The key influencing role played by GP leads in this programme can be interpreted as 'soft coercion' (Sheaff et al, 2003), a form of leadership seen in 'soft bureaucracies', organisations characterised by a largely autonomous professional group, in this case GPs, which is part of a structure that has a rigid framework and provides governance (Courpasson, 2000).
Whilst funding continues to be channeled through UN and NGOs, Government of Zimbabwe has played a constructive and lead role in this programme.
This programme lead to developing tools and strategies for community-focused partnership models for dengue vector management with a spatial perspective (neighbourhoods and their surrounding; public and private spaces) rather than the more traditional, however, restrictive household-based perspective [ 14].
Lessons from this programme led to the formulation of a countrywide CHW programme called the Accredited Social Health Activist ASHAA) Programme under the National Rural Health Mission (2005a, 2005b) and all the Mitanins were subsequently recognized as ASHAs.
This programme leads to higher total revenue compared to the traditional system, but the GP is not protected by the limit of 37 hours, as there is no formal working week, just a requirement to offer services on weekdays.
Implementation of this programme has lead to a culture of cooperation amongst the three ICU that did not exist previously.
The literary associate, then director and dramaturg Alex Chisholm, led the programme.
Dr Imran Khan, chief programme development advisor, Sightsavers, Haywards Heath, UK @Sightsavers Imran, an optometrist specialised in public health and management, leads the programme development & innovations team.
They led the programme sessions in turns, in order to gain sufficient insight in the feasibility of the programme.
