significant strides in the region's commitment to improving the lives of its citizens and fostering sustainable growth. The President particularly highlighted the region's significant economic transformation, emphasizing the profound impact of a new free trade system that has reshaped the regional economy.
Among the improvements implemented after the change that significantly contributed to the economic growth and job creation in the region is Commerce. This followed the establishment of a free trade system, eliminating the monopolization of trade by specific individuals. This encouraged many people to join the business sector. Before the change, the region had approximately 26,000 licensed businesses, while in the last six years, an additional 61,000 new businesses have emerged. Free trade fosters healthy competition and service innovation that benefits the public. For example, before the change, there were no modern public transportation companies serving the region. Today, there are 14 such companies providing modern services (both long and short-distance travel) to the community. Six years ago, the number of legally operating vehicles in the region was 1,980, and now it stands at 37,000.

This increase in transportation services, coupled with the positive progress in road construction, has enabled an annual movement of 3.2 million people between the region's provinces and cities, compared to 1.2 million annually before the change. Bearing this in mind, the government will focus on supporting businesses and reducing the challenges they face.

Mustafa M Omar-SRS President
 Statement by Dayib Ahmed Nur

Statement on Regional Budget

Dayib Ahmed Nur Finance and Economic Development Bureau Head

We increased the regional budget from 15 billion to 41 billion. 43% of this budget comes from domestic revenue collected by the region, whereas before the change, this revenue was only 15%.

60% of the regional budget is used for poverty reduction, including agriculture, job creation, and so on. The remaining 40% is used for security, strengthening government capacity, and so on.

Delivering on the Promise of Health Equity in Somali Region

Seven Years of Transformative Investment and Measurable Growth

Mr.Mahamoud mohamed

The healthcare sector has also seen dramatic transformation. Deputy Bureau Head Mr. Mahmoud Mohamed Abdi reported that healthcare development in the past seven years has surpassed the cumulative progress of the previous three decades. Key areas of this rapid advancement include

Hospital Expansion: From just 9 operational hospitals before the reform to 18 fully functional hospitals today—a 100% increase—with 13 additional facilities under construction, signaling a total infrastructure expansion of 144%.

Primary Healthcare Access: An additional 56 new health centers have been established to close the accessibility gap, particularly in rural and underserved communities.

These milestones reflect a strategic commitment to health system strengthening, service decentralization, and inclusive growth. The Regional Health Bureau remains dedicated to accelerating progress and enhancing service delivery across all woredas.

Expanding Water Access: A Key Pillar of Regional Development

At an inauguration ceremony in Dhagaxbur, President Mustafa M. Omar highlighted significant improvements in urban and rural water access, a fundamental aspect of regional development.
Access Coverage Expansion: 
Urban water access has remarkably risen from 20% to 51%.
Rural water access improved from 18% to 46.6%.
Infrastructure Highlights:
  • 17 urban water projects completed.
  • 46 rural supply initiatives launched.
  • 340 deep boreholes have been developed, providing crucial access to groundwater.
  • 15 dams (small to medium scale) have been constructed, contributing to sustainable water management.

    • Visit Our Blog
    Author Image 0
    Continue Reading...
    - No comments:
    Labels: ,

    June 20, 2025

    June 20, 2025

    Comprehensive SLIPTA Framework Assessment: Somali Region Hospital Laboratories

    Group photo of SLIPTA Star Rating Awards participants standing together at a formal recognition event, showcasing their commitment to laboratory quality improvement and public health advancemen
    Celebrating excellence in laboratory quality—participants proudly recognized during the SLIPTA Star Rating Awards ceremony, driving regional progress in healthcare standards.

    Comprehensive SLIPTA Framework Assessment: Somali Region Hospital Laboratories

    A Path Towards Quality and Accreditation

    Assessed Hospitals:

    • Jig Jiga Primary Hospital
    • Karamara General Hospital
    • Yusuf Abdullahi Primary Hospital
    • Kabridahar General Hospital
    • Fik Primary Hospital
    • Shinille Primary Hospital
    • Sitti General Hospital

    Assessment Period: Recent Assessments (Varying dates: April - June 2025)

    Assessors: Regional Public Health Laboratory and Research Center Quality Team

    Understanding the SLIPTA Framework

    What is SLIPTA?

    • Stepwise Laboratory Improvement Process Towards Accreditation.
    • A robust framework by WHO AFRO for improving the quality of medical laboratories in developing countries.
    • Guides laboratories in establishing and monitoring management systems to meet ISO 15189:2022 international standards.

    Why it Matters:

    • Ensures the provision of accurate, reliable, and timely laboratory results.
    • Critical for effective patient care, disease diagnosis, treatment monitoring, and informing public health interventions.
    • Provides a clear pathway for continuous quality improvement and international recognition.

    Your Journey on the SLIPTA Star Scale

    A Tiered Approach to Quality Recognition:

    Star Rating Points Compliance Significance
    No Stars ❌ 0 – 205 < 55% Foundational gaps, urgent attention needed.
    1 Star ⭐ 206 – 240 55 – 64% Basic quality management systems in place.
    2 Stars ⭐⭐ 241 – 277 65 – 74% Good progress, established systems.
    3 Stars ⭐⭐⭐ 278 – 314 75 – 84% Strong, well-implemented systems.
    4 Stars ⭐⭐⭐⭐ 315 – 352 85 – 94% Approaching excellence, highly compliant.
    5 Stars ⭐⭐⭐⭐⭐ 353 – 367 ≥95% Achieved international standards.

    Jig Jiga Primary Hospital: Assessment Overview

    Overall Score: 260 / 367 Points (73% Compliance)
    SLIPTA Star Rating: 2 Stars ⭐⭐

    Key Strengths (Very Strong Compliance):

    • Highly compliant across almost all 12 QSEs, demonstrating a mature and well-implemented LQMS.
    • Outstanding performance in Personnel, Customer Focus, Equipment, Assessments, Supplier & Inventory, Process, Information, Nonconforming Event, Continual Improvement, and Facilities & Safety.

    Key Areas for Improvement (Minor Adjustments for Excellence):

    • Document Control Record: Ensure full revision history documentation.
    • Data Files: Improve labelling, indexing, and retention time for archives.
    • Archived Patient Results Accessibility: Enhance systematic retrieval.
    • Management Review Inputs: Ensure all required inputs are comprehensively covered.

    Karamara General Hospital: Assessment Overview

    Overall Score: 246 / 367 Points (67.5% Compliance)
    SLIPTA Star Rating: 2 Stars ⭐⭐

    Key Strengths (Excellent Compliance):

    • Strong performance across Personnel, Equipment, Internal Audits, Risk Management, Supplier/Inventory, Process, EQA, LIS, Nonconforming Event, Continual Improvement, and Facilities & Safety procedures.
    • Many QSEs are near or at 100% compliance.

    Key Areas for Improvement (Refinement for Higher Stars):

    • Document Control Record: Ensure full revision history documentation.
    • Archived Patient Results Accessibility: Improve LIS access, labelling, retention.
    • Budgetary Projections: Incorporate all quality costs.
    • Management Review Inputs: Ensure all required inputs are covered.
    • Service Supplier Performance Review: Consistency in monitoring.
    • Purchasing Specifications: Consistent provision.

    Yusuf Abdullahi Primary Hospital: Assessment Overview

    Overall Score: 226 / 367 Points (61.5% Compliance)
    SLIPTA Star Rating: 1 Star ⭐

    Key Strengths:

    • Good compliance in Personnel Management and Supplier & Inventory Management.
    • Well-defined procedures in many Quality System Essentials (QSEs).
    • Demonstrated commitment to initial quality steps.

    Key Areas for Improvement:

    • Organization and Leadership: Strengthen management review effectiveness.
    • Process Management: Standardize core lab processes.
    • Information Management: Improve archiving and retrieval systems.
    • Assessments: Enhance internal audits and risk management plans.
    • Facilities and Safety: Address critical infrastructure and safety protocols.

    Kabridahar General Hospital: Assessment Overview

    Overall Score: 206 / 367 Points (56% Compliance)
    SLIPTA Star Rating: 1 Star ⭐

    Key Strengths:

    • Solid foundational procedures for personnel, equipment management, and inventory control.
    • Good initial documentation of key QSEs.

    Key Areas for Improvement:

    • Organization and Leadership: Implement code of conduct, effective review.
    • Assessments: Conduct robust internal audits and risk management.
    • Nonconforming Event Management: Lack of effective identification/resolution processes.
    • Continual Improvement: Absence of formalized improvement processes.
    • Information Management: Critical needs in data archiving, LIS functionality.
    • Process Management: Widespread gaps in pre/post-analytical processes.
    • Equipment Management: Issues with verification, calibration, maintenance.
    • Facilities and Safety: Major deficiencies in infrastructure and safety protocols.

    Fik Primary Hospital: Assessment Overview

    Overall Score: 174 / 367 Points (47.4% Compliance)
    SLIPTA Star Rating: No Stars ❌

    Key Strengths (Foundational):

    • Basic procedures defined for many QSEs.
    • Legal entity and quality manual presence established.

    Key Areas for Improvement (Widespread & Urgent):

    • Nonconforming Event Management: Significant gaps in handling deviations.
    • Continual Improvement: Inconsistent implementation of improvement cycles.
    • Information Management: Critical needs in data archiving, LIS functionality.
    • Process Management: Extensive deficiencies across all lab processes.
    • Equipment Management: Issues with verification, calibration, maintenance.
    • Facilities and Safety: Major deficiencies in infrastructure, environment, and safety protocols.
    • Organization and Leadership: Critically low performance in core leadership functions.
    • Assessments: Major weaknesses in internal audits, risk management.

    Shinille Primary Hospital: Assessment Overview

    Overall Score: 183 / 367 Points (50% Compliance)
    SLIPTA Star Rating: No Stars ❌

    Key Strengths (Foundation for Growth):

    • Relatively strong in Documents and Records (17/22).
    • Reasonable foundation in Equipment Management (25/38), with proper installation and handling of defective items.
    • Defined procedures for many QSEs, including Personnel Management, Management Review, Internal Audits, Risk Management, and Supplier & Inventory.
    • Basic safety elements like a safety manual and proper waste/chemical handling.

    Key Areas for Improvement (Widespread & Urgent):

    • Organization and Leadership: Significant gaps in implementation, communication, and monitoring of QMS.
    • Assessments: Inconsistent internal audits, risk management, and quality indicator utilization.
    • Information Management: Lacking defined procedures, consistent data archiving, and LIS verification.
    • Continual Improvement: No defined procedure; activities not consistently identified or communicated.
    • Facilities and Safety: Critical deficiencies in procedures, infrastructure adequacy, biosafety, and comprehensive safety program implementation.
    • Process Management: Widespread gaps in pre-examination processes, QC, and method verification/validation.

    Sitti General Hospital: Assessment Overview

    Overall Score: 215 / 367 Points (59% Compliance)
    SLIPTA Star Rating: 1 Star ⭐

    Key Strengths (Foundational Elements):

    • Good foundation in Documents and Records, including policies, objectives, and record details.
    • Strong in Personnel Management with defined procedures for training, competency assessment, and basic records.
    • Positive aspects in Equipment Management, with access to required equipment, proper installation, and maintenance.
    • Established procedures for Internal Quality Control (IQC) and External Quality Assessment (EQA).
    • Defined procedures for Nonconforming Event Management and Reporting/Release of Results.

    Key Areas for Improvement (Focus for Progress):

    • Legal Entity & Documentation Control: Gaps in consistent documentation and control of quality manual communication.
    • Organization and Leadership: Needs significant improvement in management review inputs/outputs and communication of findings.
    • Customer Focus: Gaps in providing laboratory information to users, communication on delays, and utilizing customer feedback.
    • Equipment Management: Inconsistent calibration, preventive/service maintenance, and adverse incident reporting.
    • Assessments: Lack of comprehensive risk management program, inconsistent internal audit implementation and follow-up.
    • Supplier & Inventory: Needs systematic forecasting, complete inventory records, and proper storage area management.
    • Process Management: Significant gaps in pre-examination processes (sample receipt, test request), referral lab procedures, and method verification/validation.
    • Information Management: Critical needs in LIS procedure, responsibilities, verification, and maintenance records.
    • Continual Improvement: No defined procedure or consistent implementation/communication of activities.
    • Facilities and Safety: Widespread deficiencies in safety procedures, infrastructure adequacy, biosafety cabinets, safety program, and training.

    Somali Region Hospitals: Overall SLIPTA Performance

    Hospital Overall Score Overall % Star Rating
    Jig Jiga Primary 260 / 367 73% 2 Stars ⭐⭐
    Karamara General 246 / 367 67.5% 2 Stars ⭐⭐
    Yusuf Abdullahi Primary 226 / 367 61.5% 1 Star ⭐
    Sitti General 215 / 367 59% 1 Star ⭐
    Kabridahar General 206 / 367 56% 1 Star ⭐
    Shinille Primary 183 / 367 50% No Stars ❌
    Fik Primary 174 / 367 47.4% No Stars ❌

    Key Observations from the Assessments

    • Significant variability in quality management system maturity across the region.
    • Two hospitals have achieved a strong 2-Star rating, indicating robust systems.
    • Three hospitals are at the 1-Star level, demonstrating foundational progress.
    • Two hospitals are still at the "No Stars" level, requiring substantial initial support.
    • Highlighting the need for targeted support tailored to each hospital's current status.

    Key Takeaways from the Assessment

    • Leading Performers (2 Stars): Jig Jiga Primary & Karamara General, demonstrating robust QMS implementation.
    • Developing Performers (1 Star): Yusuf Abdullahi Primary, Kabridahar General, & Sitti General, showing foundational progress with significant areas for targeted improvement.
    • Foundational Stage (No Stars): Fik Primary & Shinille Primary, highlighting the need for immediate and comprehensive foundational quality system interventions.
    • Common Challenges: "Continual Improvement" and "Assessments" are consistently low across most hospitals, emphasizing the need for standardized self-evaluation and sustained quality enhancement processes.
    • Variability: "Facilities and Safety" and "Process Management" show wide performance gaps, indicating diverse operational environments and varying maturity in core lab procedures across the region.

    This visualization underscores the importance of tailored support to elevate laboratory quality across the entire Somali Region.

    Cross-Cutting Challenges: Areas for Regional Intervention

    Consistent Areas for Improvement Across Many Hospitals:

    • Continual Improvement (QSE 11): Consistently among the lowest scores; pervasive need for formalizing and effectively implementing processes for ongoing quality enhancement.
    • Assessments (QSE 6): Gaps in consistent internal audits, effective follow-up, and comprehensive risk management.
    • Information Management (QSE 9): Common issues with efficient and secure data handling, particularly archiving, LIS accessibility, and robust LIS verification/maintenance.

    Key Needs in "No Stars" / "1 Star" Hospitals:

    • Organization and Leadership (QSE 2): Foundational gaps in leadership, documented management reviews, and effective communication of quality findings.
    • Facilities and Safety (QSE 12): Critical needs in physical infrastructure, environment control, safety equipment (e.g., biosafety cabinets), and formal safety programs.
    • Process Management (QSE 8): Significant room for improvement in standardizing and consistently monitoring core laboratory pre-analytical, analytical, and post-analytical processes.

    Recommendations & Next Steps: A Strategic Path Towards Higher Stars

    For "No Stars" Hospitals (Fik, Shinille):

    • Prioritize Foundational QSEs: Organization & Leadership, Facilities & Safety, Basic Documents & Records.
    • Establish Core Procedures.
    • Ensure Basic Record-Keeping.
    • Initial Training & Competency.

    For "1 Star" Hospitals (Yusuf Abdullahi, Kabridahar, Sitti):

    • Strengthen Implementation: Refine and consistently apply existing procedures.
    • Enhance Internal Audits & Formalize Risk Management.
    • Targeted QSE Improvements (Equipment, Information, Continual Improvement).

    For "2 Stars" Hospitals (Karamara, Jig Jiga):

    • Refine & Optimize QMS: Address minor non-conformities, granular document control.
    • Data-Driven Decisions (use QI data proactively).
    • Prepare for Formal External Accreditation.

    Our Collective Commitment to Continual Improvement

    • Unwavering Dedication: All hospitals in the Somali Region share a commitment to enhancing laboratory services.
    • Collaborative Effort: Success relies on sustained partnership between hospitals, regional authorities, and supporting organizations.
    • Profound Impact: Elevated laboratory quality directly translates to improved patient safety, more effective disease management, and stronger public health outcomes for the community.
    • Forward Momentum: We will continue dedicated monitoring, targeted interventions, and fostering a culture of quality to achieve and surpass our SLIPTA objectives.
    Author Image 0
    Continue Reading...
    - No comments:
    Labels:

    June 16, 2025

    June 16, 2025

    Vision for an Inclusive Future

    Vision for an Inclusive Future

    Vision for an Inclusive Future

    Confronting bias, both implicit and and addressing microaggressions and micro-inequities, is crucial for building truly equitable and thriving communities. It requires a continuous commitment to self-reflection and proactive engagement. The Indheer-Garad (Visionary) leader sees beyond the current challenges to a future where diversity is celebrated, and every individual feels valued and empowered.

    By applying the principles of HAWADI leadership—being decisive, trustworthy, experienced, proactive, coaching others, and maintaining a clear vision—we can collectively transform small actions into a powerful movement for profound and lasting positive change.

    Are you ready to lead this transformation?

    Image illustration for inclusive growth
    Visit Our Blog
    Author Image 0
    Continue Reading...
    - No comments:
    Labels: ,

    June 12, 2025

    June 12, 2025

    HAWADI Leadership Qualities Compared to Other Models

    HAWADI Leadership Qualities Compared to Other Models

    Exploring HAWADI Leadership in Contrast to Established Models

    To compare the HAWADI leadership qualities (Haldoor, Alife Initiator, Waayo Arag, Aamin, Daadaheeye, Indheer Garad) with other leadership models, we’ll examine three widely recognized frameworks: Transformational Leadership, Servant Leadership, and Situational Leadership. These models are selected for their relevance to people-centered, adaptive, and visionary leadership, which align with HAWADI’s focus on unity, peace, and progress in the Somali Region. Below, we’ll compare each model to HAWADI, highlighting similarities and differences, and conclude with a summary of key insights.

    1. Transformational Leadership

    Overview: Transformational Leadership, developed by James MacGregor Burns and expanded by Bernard Bass, emphasizes inspiring and motivating followers to achieve higher performance through a shared vision, intellectual stimulation, individualized consideration, and idealized influence (charisma). Leaders transform organizations or communities by fostering innovation and commitment.

    Comparison with HAWADI

    • Similarities:
      • Visionary Leadership: HAWADI’s Indheer Garad (Visionary) aligns with Transformational Leadership’s focus on creating a compelling vision, as seen in the Somali Region’s integration of traditional wisdom with modern governance to envision a unified future. Transformational leaders similarly inspire with a shared goal.
      • Inspiration and Motivation: HAWADI’s Haldoor (Decision Maker) and Alife Initiator (Proactive) inspire action through decisive and proactive efforts, like convening elders for peacebuilding, mirroring Transformational Leadership’s idealized influence and motivational drive.
      • People-Centered Focus: HAWADI’s Aamin (Trustworthy) and Daadaheeye (Coach) emphasize trust and feedback, akin to Transformational Leadership’s individualized consideration, where leaders tailor support to followers’ needs.
      • Change-Oriented: Both frameworks drive transformation—HAWADI through community development (e.g., infrastructural reforms) and Transformational Leadership through organizational innovation.
    • Differences:
      • Cultural Context: HAWADI is deeply rooted in Somali cultural values, leveraging Waayo Arag (Experienced) elders’ wisdom, whereas Transformational Leadership is more universal and often applied in corporate or Western contexts, lacking a specific cultural anchor.
      • Scope of Influence: HAWADI focuses on communal unity and peacebuilding, as seen in the elders’ dialogue, while Transformational Leadership often targets organizational performance and individual achievement.
      • Feedback Mechanism: HAWADI’s Daadaheeye explicitly incorporates community feedback loops, whereas Transformational Leadership emphasizes leader-driven inspiration, with less focus on iterative adaptation from followers.

    Key Alignment: Both HAWADI and Transformational Leadership prioritize visionary, inspiring leadership that drives change through trust and engagement, but HAWADI is more community-centric and culturally grounded, while Transformational Leadership is broader and performance-focused.

    2. Servant Leadership

    Overview: Developed by Robert Greenleaf, Servant Leadership prioritizes serving others first, with leaders focusing on the growth, well-being, and empowerment of followers. Key traits include empathy, listening, stewardship, and commitment to community-building.

    Comparison with HAWADI

    • Similarities:
      • People-First Approach: HAWADI’s Aamin (Trustworthy) and Daadaheeye (Coach) emphasize trust, inclusivity, and adapting to community needs, aligning with Servant Leadership’s focus on empathy and listening to serve followers, as seen in the Somali Region’s elder engagement.
      • Community Building: HAWADI’s focus on unity and peace (e.g., fostering communal bonds through dialogue) mirrors Servant Leadership’s commitment to building strong, supportive communities.
      • Empowerment: HAWADI’s Alife Initiator (Proactive) drives grassroots progress, similar to Servant Leadership’s emphasis on empowering followers to grow and contribute, as evidenced by support for local initiatives.
      • Ethical Leadership: Both frameworks value integrity—HAWADI’s Aamin fosters mutual respect, while Servant Leadership’s stewardship ensures ethical decision-making for the greater good.
    • Differences:
      • Leadership Posture: Servant Leadership explicitly positions the leader as a servant first, prioritizing followers’ needs above personal ambition, whereas HAWADI’s Haldoor (Decision Maker) and Indheer Garad (Visionary) emphasize strategic and visionary roles, balancing service with authority.
      • Cultural Integration: HAWADI integrates Somali cultural wisdom (Waayo Arag) into leadership, while Servant Leadership is more universal, often applied in organizational or religious contexts without a specific cultural lens.
      • Proactivity vs. Responsiveness: HAWADI’s Alife Initiator is proactive in driving reforms, whereas Servant Leadership focuses more on responding to followers’ needs than initiating systemic change.

    Key Alignment: Both HAWADI and Servant Leadership emphasize serving people, building trust, and fostering community, but HAWADI incorporates a stronger strategic and visionary component, while Servant Leadership focuses more on humility and responsiveness.

    3. Situational Leadership

    Overview: Developed by Paul Hersey and Ken Blanchard, Situational Leadership posits that effective leadership depends on adapting styles (directing, coaching, supporting, delegating) to followers’ readiness and task requirements. It emphasizes flexibility and context-specific approaches.

    Comparison with HAWADI

    • Similarities:
      • Adaptability: HAWADI’s Daadaheeye (Coach) adapts strategies based on elder feedback, aligning with Situational Leadership’s emphasis on tailoring leadership to followers’ needs, such as shifting from directing to supporting as readiness increases.
      • Context-Specific Leadership: HAWADI’s Waayo Arag (Experienced) leverages contextual wisdom to address community dynamics, similar to Situational Leadership’s focus on assessing situational demands, as seen in the Somali Region’s dialogue tailored to peacebuilding.
      • Development Focus: Both frameworks aim to develop followers—HAWADI’s Alife Initiator supports local initiatives, while Situational Leadership’s coaching and supporting styles foster follower competence and confidence.
      • Relationship Building: HAWADI’s Aamin (Trustworthy) fosters trust through dialogue, akin to Situational Leadership’s emphasis on building relationships to enhance follower engagement.
    • Differences:
      • Framework Structure: Situational Leadership provides a structured model with four specific styles, whereas HAWADI is a holistic set of qualities without a prescriptive style matrix, allowing more cultural flexibility.
      • Visionary Element: HAWADI’s Indheer Garad (Visionary) emphasizes long-term vision, while Situational Leadership focuses on immediate task and relationship dynamics, with less emphasis on future-oriented strategy.
      • Cultural Grounding: HAWADI is deeply tied to Somali values, whereas Situational Leadership is a universal model, often applied in corporate training without cultural specificity.

    Key Alignment: Both HAWADI and Situational Leadership value adaptability and context-driven leadership, but HAWADI integrates a broader cultural and visionary scope, while Situational Leadership offers a more structured, task-oriented approach.

    Summary of Comparisons and Key Insights

    Similarities Across Models:

    • People-Centered Leadership: All models prioritize people—HAWADI’s Aamin and Daadaheeye align with Transformational Leadership’s individualized consideration, Servant Leadership’s empathy, and Situational Leadership’s relationship focus, emphasizing trust and engagement.
    • Transformative Impact: HAWADI’s Indheer Garad and Alife Initiator share Transformational Leadership’s vision for change, Servant Leadership’s community-building, and Situational Leadership’s developmental goals, aiming for progress and growth.
    • Adaptability: HAWADI’s Daadaheeye mirrors Transformational Leadership’s responsiveness to follower needs, Servant Leadership’s listening, and Situational Leadership’s flexible styles, ensuring leadership aligns with context.
    • Trust and Relationships: Trust is central—HAWADI’s Aamin resonates with Transformational Leadership’s idealized influence, Servant Leadership’s stewardship, and Situational Leadership’s relationship-building, fostering cohesion.

    Differences:

    • Cultural Context: HAWADI is uniquely rooted in Somali cultural values, leveraging Waayo Arag to incorporate elder wisdom, unlike the more universal Transformational, Servant, and Situational models, which are often applied in organizational or Western contexts.
    • Scope and Focus: HAWADI balances community unity and systemic reform, while Transformational Leadership focuses on performance, Servant Leadership on humility, and Situational Leadership on task-specific adaptability.
    • Vision vs. Practicality: HAWADI’s Indheer Garad emphasizes long-term vision, more akin to Transformational Leadership, whereas Servant and Situational Leadership prioritize immediate service or situational needs.

    Key Insights:

    • HAWADI shares universal leadership traits like trust, adaptability, and vision but stands out for its cultural integration, making it particularly effective in community-driven contexts like the Somali Region’s peacebuilding efforts.
    • Compared to Transformational Leadership, HAWADI is less performance-driven but equally visionary, with a stronger community focus.
    • Compared to Servant Leadership, HAWADI is more strategic and proactive, balancing service with authority.
    • Compared to Situational Leadership, HAWADI is less structured but more holistic, incorporating cultural wisdom and long-term goals.

    HAWADI’s strength lies in its ability to blend traditional wisdom with modern governance, offering a culturally resonant model that complements global frameworks while addressing local needs.

    Author Image 0
    Continue Reading...
    - No comments:
    Labels:

    June 01, 2025

    June 01, 2025

    Strengthening Laboratory Quality: Our Upcoming SLIPTA Assessments in Somali Region

    The Journey to Laboratory Excellence Somali Regional Public Health Lab & Research Center

    Quality Assurance and capacity building Case Team

    The Journey to Laboratory Excellence

    An analysis of the Laboratory Quality Management System (LQMS) improvement process towards international accreditation.

    Understanding the Quality Landscape

    The SLIPTA framework assesses laboratories across 12 critical domains, each with a different weight. This distribution highlights the areas of greatest importance for achieving a robust quality management system. Facilities and Safety holds the most weight, underscoring its foundational role in laboratory operations.

    The Path to Accreditation: Star Ratings

    The SLIPTA framework uses a 5-star system to benchmark a laboratory's progress. Each star level corresponds to a specific percentage of compliance, providing a clear and motivating pathway for continuous improvement from less than 55% to over 95% compliance.

    1 Star

    55-64%

    2 Stars

    65-74%

    3 Stars

    75-84%

    4 Stars

    85-94%

    5 Stars

    ≥95%

    ☆

    0 Stars

    <55%

    Hypothetical Market Distribution

    In a typical region beginning its quality improvement journey, the distribution of laboratories across star ratings often shows a larger proportion at the lower levels. This highlights the widespread need for foundational support and the significant opportunity for growth across the entire system.

    The Assessment Process Flow

    The journey is a structured process spanning several months, from initial preparation to long-term follow-up. Each phase has a clear objective and responsible party, ensuring a systematic and effective approach to quality improvement.

    1

    Pre-Audit

    2 Weeks

    Document collation & staff training.

    2

    On-Site Audit

    3-5 Days

    Inspection, reviews, interviews.

    3

    Analysis

    1 Week

    Scoring, gap identification, rating.

    4

    Action Plan

    2 Weeks

    CAP development, resource allocation.

    5

    Follow-Up

    6-12 Months

    Re-audit, PT submission, accreditation.

    Navigating the Journey: SWOT Analysis

    A typical laboratory undertaking the SLIPTA process faces a common set of internal strengths and weaknesses, along with external opportunities and threats. Understanding these factors is key to developing a successful improvement strategy.

    Strengths (Internal)

    • Dedicated and available staff ready for interviews.
    • Existence of trained internal auditors or safety officers.
    • Leadership commitment to the quality improvement process.

    Weaknesses (Internal)

    • Incomplete or non-validated documentation (SOPs, records).
    • Inconsistent equipment maintenance and calibration logs.
    • Gaps in staff training records or competency assessments.

    Opportunities (External)

    • Clear roadmap to achieve ISO 15189 accreditation.
    • Improved reputation and trust with clinicians and patients.
    • Potential for inclusion in national and regional health networks.

    Threats (External)

    • Scoring <80 automatic="" failure="" leads="" li="" on="" proficiency="" testing="" to="">Limited resources or funding for required improvements.
    • Supply chain issues affecting reagents and consumables.

    Key Performance Indicators for Success

    ≥80%

    Proficiency Testing Score

    This is a non-negotiable threshold. Failing to achieve at least 80% on two consecutive external PT challenges results in an automatic 0-star rating, regardless of the overall checklist score.

    100%

    Ethical Compliance

    Full alignment with ISO 15189 Annex C is mandatory, ensuring patient confidentiality and informed consent are upheld without compromise, forming the ethical foundation of quality care.

    Advertisement: Enhance Your Lab's Efficiency!

    This infographic is based on the WHO AFRO SLIPTA checklist framework.

    Continuous improvement is the cornerstone of quality management.

    Upcoming Post Announcement

    Stay tuned! We'll be posting the full article exploring these initiatives in detail next week. Don't miss out on understanding how the Somali Region is Strengthening the quality of laboratory services.

    Image illustration for laboratory SLIPTA star rating
    Star 🌟 rating 
    Author Image 0
    Continue Reading...
    - No comments:
    Labels:

    Author Details


    The voice of Hawadiye, driving healthcare innovation through ethical storytelling and data-driven leadership. Inspired by the HAWADI framework, I share powerful narratives of resilience and transformation to uplift global communities. Connect onLinkedIn or explore more at hawadiye.blogspot.com.