HTN Draft Training Module Non Simple 05122019 For Print
HTN Draft Training Module Non Simple 05122019 For Print
HTN Draft Training Module Non Simple 05122019 For Print
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Contents
Introduction .................................................................................................................................... 4
Abbreviations .................................................................................................................................. 5
Chapter 1: Why focus on hypertension .......................................................................................... 6
1.1. Reasons to focus on hypertension ....................................................................................... 6
1.2. Government of India’s initiatives on hypertension control ................................................ 8
1.3. Essential components of scalable treatment of hypertension ............................................ 9
Chapter 2: Hypertension diagnosis & treatment using practical treatment procotols ................ 11
2.1. Measurement of blood pressure ....................................................................................... 11
2.1.1. Whose blood pressure should be measured .......................................................... 11
2.1.2. How to measure blood pressure ............................................................................ 11
2.2. Diagnosis of hypertension ................................................................................................. 16
2.3. Treatment of hypertension ................................................................................................ 16
2.3.1. Who should receive hypertension treatment? ...................................................... 16
2.3.2. The goal of hypertension treatment....................................................................... 16
2.3.3. Available medications for treating hypertension ................................................... 16
2.3.4. Use a standardized protocol ................................................................................... 18
2.3.5. Patient education .................................................................................................... 22
2.3.6. Treatment inertia .................................................................................................... 23
2.3.7. Frequently asked questions (FAQs) on hypertension treatment ........................... 23
Chapter 3: Drugs & Technology .................................................................................................... 27
3.1. Regular and uninterrupted availability of medication....................................................... 27
3.1.1. Drug supply chain: .................................................................................................. 27
3.1.2 Key considerations to ensure uninterrupted drug supply under IHCI..................... 29
A. State level: State Programme Managers & drug procurement corporation
officials .................................................................................................................. 29
B. District level: District Programme Managers & Warehouse Pharmacists ........ 30
C. Facility level: Medical Officers/ Pharmacists .................................................... 31
D. Monitoring by programme supervisors............................................................ 32
3.2. BP Measuring devices ........................................................................................................ 35
3.2.1. Types of devices ...................................................................................................... 35
3.2.2. Maintenance and calibration .................................................................................. 36
3.2.3. Validation of blood pressure measuring devices .................................................... 36
3.2.4. How reliable are automated, digital blood pressure measurement devices? ....... 36
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Chapter 4: Task sharing and patient-centred care ....................................................................... 44
4.1 Task sharing .................................................................................................................... 44
4.1.1 Advantages of task sharing ...................................................................................... 44
4.1.2 Requirements to initiate and establish task sharing in a facility ............................. 45
4.1.3 Steps for implementing task sharing ....................................................................... 45
4.1.4 Responsibilities which can be shifted to non-physicians ........................................ 46
4.2 Opportunistic screening and patient flow .......................................................................... 47
4.3 Patient-centred services ..................................................................................................... 48
4.3.1 What are the ways to improve patient-centred services? ...................................... 48
4.3.2 Strategies to establish patient-centred services ..................................................... 49
4.4 Decentralisation to sub-centres/health and wellness centres (HWC) ............................... 49
4.4.1 Strategies for decentralisation................................................................................. 50
4.4.2 Patient flow under decentralisation ........................................................................ 51
4.4.3 Format for line list register at the sub-centre ......................................................... 51
4.5 Health and Wellness Centre (HWC) .................................................................................... 52
4.5.1 Implementing IHCI in HWCs ..................................................................................... 52
4.5.2 Services to be provided in HWCs under IHCI ........................................................... 53
4.5.3 Roles of various field staff under the program ........................................................ 53
4.6 Lost to follow up – prevention, identification, and retrieval.............................................. 54
4.6.1 Prevention of Loss to follow up ............................................................................... 55
4.6.2 Identifying ‘missed visits’ ......................................................................................... 58
4.6.3 Retrieval of patients who missed follow up visits ................................................... 60
Chapter 5: Information systems - monitoring indicators and reporting tools ............................. 63
5.1 Core indicators .................................................................................................................... 63
5.1.1 Quarterly indicator – 3 to 6 monthly hypertension control rates ........................... 63
5.1.2 Annual Indicator....................................................................................................... 66
5.1.3 Hypertension Registration Rate ............................................................................... 71
5.2 Paper-based reporting tools ............................................................................................... 72
5.2.1 Patient BP Passport .................................................................................................. 72
5.2.3 Hypertension treatment card .................................................................................. 74
5.3 Digital systems .................................................................................................................. 110
5.4 Facility reports .................................................................................................................. 113
5.4.1 Facility quarterly report ......................................................................................... 116
5.4.2 Facility annual report ............................................................................................. 116
5.5 Monitoring cycle ............................................................................................................... 117
Answer key for Monitoring Indicators and Reporting tools ................................................... 118
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Chapter 6: Supportive supervision ............................................................................................. 125
6.1 Purpose of supervision ..................................................................................................... 125
6.2 Approaches to supervision ............................................................................................... 125
6.3 Steps of supervision .......................................................................................................... 127
6.3.1 Step 1: Planning supervisory visits ......................................................................... 127
6.3.2 Step 2: Conducting supportive supervision visits .................................................. 131
6.3.3 Step 3: Follow-up activities .................................................................................... 139
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Introduction
India is facing the rising burden of non-communicable diseases (NCDs) in general and
hypertension in specific. The National Programme for Prevention and Control of Cancer,
Diabetes, Cardiovascular diseases and Stroke (NPCDCS) has given due recognition to this and
has set a goal of 25% reduction in mortality due to non-communicable diseases by 2025.
NPCDCS has initiated a population-based screening program (PBS) for hypertension, diabetes,
and cancers of the breast, cervix and oral cavity. India Hypertension Control Initiative (IHCI), a
multi-partner initiative, complements this screening program by strengthening the
management of hypertension in primary health care settings. It aims to accelerate progress
towards the Government of India's NCD target by supplementing and intensifying evidence-
based strategies towards strengthening the building blocks of hypertension management and
control. IHCI partners include the Ministry of Health & Family Welfare, Government of India,
State Governments, Indian Council of Medical Research (ICMR) and World Health Organization
(WHO) India. Resolve to Save Lives, an initiative of Vital Strategies, is a technical partner.
IHCI was launched in November 2017 and is currently operational across 26 districts in Punjab,
Kerala, Madhya Pradesh, Telangana, and Maharashtra. The phase-2 of the project was
launched in July 2019 and will cover a total of 100 districts across all Indian States.
The major aim of this module is to build competencies of health professionals at the primary
health care level to treat hypertension as per the standard state-specific treatment protocol
using a patient-centric approach. This module also aims to build capacity for strengthening
drug logistic systems at the district and health facility levels. Additionally, this module provides
strategies and guiding principles for information systems, monitoring and supervision of the
hypertension control program.
This module has strived to avoid duplication of the existing modules of various cadres of health
workers. It should be considered a supplement to the existing training materials for different
cadres of health care providers under the NPCDCS.
States can use these modules for team-based training at the primary health care level such that
all members are aware of the entire team’s roles to ensure the best outcomes for the patient
as well as for control of hypertension in their areas.
This module has been jointly prepared by all partners of the India Hypertension Control
Initiative.
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Abbreviations
ASHA Accredited Social Health Activist
AIDS Acquired Immunodeficiency Syndrome
ACEI angiotensin-converting enzyme inhibitor
ARB angiotensin receptor blocker
App application
ANM auxiliary nurse midwife
BP blood pressure
CCB calcium channel blocker
CHEP Canada Hypertension Education Project
CCU cardiac care unit
CVDs cardiovascular diseases
CKD chronic kidney disease
CHC community health centre
DBP diastolic blood pressure
DH district hospital
DLHS District Level Health Survey
DDC drug dispensing counter
EDL Essential Drug List
ELM Essential List of Medicine
FDC fixed dose combination
FAQ frequently asked questions
GoI Government of India
HWC Health and Wellness Centre
HTN Hypertension
ID identification details
IHCI India Hypertension Control Initiative
LFU loss to follow up
LMIC Low- and Middle-income countries
MLHP mid-level health provider
MoHFW Ministry of Health and Family Welfare
NLEM National Essential List of Medicine
NFHS National Family Health Survey
NHM National Health Mission
National Programme for Prevention and Control of
NPCDCS
Cancer, Diabetes, Cardiovascular diseases and Stroke
NCDs non-communicable diseases
OPD outpatient department
PHC primary health centre
Q Quarter
RAS Renin-Angiotensin System
RKS Rogi Kalyan Samithi
SMS short messaging system
SC sub-centre
SBP systolic blood pressure
TB Tuberculosis
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Chapter 1: Why focus on hypertension
Expected competency on completion of session: Ability to convey to patients, health care workers, and
leaders the importance of treatment and control of hypertension.
Audience: Health care providers and facility managers.
In this session, you will learn about:
• Burden of cardiovascular disease and hypertension- global and Indian scenario
• Reasons to focus on hypertension
• Essential components of a scalable hypertension program
Uncontrolled blood pressure is one of the main risk factors for CVD and is estimated to be
responsible for more than 10 million deaths per year, which is more than all infectious
diseases combined (figure 1). Hypertension contributes to an estimated 1.6 million deaths
annually in India, due to ischemic heart disease and stroke.1
Figure 1: High blood pressure is the world’s leading killer 2
10.5
3.2
1.9 1.6 1.3 0.6
High blood Acute Diarrheal AIDS TB Malaria
pressure Respiratory diseases
infection
b. Large burden of hypertension - both globally and in India: An estimated 1.4 billion people
worldwide have high blood pressure, but just 1 in 7 people have it under control.
With one in four adults detected with high blood pressure (DLHS 4 ≥18 years), it is
estimated that there are more than 20 crore adults with hypertension in India. However,
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less than half of them are aware of their hypertension status and less than one-tenth of all
people with hypertension have their blood pressure under control (NFHS 4, 15-49 years).3
Repeated cross-sectional surveys have shown that the prevalence of hypertension has
almost doubled in the past 20 years, with narrowing of the rural and urban gap. While the
number of people with hypertension has increased over the years, the rates of blood
pressure control have remained low.4
c. Hypertension control can save most lives: Hypertension is the number one cause of death.
Improving blood pressure treatment will:
• Save maximum lives by preventing fatal heart attacks and strokes;
• Reduce disability, by preventing non-fatal heart attacks and strokes, and preventing
dialysis;
• Reduce medical costs spent on caring for patients who are having heart attacks and
strokes, and for the rehabilitation and nursing care needed in the aftermath of a
stroke or heart attack;
• Improve productivity by reducing the number of people who are disabled by CVDs
and are unable to work and who may require long-term nursing care.
Treatment of hypertension among adults in primary care can save more lives than any
other primary care program. Deaths due to hypertension are largely preventable. In
comparison to other evidence-based interventions for non-communicable diseases,
control of hypertension has the largest potential to save lives (figure 2).5
It is estimated that increasing coverage of antihypertensive medications to 70% of people
with raised blood pressure alone can delay 39.4 million deaths globally over 25 years.6
Figure 2: Hypertension control is key to reducing CVD deaths
High
Hypertension cholesterol High sodium Air pollution Tobacco Overweight
0
Percentage of CVD deaths
-10
eliminated
-20
-30
-40
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• Affordable: The medicines to treat hypertension are inexpensive and available in
generic form. Patients in all countries have access to the same medications, which are
safe and effective. Further, the bulk purchase of medications for a single standard
protocol-based treatment will reduce the cost further.
• Essential: Just as we give vaccines to children to prevent the development of illnesses
against which we are vaccinating, we treat people with hypertension because there is,
at present, no way to predict which patients will have a heart attack or stroke or other
complications. And although many heart attacks and strokes occur among older people,
death or disability from CVDs at a younger age is particularly tragic and preventable.
e. Hypertension control program can be easily integrated in primary health systems: More
than 90% of hypertension cases can be managed by a primary care physician. The use of
practical protocols and effective generic medications further simplify hypertension
management. Further, most tasks related to hypertension management can be carried out
by non-physicians – nurse, pharmacist, auxiliary nurse midwife (ANM). These tasks include
and are not limited to blood pressure measurement, refilling medication for patients with
controlled blood pressure, sending reminders to patients for follow up and recording and
reporting.
A well-functioning hypertension control program can impart discipline in management of
non-communicable diseases (NCDs) in the primary health care system, thus increasing the
system’s confidence in managing NCDs.
f. International experiences suggest high hypertension control rates are achievable: In the
early 1990s, hypertension control rates in Canada were low. The Canada Hypertension
Education Project (CHEP) identified the gaps in awareness, treatment, and control of
hypertension and focused on linking every individual to a primary health care system for
screening, treatment and follow up of high blood pressure. As a result, the population-level
control of hypertension improved from 13% in 1985-92 to 68% in 2012-13.7 CHEP also
demonstrated a reduction in rates of stroke, myocardial infarction, and cardiac failure.
Thailand used a team-based approach to the management of hypertension in primary
health care. Subsequent surveys showed significant improvements in hypertension control
rates. From 2004 to 2014, the hypertension control rates increased by more three-folds
(8.6% to 29.7%).8,9
The National Programme for Prevention and Control of Cancer, Diabetes, Cardiovascular
Diseases and Stroke (NPCDCS) was launched in 2010 to address the rising burden of non-
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communicable diseases in India. Under NPCDCS, a population-based screening program (PBS)
has been initiated - for hypertension, diabetes, and cancers of breast, cervix and oral cavity.
The India Hypertension Control Initiative (IHCI), a multi-partner initiative, complements this
screening program by strengthening the management of hypertension in primary health care
settings. IHCI provides a continuum of care to those diagnosed with hypertension during
screening, by ensuring treatment, control, and documentation.
Most patients with hypertension can be successfully managed by ensuring provision of five key
components of care:
These 5 components are based on the Global Hearts Initiative and complement the NPCDCS.
The Global Hearts Initiative comprises five technical packages that provide a set of evidence-
based interventions that, when used together, can potentially have a major impact on
improving global heart health: (1) HEARTS for the treatment of hypertension in primary care
services, (2) MPOWER for the reduction in tobacco use, (3) SHAKE for reduction in population
salt consumption, (4) REPLACE action package to eliminate industrially-produced trans fats
from the global food supply, and (5) Active technical package for increasing physical activity.
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Key Messages
• More than 20 crore Indians have hypertension
• Less than half of those with raised blood pressure in India are aware of their status
• Less than one-tenth people with hypertension in India have their blood pressure under
control.
References
1. Gupta R, Indian Heart J. 2018;70(4):565–572. doi: 10.1016/j.ihj.2018.02.003
2. GBD 2016, Lancet. 2017; 390:1345–1422
3. Prenissl J, PLoS Med. 2019 May 3;16(5):e1002801.
4. Roy et al. BMJ Open. 2017; 7(7): e015639.
5. Institute for Health Metrics and Evaluation, 2015 data.
6. Kontis Circulation. 2019; 140:00–00. DOI: 0.1161/CIRCULATIONAHA.118.038160
7. Canadian Heart Health Surveys (CHHS) -1985-92 & Canadian Health Measures Survey (CHMS) -2012-13
8. Wichai A Journal of Hypertension.2012; 80(9):1734–1742
9. Thailand National Health Examination Survey 2014.
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Chapter 2: Hypertension diagnosis & treatment using
practical treatment procotols
Expected competency on completion of session:
• Ability to correctly measure blood pressure and diagnose hypertension.
• Ability to treat hypertension patients using a standardized protocol, follow up for adherence to
treatment and manage associated co-morbidities to achieve target blood pressure control.
Audience: Healthcare providers, facility managers, supervisors
In this session you will learn about:
• Whose blood pressure should be measured?
• How to measure blood pressure?
• Diagnosis of hypertension
• Who should receive treatment?
• Medications used for treating hypertension (class, dose, side effects)
• Treatment goal for hypertension
• Standardized protocol adopted by the state
• Ensuring adherence to medication
• Lifestyle advices
Measure blood pressure of all adults ≥ 18 years visiting the outpatient clinic.
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b. Using a manual instrument
• The cuff has a bulb at one end of the tube that you will
squeeze to inflate the cuff.
• Apply the cuff on the individual’s arm and place your
stethoscope where you will be able to hear the sounds of
blood flowing. The place is where you can feel the pulse.
You can find the place by placing your index and middle
fingers of one hand in the crease of a relaxed elbow.
• Put your stethoscope on and hold the head of the
stethoscope in place.
• Screw the valve tight and inflate the cuff to 200 mmHg.
Keep holding the stethoscope at the right spot.
• Slowly let the air out of the cuff while listening for the sounds of blood flowing. Keep a rate
of deflation 2−3 mmHg per second (equals one line on the dial every second).
• When you start letting the air out, you should not hear any distinct sounds at first. You will
then hear a thump, which will be followed by several other similar thumping sounds. The
number on the dial when you heard the first thump is the patient’s systolic blood pressure.
The thumping sounds will eventually stop. The number on the dial when you heard the last
sound is the patient’s diastolic pressure.
Although many guidelines recommend measuring multiple blood pressures at each visit, this
may not be practical in a primary care setting.2 These guidelines also frequently recommend
discarding certain results and averaging others, a complex computational task that may be
difficult, if not impossible, to do consistently and accurately in busy clinics and primary care
health delivery systems.
A practical approach:
1. If the first blood pressure (BP) is <140/90 mmHg, then no other blood pressure
measurement is needed during that encounter.
• There is a 95% chance that second BP will be lower than the first, so if the first BP is
<140/90 mmHg, the mean blood pressure would be <140/90 mmHg.3
2. If the first BP is >140/90 mmHg, perform a second BP and use the second reading as the
recorded BP for the encounter.
• Averaging the two measurements to determine mean BP in a busy primary care setting is a
time-consuming exercise and is potentially prone to errors.
• The second BP is likely closer to the actual average than the first because the first BP
measurement in a series is usually the highest. Subsequent repeated measurements have a
tendency to be closer to the actual BP.
3. If there is a large difference between the first and second reading (>5 mmHg), it is
reasonable to do a third measurement and use the third BP as the recorded BP.
• A third BP is often much closer to the second BP than to the first BP, moving the mean
closer to the second and third BP measurements.
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Table 1: Common errors during BP measurement and their impact on measured BP 4,5,6
Error in Measurement Variation in BP (mmHg)
Unsupported back/feet 6
Unsupported arm 10
Talking 10
Full bladder 10
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BP Measurement Checklist Poster
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2.2. Diagnosis of hypertension
• Hypertension diagnosis is established if the systolic blood pressure ≥140 mmHg and/or
diastolic blood pressure ≥90 mmHg, on two different days.
• However, if the blood pressure is ≥160 mmHg or ≥100 mmHg at the first reading, second
reading should be taken on the same day to establish the diagnosis.
• If the patient has other symptoms requiring immediate treatment in addition to high blood
pressure, the diagnosis and treatment of hypertension are at the discretion of the medical
officer.
• If the patient had the blood pressure measurement done during the screening program at
the community level, then the BP reading during clinic visit can be considered as the second
reading.
• If only the systolic, or only the diastolic blood pressure is raised, manage according to the
higher number.
Key Messages
◼ Measure blood pressure of all adults visiting the out-patient clinic.
◼ Diagnosis of hypertension is made if the systolic blood pressure ≥140 mmHg and/or
diastolic blood pressure ≥90 mmHg, on two visits on different days.
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Other medications can be added as substitutes and in special cases. The various medications
used for the treatment of hypertension are mentioned below:
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In addition to above anti-hypertensive medications, below medicines can be used in specific
cases:
o Low dose aspirin: 75 mg aspirin once a day is recommended to be given to patients with a
history of heart attack or stroke.
o Statins: Atorvastatin 10 mg is recommended in patients with a history of heart attack or
stroke. Should not be given to women who are or may become pregnant.
Fixed-dose combinations
A high proportion of people with hypertension require two or more drugs to achieve BP
control. Fixed-dose combinations (FDC) medication includes two or more classes of anti-
hypertensives in a single pill. FDC initial treatment compared to initial single drug treatment
provides:
• Reduced number of pills resulting in less burden on the patient
• Improved adherence to therapy
• Greater and more rapid blood pressure reduction
• Reduced CVD in observational data
• Drug combinations with single drugs in clinical practice are often suboptimal
Potential disadvantages of FDCs include a lesser ability to individualize drug titration and to
identify adverse drug effects. In addition, there must be no contraindication for both drug
components.
In July 2019, the World Health Organization included four FDCs for hypertension management
in its Essential medical list (EML)7.
Table 3: Fixed-dose combinations of antihypertensive drugs in WHO’s essential medicines list 7
Classes Combination drugs Doses
ACEI+ CCB lisinopril + 10 mg + 5 mg; 20 mg + 5 mg;
amlodipine 20 mg + 10 mg
ACE+ thiazide lisinopril + 10 mg + 12.5 mg;
diuretic hydrochlorothiazide 20 mg + 12.5 mg; 20 mg + 25 mg
ARB+CCB telmisartan + amlodipine 40 mg + 5 mg; 80 mg + 5 mg;
80 mg + 10 mg
ARB+ thiazide telmisartan + 40 mg + 12.5 mg; 80 mg + 12.5 mg;
diuretic hydrochlorothiazide 80 mg + 25 mg
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Table 4: Differences between protocol and guidelines
Protocol Guidelines
Scope Specific for a local setting Summary of evidence-based
(district/state/hospital) practices issued by professional
bodies
Complexity Low High
Length One page 50-500 page
Specificity High- specific information such as Low- Drug classes and many drug
Drug name and dose options
Dose Dose titration with specific drug and Overall titration approach
dose
Use in Easy to understand and implement at Better understood by experts
primary care primary care level
Public health Easy to implement at scale Challenging to implement at scale
context
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Standardized treatment protocol- AATTCC
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Standardized treatment protocol -ATTACC
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2.3.5. Patient education
Adherence to medication
To promote adherence to medication, the IHCI has adopted the following strategies:
1) Standardized protocol
2) Uninterrupted drug supply
3) Free drugs
4) Once a day schedule for drug intake
Additionally, patients should be counselled on the following:
• Education- Explain
o The diagnosis and the need for life-long medication;
o Difference between medicines for long-term control (as in hypertension) and medicines
for quick relief (such as for headaches);
o The damage to target organs if blood pressure is uncontrolled (i.e. the possibility of
stroke, heart attack, or kidney failure);
o How to take medications at home. Show the patient the appropriate dose;
o Medication should be consumed every day at a fixed time when the patient can
remember
o The importance of
▪ Keeping enough supply of medications at home till the next visit to the health
facility;
▪ Taking the medicines regularly as advised, even if there are no symptoms;
o Potential adverse effects of the medications and what to do
Most importantly check the patient’s understanding before the patient leaves the
health centre
• Reminders:
o Encourage patients to use medication reminders, such as alarms and smartphone
applications;
o Implement patient reminder systems (e.g., e-mail, phone calls, text messages), where
possible, to ensure patients adhere to their medication regimen.
A physician can help to increase a patient’s compliance with treatment by:
• Motivation:
o Good patient-health care provider relationship;
o Positive feedback: praise adherence through positive feedback and encouragement.
Lifestyle management
Treatment of hypertension must be accompanied by healthy lifestyle choices. This will
complement the treatment and address various aspects of healthy choices that aim for overall
health improvement. Practical advice is as follows:
• Advise all patients against tobacco use and alcohol intake.
• Suggest ways to increase their physical activity, to improve overall health and weight
control.
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• Adopt a healthy diet – reduce salt intake (less than 5 g salt per day including salt in
processed foods, and salt added while cooking or eating), use healthy oils, increase fruit
and vegetable intake, limit red meat, prefer fish and foods rich in omega-3 fatty acids, limit
consumption of fried foods, processed foods and foods high in saturated fat, and avoid
added sugar.
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A clinical trial that aimed to compare intensive blood pressure control (SBP <120 mmHg;
intensive group) and standard control (SBP<140 mmHg; standard group) showed that the
intensive group had 27% lesser cardiovascular events compared to the standard group. 10
Additionally, treatment adverse effects were similar between both groups. Though some
specific adverse events (hypotension, electrolyte abnormality, acute kidney injury)11 were
higher in the intensive treatment group, most were mild transient events; contrast this with
mortality or lifetime disability from a major stroke or heart attack.
ii. How should medications be managed when a patient on medications has lower than
normal blood pressure?
If the systolic BP is below 110 mmHg: For asymptomatic patients, discontinue one medication
(usually the last medication prescribed)
If systolic BP is below 90mmHg & asymptomatic:
• Stop all antihypertensive drugs until blood pressure is re-assessed (ideally within the
next seven days).
• Evaluate the causes of low blood pressure - side effects from other medications,
dehydration, acute inflammatory conditions, or measurement error.
• Request the patient to return for repeat blood pressure measurement
If systolic BP is below 90mmHg & symptomatic: Significant symptomatic reductions in blood
pressure require immediate individualized assessment and management.
If a patient has controlled blood pressure using β blockers, the same can be continued.
However, if the BP is uncontrolled, s/he should be started on protocol drugs and β blockers
should be tapered off. Please note that β blockers should not be stopped suddenly. This is
because a sudden withdrawal of β blockers may exaggerate symptoms of coronary artery
disease. Therefore, it is recommended that the β blocker should be tapered over 5-10 days. For
example, for a patient currently taking Atenolol 50 mg 1 tab daily, prescribe Atenolol 50 mg ½
tab daily along with amlodipine 5 mg once daily. After one week, stop Atenolol and continue
Amlodipine.
iv. What is the best practice for managing treatment interruption/missed medication doses?
"Doctor, I usually take my high blood pressure medicine every day—but not today!" This
patient story is familiar to health care workers who manage blood pressure all over the world.
The only solution to the missed medication dose scenario is to instruct the patient to take their
medications and repeat the blood pressure measurement while on the medication, for
example, one week later. Health care workers should not guess what the treated blood
pressure would be, as individual patients respond differently to antihypertensive medications.
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The general advice is to take when patient is most likely to remember. Some programs
recommend after brushing teeth in the morning. There is insufficient evidence to suggest that
taking at any particular time is better – other than at the time when patient is most likely to
remember it. It is important to take medication at the same time every day!
vii. If a medication in the protocol is not available, can another medication from the same
drug class be substituted? (E.g. substitute Telmisartan by Losartan or Chlorthalidone by
Hydrochlorothiazide)
Absolutely. In general, all antihypertensive medications lower blood pressure effectively. Most
guideline development groups do not distinguish amongst specific drugs in a particular class
based on drug efficacy.12 Use the equivalent doses of the alternative drugs as provided in table
2. However, please note that the uninterrupted availability of protocol medications is the key
strategy of IHCI. The program expects a seamless supply of protocol medications by improving
drug forecasting and supply logistics (ref chapter 3). Therefore, it is expected that the need for
substitution is required less frequently.
References
1. Zafar KS, International Journal of Research in Medical Sciences, 2017 Vol 5; no. 11
2. Whelton PK. AHA Clinical Practice Guidelines. 2018 Jun;71(6):1269-1324.
3. Handler J. The Journal of Clinical Hypertension. 2012;14(11):751-759.
4. AHA 2018; https://targetbp.org/tools_downloads/mbp/
5. Pickering. Circulation. 2005;111: 697-716.
6. Handler J. The Permanente Journal/Summer 2009/Volume 13 No. 3 51
7. World Health Organization Model List of Essential Medicines, 21st List, 2019. Geneva: World Health
Organization; 2019. Licence: CC BY-NC-SA 3.0 IGO.
8. J Am Coll Cardiol. Sep 2017, 23976; DOI: 10.1016/j.jacc.2017.07.745))
9. Prospective Studies Collaboration Lancet 2002; 360:1903-1913.
10. Sprint Research Group N Engl J Med 2015; 373:2103-2116
11. Rocco American Journal of Kidney Diseases. 2018; 71:352-361
25
12. National Institute for Health and Clinical Excellence (NICE). Hypertension in adults: diagnosis and
management.2011.
13. JNC 8 guidelines. JAMA. 2014;311(5):507-520.
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Chapter 3: Drugs & Technology
Expected competency on completion of session:
• Understand medication supply chain and facility-level drug stock goals.
• Understand various types of BP devices and advantages of digital devices in public health
3.1.1. Drug supply chain: The drug supply chain cycle in the public health care system
begins with the selection of drugs and ends with dispensing to patients. A typical supply chain
can be outlined as below:
Dispensing
Selection of Storage and
Forecasting Procurement to the
drugs distribution
patient
A. Selection of drugs: The first step in the drug supply chain is the selection of drugs that
need to be procured. Generally, the drugs included in the National List of Essential Medicines
(NLEM) or the State Essential Drug List (EDL) would be selected.
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ESSENTIAL LIST OF MEDICINES (ELM) is a limited list of carefully selected medicines that
satisfy the health care needs of the majority of a population. The concept of ELM was
introduced by WHO in 1975 and ELM has been shown to improve the quality and cost-
effectiveness of health care delivery when combined with proper procurement policies and
good prescribing practices.
The National List of Essential Medicine (NLEM) is revised on a regular basis. Additionally, the
States also have their own Essential Drug Lists based on states’ disease burden. Typically, the
drugs that are in the essential list would be in the State’s procurement and supply chain plan.
The morbidity-based method is complex, time-consuming and uses several assumptions at the
beginning of a program that need to be validated with programmatic data after large scale
implementation of the program and revised accordingly.
28
Morbidity- Used when Is not useful when
based method • A new drug is introduced • Prevalence/morbidity data is
• Anticipated changes in disease not available or outdated.
burden, treatment-seeking • No standard treatment
behavior, and protocols of guidelines
treatment May not be needed if the program
• Major drug shortages or stock- is stabilized
outs in the previous year
• Reliable sources of information on
morbidity pattern are available
Procurement: The majority of the public procurements are done through a tender process. The
procurement of drugs under the public health system in the state can either be centralised
(State level)or decentralised (District level). Additionally, there usually is provision for need-
based emergency procurement at the district/health facility level (the proportion varies from
state to state). Apart from State/NHM funds, health facilities also have their local funds such as
Rogi Kalyan Samiti (RKS) funds using which drugs can be procured as a stop-gap measure in
case there is a disruption in supplies.
Storage and Distribution: Drugs procured from suppliers/manufacturers are generally received
and stored at regional or district-level warehouses. Supplies to health facilities are made from
warehouses at a predefined frequency. The frequency of distribution and mode of last-mile
delivery of drugs from the regional/ district stores to health facility stores varies between
states.
Some states/districts supply directly to health facilities from the warehouses while in other
states/districts, supplies are sent to block health facilities and thereafter distributed to all
facilities in the block.
29
b. Annual forecasting of the drugs at the state: Under IHCI, the recommended hypertension
treatment protocol may be different from the previous drug prescription patterns. In
addition, with increasing registrations of patients (both through population-based screening
and opportunistic screening) and strategies to ensure their return to care, it is expected
that there would be a steady increase in the use of the protocol drugs.
Therefore, the consumption-based method is not suitable for drug forecasting and
morbidity-based method should be used. When the program reaches saturation of patient
registration and uninterrupted availability of the drugs has been ensured for 2-3 years, then
the consumption-based method may be used for future forecasting.
Based on the best available assumptions, tools are available for estimating drug requirements
for both AATTCC and ATTACC Protocols. The officials may reach out to the IHCI officers at WHO
and/or ICMR to receive the customised tools. Further, IHCI will provide technical support to
states in the adoption of the tools to the states.
c. State Procurements:
• Rate contracts (fixed rate with flexibility on quantity to be procured within the duration of
the contract) should be preferred over quantity contract (fixed quantity procurement
under a contract) as it allows flexibility of periodic procurement and quantity correction
based on actual consumption.
• A multi-year rate contract is useful in cutting down tender processes every year, enhancing
supplier’s confidence in the system and attaining price stability.
• Rate contract with multiple suppliers helps to have an alternate supply source in case of
supply failure/noncompliance by a particular supplier.
• Periodic/scheduled procurement (bi-monthly/quarterly procurement based on inventory
level) or procurement with scheduled supply should be preferred over one-time
procurement.
• It is very important to have rate contracts in continuity. Tenders must be initiated well in
advance. A practical suggestion would be at least 4 months prior to the expiry of existing
rate contracts (typically it takes about 4 months for the procurement process).
Note:
o The stock levels are expressed as ‘months of stock’ which indicates how long the drugs will
last. For example, 2 months of stock means the stock will last for another two months.
o 6 months requirement is recommended considering a minimum 2-3 month’s stock at the
field level, typical lead time (time taken between the purchase order placed and goods
received) which is about 60 days and quarantine time (time lag for getting quality clearance
of the received drugs) of 15-20 days. If orders are not placed in time, then these supplying
stores can run out of stock, disrupting the supply chain.
b. Storage and Distribution: Ensuring adequate availability of the drug at each service delivery
point is more important than overall availability at the district/state level. To estimate the
requirements at each health facility, a ready reckoner (Annexure C & D ) may be used.
Overstocking at some health facilities and stockout/ shortage at others are often seen in
public health settings due to disproportionate requisition by a health facility or allocation by
warehouses. The distribution of medications usually follows one of the following systems:
o Requisition system (Pull system): Person receiving the supplies calculates the required
quantity. (May use ready reckoners in Annexure C & D)
o Allocation system (Push system): Person supplying calculates the required quantity. (May
use ready reckoners in Annexure C & D)
Drug distribution to health facilities should be based on patient load (total patients
registered) and stock already available at the health facilities. It can be either through the
“Pull” or “Push” system
c. Dispensing of drugs: As per the treatment protocol, patients are called for treatment
follow-up after one month. Therefore the drug should be prescribed and dispensed for at
least 30 days. Dispensing should be done with a clear message on the importance of regular
medication and the consequences of non-adherence.
d. Maintenance of records: In many states, in addition to supply from states, the health facilities
receive drugs from other local resources such as Panchayat funds or untied funds or
donations. Health facilities should maintain records of receipt and issue of all drug stocks,
irrespective of the source, preferably in a single stock ledger. Health facilities should regularly
update the records and report the actual status in the quarterly/monthly reports.
32
• Physical stock verification: Stock ledgers may not be updated regularly. Therefore, stock
verification from ledgers/stock registers should be supplemented by the physical counting
of available stock.
• Logistics Management Information System (LMIS): Presently, almost all states are using IT-
enabled drug supply chain management systems in which information on drug availability at
any health facility/store can be obtained from the website. Therefore, is the most
convenient source of data. However, LMIS may not be updated regularly, specifically at the
health facility level. Therefore, LMIS data may be outdated and not useful.
Table 2: Monitoring of drug information at health facilities
Notes:
a. Stock data should be collected and documented as a number of tablets (not strips or packs).
b. The ready reckoner tool (Annexure C & D) can be used by supervisors for assessing stock
adequacy at a health facility at any point of time. This can also be used by health facility
pharmacist for routine stock level monitoring and as a guiding document for placing monthly
indent to the district/regional store from which the health facility gets medicines.
c. The longevity of available stock: Stock on hand data should be assessed in terms of “how
long the stock would last” and not just in numeric quantities. A ready reckoner (Annexure C
& D) provides the estimated quantity required for 90 days using AATTCC and ATTACC
protocols. A practical tip based on the current assumption to calculate the stock levels in
days are calculated as below:
AATTCC ATTACC
Amlodipine 5 mg Stock/(N*1.4) Stock/(N*1.12)
Telmisartan 40 mg Stock/(N*0.37) Stock/(N*0.65)
Chlorthalidone 12.5 mg Stock/(N*0.06) Stock/(N*0.06)
*N= number of patients registered
33
To have a quick and realistic assessment of drug availability status, it should be ensured
that all transactions related to drug receipt and issue at all levels should be updated in the
software system (if available) or in the physical registers/ledgers.
d. Consider a health facility with 130 registered patients following the AATTCC treatment
protocol. In the month of assessment, 100 patients were followed up in the clinic. We
expect that approximately 4200 Amlodipine 5mg tablets would have been dispensed. A
significant discrepancy in the number of patients treated and the drug dispensing (in this
example let us say <3000 or >6000) may prompt the supervisor to examine the following:
• Significantly fewer drugs dispensed
o Less than 30 days medication dispensed
o Drug stockout
o Patients card were wrongly updated
• Significantly more drugs dispensed.
o Treatment cards are not updated
o Many unregistered patients are being treated
Problem 1: CHC Rampur has 420 hypertension patients registered. The protocol followed in the
CHC is AATTCC. The CHC collects drugs from district drug warehouse each month. The current
availability of stocks at CHC is as follows. Please suggest the action to be taken by the health
facility pharmacist:
1. Amlodipine 5 mg – 18,000 tablets
2. Telmisartan 40 mg – 15,000 tablets
3. Chlorthalidone 12.5 mg – 12,000 tablets
Problem 2: PHC Madhuban has 170 hypertension patients registered. The protocol followed in
the PHC is ATTACC. The PHC collects drugs from the district drug warehouse once in two
months. The current availability of stocks at PHC is as follows. Please suggest the action to be
taken by the health facility pharmacist:
1. Amlodipine 5 mg – 80,000 tablets
2. Amlodipine 10 mg – 5000 tablets
3. Telmisartan 40 mg – 7000 tablets
4. Chlorthalidone 12.5 mg – 6000 tablets
34
3.2. BP Measuring devices
Several barriers to accurate and affordable blood pressure measurement, particularly in low-
and middle-income countries include: 1
• Absence of accurate, easily obtainable, inexpensive devices for BP measurement;
• Frequent marketing of non-validated BP measuring devices;
• The relatively high cost of BP devices given the limited resources available;
• Limited awareness of the problems associated with conventional BP measurement
techniques;
• A general lack of trained manpower and limited training of personnel.
To fulfil the requirements related to BP measurement in low resource settings, a BP measuring
device should, therefore, be affordable and simple to use, but at the same time be accurate
and robust so that it can be easily used for repeated blood pressure measurements.
2) Aneroid sphygmomanometer
• Uses a bellow and lever system, which is affected by everyday wear and tear, leading to
false BP readings
• Needs regular calibration (at least every 6 months)
• Prone to observer bias and terminal digit preference
3) Digital device
• When used correctly, automated, digital blood pressure measurement devices are
highly reliable and preferable to manual blood pressure devices.3
o Specifically, in busy clinics and when the measurement is done by non-
physicians
• Simplifies the measurement process
o Eliminates errors related to hearing deficits, parallax, incorrect initial inflation
pressure and rapid deflation
o Enables multiple measurements to be taken sequentially
o Eliminates the subjectivity of measurement by reducing observer errors and
terminal digit preference
35
Table 4: Comparison of commonly used BP measuring devices.
Parameter Mercury Aneroid Digital
Accuracy Considered the Mechanical shocks may lead to Highly reliable
“gold incorrect readings when the
standard” Needs calibration at least every 6 validated
months instrument is
used correctly
Observers skills & High High Low
expertise
Terminal digit Yes Yes No
preference
Observer bias Yes Yes No
Use by field workers Difficult Difficult Simple
Health & Yes No No
environmental effects
Availability in the No Yes Yes
near future
Another important factor to be considered in the use of automated devices is durability. Many
devices available in the market are for home use and not for office use where BP is measured in
larger volume. Therefore, for health facilities, professional models are recommended. Various
36
levels of professional models are available based on clinic patient volume- low volume, medium
volume, and high volume, including arm-in BP instruments.
Annexure- F provides the specification for quality professional BP devices that can be used for
tender purposes.
References
1. World Health Organization. Affordable Technology: Blood Pressure Measuring Devices for Low
Resource settings
2. World Health Organization (2005). Mercury in Health Care.
3. Padwal R, Campbell NRC, Schutte AE, et al. Optimizing Observer Performance of Clinic Blood
Pressure Measurement: A Position Statement from the Lancet Commission on Hypertension
Group. J Hypertension In press.
4. Stergiou GS, Alpert B, Mike S, et al. A Universal Standard for the Validation of Blood Pressure
Measuring Devices. Hypertension. 2018;71(3):368-374. doi:10.1161/hypertensionaha.117.10237.
5. World Health Organization. Integrated Management of Cardiovascular Risk. Report of WHO
meeting. Geneva 2002.
6. http://supplychainhandbook.jsi.com/wpcontent/uploads/2017/02/JSI_Supply_Chain_Manager%27s_H
andbook_Final-1.pdf
37
Annexure A: Daily Consumption record at Drug Dispensing Counter (DDC)
Notes:
Month:
Total Losses /
Closing
Sl Opening Receipt during Date wise consumption consumption of expired (if
Drug name balance
no balance month the month any)
1 2 3 4 5 6 .. .. 31
1 Amlodipine 5 mg 200 2000+3000+2000 270 180 300 10 150 210 240 1200
2 Amlodipine 10 mg
3 Telmisartan 40 mg
4 Telmisartan 80 mg
5 Losartan 25 mg
6 Losartan 50 mg
Hydrochlorothiazide 25
7 mg
8 Chlorthalidone 6.25 mg
9 Chlorthalidone 12.5mg
• Opening balance: Enter the drug availability, at the drug dispensing counter on the first day of the month. For example, if the DDC has 200 tablets
of Amlodipine 5mg on 1st September, enter ‘200’ in the opening balance.
• Receipt during the month: Enter the number of drugs received during the month. For example, in the month of September if DDC received the
following amount of amlodipine 5 mg
1st September – 2000
12th September – 3000
25th September – 2000
Enter this as 2000+3000+2000
• In date wise consumption- enter the total quantity of drugs issued by end of each day
• Closing balance- count the stock available on the last day of the month and enter. Note: this would be the opening balance for the next month.
38
Annexure B: IHCI patient tracking Matrix: drug dispensing counter (DDC)
Name of the facility:
Sl. No. Redg No. Apr-19 May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar
1
2
3
4
5
6
7
…
…
N
Notes:
• When a registered patient receives drugs (ALL PRESCRIBED IHCI DRUGS) at a DDC, the pharmacist can put a ‘√’ against the registered number for
the relevant month.
• If one or more prescribed drugs are not available or not dispensed, then put an ‘X’
• If a patient did not come to the clinic in a particular month, keep the cell ‘blank’
• If an unregistered patient comes to dispensing counter, (s)he can be guided to get registered.
39
Annexure C: Drug requirement: Ready Reckoner AATTCC protocol
Three month drug requirements Three month drug requirements
No. of patients No. of patients
registered (Up-to) Amlodipine Telmisartan Chlorthalidone registered (Up-to) Amlodipine Telmisartan Chlorthalidone
5 mg 40 mg 12.5 mg 5 mg 40 mg 12.5 mg
20 2520 660 120 520 65520 17160 3120
40 5040 1320 240 540 68040 17820 3240
60 7560 1980 360 560 70560 18480 3360
80 10080 2640 480 580 73080 19140 3480
100 12600 3300 600 600 75600 19800 3600
120 15120 3960 720 620 78120 20460 3720
140 17640 4620 840 640 80640 21120 3840
160 20160 5280 960 660 83160 21780 3960
180 22680 5940 1080 680 85680 22440 4080
200 25200 6600 1200 700 88200 23100 4200
220 27720 7260 1320 720 90720 23760 4320
240 30240 7920 1440 740 93240 24420 4440
260 32760 8580 1560 760 95760 25080 4560
280 35280 9240 1680 780 98280 25740 4680
300 37800 9900 1800 800 100800 26400 4800
320 40320 10560 1920 820 103320 27060 4920
340 42840 11220 2040 840 105840 27720 5040
360 45360 11880 2160 860 108360 28380 5160
380 47880 12540 2280 880 110880 29040 5280
400 50400 13200 2400 900 113400 29700 5400
420 52920 13860 2520 920 115920 30360 5520
440 55440 14520 2640 940 118440 31020 5640
460 57960 15180 2760 960 120960 31680 5760
480 60480 15840 2880 980 123480 32340 5880
500 63000 16500 3000 1000 126000 33000 6000
Example: For a health facility with 210 patients registered, adequate stock for 3 months would be 27720 tablets of Amlodipine 5 mg, 7260 tablets of Telmisartan 40
mg & 1320 tablet of Chlorthalidone 12.5 mg
Note: If there are multiple strengths of the same medication is available, convert to the base strength mentioned in the table.
40
Annexure D: Drug requirement: Ready Reckoner ATTACC protocol
Three month drug requirements Three month drug requirements
No. of patient No. of patient
Amlodipine Telmisartan Chlorthalidone Telmisartan 40 Chlorthalidone
registered (Up-to) registered (Up-to) Amlodipine 5 mg
5 mg 40 mg 12.5 mg mg 12.5 mg
20 2040 1200 120 520 53040 31200 3120
40 4080 2400 240 540 55080 32400 3240
60 6120 3600 360 560 57120 33600 3360
80 8160 4800 480 580 59160 34800 3480
100 10200 6000 600 600 61200 36000 3600
120 12240 7200 720 620 63240 37200 3720
140 14280 8400 840 640 65280 38400 3840
160 16320 9600 960 660 67320 39600 3960
180 18360 10800 1080 680 69360 40800 4080
200 20400 12000 1200 700 71400 42000 4200
220 22440 13200 1320 720 73440 43200 4320
240 24480 14400 1440 740 75480 44400 4440
260 26520 15600 1560 760 77520 45600 4560
280 28560 16800 1680 780 79560 46800 4680
300 30600 18000 1800 800 81600 48000 4800
320 32640 19200 1920 820 83640 49200 4920
340 34680 20400 2040 840 85680 50400 5040
360 36720 21600 2160 860 87720 51600 5160
380 38760 22800 2280 880 89760 52800 5280
400 40800 24000 2400 900 91800 54000 5400
420 42840 25200 2520 920 93840 55200 5520
440 44880 26400 2640 940 95880 56400 5640
460 46920 27600 2760 960 97920 57600 5760
480 48960 28800 2880 980 99960 58800 5880
500 51000 30000 3000 1000 102000 60000 6000
Example: For a health facility with 210 patients registered, adequate stock for 3 months would be 22440 tablets of Amlodipine 5 mg, 13200 tablets of Telmisartan
40 mg & 1320 tablets of Chlorthalidone 6.25 mg;
Note: In case there are multiple strengths of the same medication is available, convert it to the base strength mentioned in the table.
41
Annexure E: Min-Max inventory levels
Min-Max inventory levels stand for the minimum and maximum level of the stock to be maintained at a
health facility.
The decision for minimum and maximum level is dependent upon how frequently the health facility
receives the drug stock.
42
Annexure F: Specification for quality digital BP instruments
1. Designed for professional use in hospital settings (personal homebased use models not to be
included).
2. Model(s) meets at least 1 of 3 global standards#
i. Association for the Advancement of Medical Instrumentation (AAMI)/ American National
Standards Institute (ANSI) / International Organization for Standardization (ISO)
ii. British Hypertension Society (BHS)
iii. European Society of Hypertension International Protocol (ESH-IP)
3. Device must have the validation as per international standards and the publication of the
device validation should be available.
4. Pressure measurement range should be 60 to 290 mm Hg systolic, and 40 to 200mm Hg diastolic
5. Pressure display accuracy of +/- 3 to 5 mm Hg
6. Measurement method: oscillometric measurement
7. Cuff Size: At least two cuff sizes (minimum two cuffs to be supplied for each machine)
8. Operable in both battery and electrical outlet (input range 100-240V and output voltage DC 6V) and
150-200 measurements when fully charged
9. Availability of replacement cuff/sleeve
10. Built-in surge protection to prevent damage to instrument in case of power surge.
11. Service centres available within the state
12. Devices should include a temperature-stabilizing system, which allows for use in extreme
weather conditions.
13. Minimum of three years warranty including all spares and re-calibration
14. Rate of inflation/deflation to be specified by vendor
15. Low Battery indicator and error indicators
16. Carrying case/bag to be provided
43
Chapter 4: Task sharing and patient-centred care
Expected competency on completion of session:
• Understanding how task sharing and Patient centred approaches can be used to provide
comprehensive hypertension management in public health systems
• Processes of decentralized care
Audience: Program managers, medical officers, non-physicians (staff nurse, ANMs and others)
In this session, you will learn about:
• Implementing team-based care & patient-centred services
• Improving patient flow in clinics
• Decentralization to subcentres and health and wellness centres
• Deliver better services and care • Increases the accessibility of services to the
patients and increases adherence
Task Sharing
44
• Improved patient awareness
• Improved adherence to medications
• Improved follow up visits and BP control
• Time-saving and cost-efficient
• Enhanced patient and health staff satisfaction
1. Engage the team: At the health facility, bring together a team of health staff of various cadres such
as regular and/or NCD staff nurses, supervisors, pharmacists, counsellors, lab technicians, and non-
clinical staff such as attenders. The team should be guided and managed by a physician/medical
officer.
2. Determine the team composition: Determine the model of care which needs to be set up
depending on the level of health facility (PHC/CHC/DH) and patient load. Identify which cadre of
health staff need to be trained on new skills in order to establish streamlined patient flow. The
members of the team must be motivated enough to carry out the newly designated tasks.
3. Design workflows to reflect the new model of care: Based on the composition of the new team
and newly designated roles and responsibilities, determine the new workflow pattern or patient flow.
Plan the workflow so that the members of the team are comfortable in doing the allocated tasks and
the process is saving time while preserving quality.
E.g.: When a patient’s BP is under control, the staff nurse dispenses the same drugs to the patient and
sends the patient directly to the pharmacist, instead of the patient going to the Medical officer.
4. Increase communication among the team members and with patients: Organise weekly meetings
with the team to see their progress and modify the flow based on feedback. The team leader, typically
a medical officer should keep the communication open with the team members. Make patients aware
of the new roles of the health staff using wall posters/signs.
Examples:
a. BP will be measured by a staff nurse after issuing OP slip
b. Hypertension and diabetes medicines will be dispensed by a pharmacist
5. Use a gradual approach to implement the model: Give time for the team members to get adapted
to the new workflow and their new roles. This might take weeks or months.
45
E.g.: A supervisor at the facility might take time to get used to entering patient details in the treatment
cards or entering data online.
6. Optimize the workflow: After receiving feedback and observing the new workflow, optimize it so
that the patient needs to visit fewer counters. This saves time and increases efficiency.
E.g.: A patient with controlled blood pressure meets only a staff nurse and a pharmacist and, in some
cases, just a staff nurse (if the nurse can dispense drugs)
• History taking
• Blood pressure measurement
• Continuing medication to those patients with controlled BP
• Providing lifestyle management advice
• Advice on adherence to medication
Table 1: Example team member and roles matrix for hypertension management
Nurse/
Task Doctor Community Pharmacist Counsellor Community HW
Health officer
Patient history ✓ ✓
Diagnosis ✓
BP measurement ✓ ✓ ✓
Lifestyle counselling ✓ ✓ ✓ ✓
Refill medications ✓ ✓ ✓
Titrate medications ✓
Patient follow-up ✓ ✓ ✓
Data entry ✓ ✓ ✓ ✓
46
4.2 Opportunistic screening and patient flow
As discussed in chapter 2, all adults aged ≥ 18 years should be screened for hypertension at health
care facilities. To ensure that every patient's BP is measured, the following measures can be
undertaken:
a. Structural
• Putting up of notice boards stating that “All adults should check their blood pressure” and
providing directions to the place of measurement.
• Setting-up an NCD pre-check area before the examination by the doctor and establishing
proper patient flow.
b. Manpower-related
• Dedicated/ designated NCD staff nurses and counsellors for blood pressure measurement and
recordings.
• Engaging available staffs in the clinic – PHC ANM, health supervisor, educator, pharmacist,
dressers, nursing students, etc.
c. Logistic
• Ensuring availability of professional digital BP monitors.
• Regular refresher training of staff in BP measurement.
• Documentation of BP measurement for all adults in OPD registers.
d. Administrative
• Gradual scale-up in facilities: start in few facilities; once established, use the lessons learnt in
other facilities.
• District/State official should issue guidelines/orders on opportunistic screening.
• Discussing issue of opportunistic screening and registrations at the review meetings.
47
Suggested Patient flow for opportunistic screening in clinic
A patient-centred approach is “providing care that considers the patient’s needs, values, preferences
and ensures accessibility of quality services.”
Affordable
Accessible
Acceptable
48
• Improving access to blood pressure measurements and possibly medication refills at HWC and SC;
• Provide lifestyle advice and adherence counselling.
When services like BP measurement and drug refills are available only at the level of PHC/CHC/DH,
patients may find it difficult to visit the facility every month due to various reasons:
Most patients come from rural areas with difficult access to PHC/CHC/DH and
hence will find the services more acceptable if they are made available nearer
to them
Decentralisation is “BP check-up and drug refills at the sub-centre level/HWC level”
49
4.4.1 Strategies for decentralisation
Increased
Accessible
awareness of
place for BP
importance of
measurement
BP control
Convenient
Cost medical visits
reduction/e for medication
refills
•Mobile medical •HWCs/MLHPs
units
Experience from Telangana: Decentralisation was initiated as a pilot in select facilities in IHCI districts of
Telangana. The following strategies were adopted:
50
4.4.2 Patient flow under decentralisation
The response to decentralization in Telangana is highly encouraging. For example, in Telangana, the
follow-up and BP control rates were 77% vs.47% and 53% vs. 35% in decentralized and not-decentralized
PHCs, respectively. This is because patients find it convenient to do a follow up at the subcentres as there is
less travel and wait time. Further, the follow-up rates in decentralised villages were significantly higher
than the district averages. (See figure below).
51
Follow up rates (%)
100 92 93
90 86
80 73
68 67
70
60
50
40
30
20
10
0
District 1 District 2 District 3
Decentralization of hypertension care to HWCs and subcentres is likely to enhance detection and control of
hypertension and helps to achieve the National Action Plan goal of a 25% reduction in high blood pressure.
A team-based approach by mid-level healthcare provider (MLHP) and auxiliary nurse midwife (ANM)
in HWCs can enable the delivery of high-quality care through a commensurate expansion in improved
delivery of medicines and availability of diagnostics, use of standard treatment protocols and
advanced technologies, including IT systems like Simple app.
52
5. Recording and reporting: Manually done through individual treatment card and hypertension
register or through electronically-maintained data through the GOI CPHC NCD solution or the Simple
app.
6. Health promotion and counselling: Counselling on lifestyle modifications and treatment adherence.
Screening for hypertension in the community and referral of suspected cases to PHC
Registration of confirmed cases under IHCI and issue treatment card and patient ID card
Monthly drug refills to patients with BP under control
Refer patients with uncontrolled BP or complications to Medical officer
MLHP/CHO
Tracking of follow up visits with defaulter identification and retrieval
Maintain treatment cards and send regular reports such as Quarterly and Annual reports
Based on the experiences of IHCI phase 1, the following factors that can affect lost to follow up
have been identified:
54
1. Health system factors
• Drug stock-outs: patients lose trust with the system
• Non- or irregular availability of service providers
• Unfriendly staff
• Longer distance to health facilities or higher cost of travel
• Lack of patient education on importance of adherence and follow up
• Drug side effects
2. Patient factors
• Lack of awareness - asymptomatic condition; lack of perceived importance of regular
treatment
• Elderly patients and bedridden patients
• Preference for private sector/informal providers
In addition, the following factors hinder retrieval of patients back into the system:
• Large registrations in higher-level health facilities, such as district hospitals, where
o The clinic is not linked to community-level staff to retrieve patients
o Registered patients may be from far-off places
• Poor documentation of patient contact details
• Lack of telephone facilities in clinics and nurses’ concerns relating to the usage of personal
phones for making patient calls.
55
i. Patients detected with hypertension at higher facilities (district hospitals & CHCs) -
Register and initiate the treatment. Thereafter, facilitated ‘transferring out’ to a PHC
closest to their place of stay. This has been piloted in Telangana with reasonable success.
ii. Patients registered at PHCs, should be encouraged to follow up for medications and BP
monitoring services at a sub-centre/HWC near their residence.
In parallel, ensure
• Availability of medications at the HWC/SC
• Systems for sharing of patient information between HWC/SC and PHC/CHC where the
patient is registered
In Telangana, this is been tried in a few PHCs where sub-centres were provided with IHCI
medications from the PHC and a copy of the treatment card. In these PHCs, programmatic data
showed that the follow up was higher than the district average.
• A good patient flow within a health facility will improve the documentation.
56
• The entry of patient’s BP in OPD register cab be an effective way to ensure patients aren’t
missed
• Local measures may be undertaken. For example (Stamping of outpatient card). In higher
health facilities such as district hospitals, the recording, and reporting are maintained at the
NCD clinic. However, registered patients may visit other doctors in the facility to receive
treatment for hypertension. These patients will be noted as missed follow up as they did not
visit the NCD clinic, though they had followed up at the same facility (false negative reporting).
To address this issue, District Hospital Ratlam has started using an NCD clinic stamp on out-
patient cards. The pharmacist of the clinic has been instructed that the medication for
hypertension is provided only to those patients whose cards have the NCD clinic stamp. If the
stamp is missing, patients are requested to visit the NCD clinic where their visit is noted.
6. Patient-centred care
i. Simple prescriptions: patients should get medication for a minimum of 30 days. If BP is
under control and adequate drugs are available, medication may be provided for 90 days.
If available, preferably provide fixed-dose combination medication.
ii. Less wait time: patients are unlikely to visit clinics regularly if the wait time is long and if
they must go to multiple counters. Minimal documentation and single window clearance
may encourage patients to make a quick visit to the clinic.
7. Friendly staff that make patients comfortable ensures that patients will want to come
regularly for visits.
Patient reminders
i. Some facilities in Telangana telephonically contact patients before the due date to
remind them of their impending visit. However, this may not be feasible in busy clinics.
ii. Short Message System (SMS): An automated reminder message (text message or
WhatsApp message) before the due date may be tested for its effectiveness in improving
follow up.
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4.6.2 Identifying ‘missed visits’
A. Paper-based reporting
• Some PHCs in Kerala has a large number of registered patients (up to 2000) and also have only
one or two days of NCD clinic in a week. This has resulted in very busy clinics wherein
maintaining two stack system is difficult. Some clinics in Thrissur have designed a system of pre-
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• At the beginning of the month, all IHCI registered patient ID numbers are printed on a sheet of
paper. When a patient visits the facility his/her registration number is struck off.
• At the end of the month, all the numbers that are not struck out are the defaulters
0001 0041 0081 0121 0161 0201 0241 0281 0321 0361
0002 0042 0082 0122 0162 0202 0242 0282 0322 0362
0003 0043 0083 0123 0163 0203 0243 0283 0323 0363
0004 0044 0084 0124 0164 0204 0244 0284 0324 0364
0005 0045 0085 0125 0165 0205 0245 0285 0325 0365
0006 0046 0086 0126 0166 0206 0246 0286 0326 0366
0007 0047 0087 0127 0167 0207 0247 0287 0327 0367
0008 0048 0088 0128 0168 0208 0248 0288 0328 0368
0009 0049 0089 0129 0169 0209 0249 0289 0329 0369
0010 0050 0090 0130 0170 0210 0250 0290 0330 0370
0011 0051 0091 0131 0171 0211 0251 0291 0331 0371
0012 0052 0092 0132 0172 0212 0252 0292 0332 0372
0013 0053 0093 0133 0173 0213 0253 0293 0333 0373
0014 0054 0094 0134 0174 0214 0254 0294 0334 0374
0015 0055 0095 0135 0175 0215 0255 0295 0335 0375
3. Follow up register
• Many facilities (specifically those with high registration) maintain separate follow up register.
Patients’ contact details are entered registration number-wise and month-wise columns are
provided for marking follow up over the subsequent 12 months. In the monthly column, the date of
the visit is noted when the patient visits.
Advantages:
a. All contact and follow-up details of the patient are in one place
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b. Helps identify patients who miss visits
c. Facilitates preparation of facility monthly report
d. Allows identification of not just those who defaulted in the previous month but also patients
who have defaulted for a longer duration
e. Provides pattern of defaulters at a glance
B. Digital reporting
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A. Retrieval strategies
1. Telephonic contact:
o Practiced in most facilities. Patient should be contacted over the phone if he/she did not
return for the visit. The first attempt to connect with patients is telephonic contact
irrespective of paper or digital record system. The call is usually done by health facility
nurse. A list of patients who missed visit in the previous 3 months can be prepared for
making calls.
o The phone calls that are made through the Simple app allows masking of the caller's phone
number. The outcome of the call made to patient should be documented.
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o The list of patients who missed visits can be prepared according to the PHC area (based on
the name of the village). This strategy is being tried in many facilities in Telangana. The list is
shared with respective PHC NCD nurse through WhatsApp
o PHC NCD nurse attempts retrieval through ANMs
3. Short Message System (SMS): The Simple app automatically sends reminder text messages
requesting patients to return if they have missed their visit by 3 days.
4. Patient support groups: can be tried in remote areas such as tribal areas and closely-knit
communities
• Local support groups can be formed by ASHAs, consisting of local influencers like elected
representatives, teachers, local volunteers, village elders, etc.
• The group can be educated about the patients with hypertension in their community and the
importance of their regular follow up.
• The group can speak to these patients with the objective of “pushing” them for follow up visits.
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Chapter 5: Information systems - monitoring indicators and
reporting tools
An information system that will enable cohort-based monitoring is one of the core strategies of IHCI.
This chapter will provide an overview of monitoring indicators and reporting tools for the paper-based
system and an android based Simple app.
Number of patients with controlled BP (<140/90) during the last clinical visit who started
hypertension treatment 3 – 6 months earlier (A2)
---------------------------------------------------------------------------------------------------------- X 100
Total number of patients who started hypertension treatment 3 – 6 months earlier (A1)
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Understanding the patient cohorts for the quarterly report
• Cohort is defined by the quarter of registration
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BP control of cohort registered in April to June
65
BP control of cohort registered in October to December
• The numerator will include all patients with blood pressure under control during the recent
visit between January 1 to March 31 irrespective of year of registration. It will also include
patients who got registered in previous years.
• Indicator of impact: coverage and quality of the programme
• Estimates coverage of patients with controlled hypertension in an area
• The aim is to increase the number of people with controlled BP to increase the impact of
the programme
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• Measured for a district or a State
• The denominator is derived from the estimated prevalence for a District/State
• Measured once in a year in April month each year
For Annual indicator – hypertension control coverage rate for one year
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Ready reckoner to determine the quarter for which the quarterly report is to be prepared
Month in which quarterly Quarter for assessing if BP is under Quarter in which patients registered
report prepared control (Yes/No) (A2) for HTN Treatment (A1)
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Exercise 1
Exercise 2:
69
Fig 1: Hypertension status in Q1 of 2019 among
patients registered in 5 districts of X state in 2018
100%
80%
60%
40%
20%
0%
A (N=785) B (N=1322) C (N=1640) D (N=341) E (N=260) Overall
(N=26146)
80%
In percentage
60%
40%
20%
0%
M (N=36239) N (N=40489) O (N=35241) P (N=9460) Overall
Districts
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Exercise 3: Calculate the annual indicator with the information given below:
As per the Annual Health Survey, the prevalence of hypertension in district X of ABC state
is 26.5%. The projected population for 2019, of adults above 18 years of age is 1,78,9695.
The number of patients with BP less than 140/90 in January 2019 is 655. Calculate estimated
hypertension for the given population and annual hypertension control rate.
This is an important process indicator of the IHCI program. This indicator is used
to evaluate the coverage of the program.
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5.2 Paper-based reporting tools
5.2.1 Patient BP Passport
When a patient is registered at the health facility for treatment of hypertension, the patient is
issued a ‘BP passport’ which is retained by the patient and will be brought back by each patient
during the follow-up visits. It has information on patient identification with patient treatment
number and QR code’ which is pre-printed on the passport and allotted to the patient by the health
facility.
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On the day of the visit, the health care worker who attends the patient gives the date of the next
visit. This is written on Page 1 of the BP passport. The BP value and drugs prescribed on the day of
follow up is written on Page 2. The patient is advised to bring the BP passport every time he/she visits
the health facility for follow up.
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Purpose of the BP passport:
• Helps to retrieve the patient details in the Simple app or treatment card using the patient
treatment number, ID number and QR code displayed in the BP passport.
• It also has a snapshot of the medications the patient is on – serves as a treatment record for the
patient.
The upper part of the front of the card is to be completed only during the first visit capturing
information on patient identification details, and medical history. The lower side of the front of
the card and reverse of the card is used for tracking medication and blood pressure values at
registration and follow-up visits. In case the patient misses a follow-up visit for 3 months
continuously, an attempt should be made by assigned staff to contact the patient either
through phone or home visit. The date of contact and responses to retrieval efforts such as no
response to the phone call, unable to locate the address, agreed to return or other reasons are
captured at the lower side of the card.
If the patient is transferred to other health facilities (private or government) or lost to follow up
(did not come for follow up for 12 months continuously) or died (confirmed by a relative) is
captured on the second page of the card. Additional notes may be recorded on the reverse
relating to patient’s laboratory investigations and previous medication history, medication side
effects, missed medication history etc.
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On initial registration and each follow-up visit, non-physician staff enters the date of visit, blood pressure,
and treatment dose. During a follow-up visit, if the patient’s BP is under control (i.e. systolic <140 and
diastolic <90), then non-physician staff dispenses the next month's supply of medication and enters the
information in the treatment card. However, if BP is not under control, then the patient is referred/sent to
the doctor for up-titration of medication as per protocol and patient’s clinical assessment.
If a medicine prescribed by the doctor is not listed in the treatment card, the name of that medication
should be added in the blank rows provided for the same.
1. At individual patient level: This helps to track patient’s treatment and blood pressure with an
objective to keep it below 140/90 mmHg. The card provides information that is needed for
individual patient management: the date of the previous visit, due date of follow up, BP control
status, regularity of patient visits, and longitudinal data of patient’s medications and BP.
2. At the program level: It will be used to assess the overall impact of the program. The information
will be used to
a. Update facility hypertension register
b. Prepare quarterly and annual facility reports
c. Facilitate supervision
d. Facilitate digitalization
e. Support operations research
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Exercise 4: How to complete the hypertension treatment card.
Review the patient details and complete the blank treatment card given on the next page.
Please refer to this completed treatment card for future exercises.
Case study 1
Patient name – Rohan Sharma
Age/Sex –34/M
Health Facility - SA Nagar PHC
On 1.1.19, he visits the PHC for the first time to get his blood pressure checked, BP – 146/96 mmHg.
The medical officer advises the patient on salt reduction in diet and to review after one month.
On 6.2.19 -the patient returns, the BP was found to be 150/96 mmHg. The medical officer decides to
start treatment for this patient. The treatment card was issued.
Address - No 121, Nethaji colony, Thambaram west, Kancheepuram district 600044
Neighhbour’s phone number – 981856XXXX. The nearest subcentre to the PHC is Kundrathur.
Rohan’s history: Smoker from the age of 17 until 3 years back and an occasional alcoholic. There was
no other significant history in the past and in the family.
On examination: Height – 167 cm and weight – 60 kg
Treatment – T. Amlodipine 5 mg per day. The patient collects the prescribed drugs from the pharmacy
for 30 days. The patient was asked to come back for a review after one month.
The staff nurse entered the details of the treatment card into the facility hypertension register and
assigned patient ID number – 00001.
Following this, the patient’s visits are as follows.
4.3.19 - BP - 150/85 mmHg. The doctor adds T. Telmisartan 40 mg per day.
5.4.19 - BP - 130/ 80 mmHg. Advised to continue the same drugs.
5.5.19 - BP - 124/80 mmHg. Advised to continue the same drugs.
4.6.19 - BP - 120/80 mmHg. Advised to continue the same drugs.
5.7.19 – BP - 125/76 mmHg. Advised to continue the same drugs.
3.8.19 – BP - 130/80 mmHg. Advised to continue the same drugs.
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Exercise 5: Case study 2
Review the patient details and the completed treatment card. Spot mistakes on the card.
Name – Radha Srinivasan, Age/Sex – 56/F
Health Facility – SA Nagar PHC
Patients history - a known case of hypertension for the past 6 months and is on treatment as given by
another health facility. On reviewing her prescription reports, she is under T. Amlodipine 5 mg daily.
However, her BP was not under control.
BP – 131/99 mm Hg.
The medical officer decides to modify her management as per protocol.
Date of registration: 8.1.19
• Patient ID treatment number: 00002
• Address: No 6, CLC works lane, Thambaram, Kancheepuram district: Pin code: 600044.
• Phone number: Not available
• Alternate number: 98976***** (spouse number)
Nearest subcentre - Kundrathur
Relevant history - she chews tobacco, is not an alcoholic and her elder brother had died due to heart
attack a year back.
On examination, height – 157 cm and weight – 76 kg. The medical officer prescribes the following
medicines. T. Amlodipine 5 mg daily along with T. Telmisartan 40 mg OD. The patient is advised to
review after one month. The lab results are as follows as on 4.2.19
• Total cholesterol: 167
• Random blood sugar: 140 mg/dl
• Urine albumin: Nil
• Serum creatinine: 0.7 mg
4.2.19, BP - 129/81 mmHg, advised continuing the same
2.3.19 – BP- 117/73 mmHg, advised continuing the same
2.4.19 - BP - 120/72 mmHg, advised continuing the same
12.5.19 – BP - 124/76 mmHg, advised continuing the same
The patient did not return for treatment in June. On the 1stJuly, the nurse called the patient and the
patient said she was feeling fine and so there was no need to continue treatment.
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Storage of treatment cards and retrieval of missed visit/lost to follow up in
facilities with the paper-based reporting system
Cards should be stored systematically to facilitate retrieval during the follow-up visit. They will be
needed for recording treatment and progress during follow-up visits and updating facility
hypertension registers. There should be appropriate and safe storage space and tools available
such as two columns of shelves as depicted in the schematic picture below. Arrange cards
sequentially, by patient ID number to:
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How to store treatment cards in the health facility:
Note: In smaller facilities, like sub-centres, with fewer patients, hypertension cards can be kept in a
tray instead of cabinets, which are more suitable for larger facilities with a larger number of cards.
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5.2.3 Facility hypertension register
Each facility maintains a ‘facility hypertension register’ which has line listing of all patients on blood
pressure treatment in that health facility. Each health facility designates a staff member who will
be responsible for maintaining this register. This register is maintained at the health facility level
by the data assistant/dedicated NCD staff nurse/health worker designated for this task. It is:
• updated with new patients registered
o at the time of issuing the treatment card or entering in the Simple app
• updated for BP control status and other outcomes of registered patients in districts not using
the Simple app
o every quarter, and
o at the end of the year
This register helps to:
• Determine the percentage of patients at the facility whose BP was under control after 3 to 6
months of registration.
o Indicates the quality of services provided by the health facility
• Determine annual blood pressure control rates i.e. the percentage of patients whose BP was
under control during the January-March quarter every year.
o Indicates coverage of hypertension services in the given community
• Aids in the preparation of the quarterly and annual facility reports.
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Facility hypertension register – Non-Simple app
districts simple app
87
Entered later
88
At the end of quarter and year, enter the summary information given as perforated sheet in the
register on the total number of patients registered, on how many of them achieved BP control at 3 to
6 months after treatment initiation and during annual follow up.
Quarterly Outcome
Total Registered
BP Controlled BP Uncontrolled Missed Visit
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IHCI Annual Report
90
How to fill out the facility hypertension register
The treatment outcome (in terms of BP control status) of each patient registered for anti-
hypertensive treatment is assessed 3 to 6 months after the start of treatment. For example, if a
patient is registered for treatment in Q1, his BP control status will be determined in Q2. The same
will be reported in the first month of Q3.
For each patient, a 3 -6 monthly treatment outcome will be assessed and entered only once in the
facility hypertension register. Steps are as follows:
1. Step 1 - Ascertain the quarter of registration: In the first week of every quarter, determine a
quarter of registration of patients whose 3 to 6 monthly treatment outcomes will be reported in
the current quarter. For example: As seen in the table, if the report is being prepared in the first
week of July 2019, patients registered during January-March 2019 will get reported in the
facility hypertension register for their BP control status.
2. Step 2 - Establish the cohort through patient identification numbers: From the facility
hypertension register, identify patient identification numbers of patients registered for
treatment during the quarter ascertained in step 1. For example, patients with IDs from 0201 –
0274 were registered during quarter 1 of 2019 (Jan-Mar 2019).
3. Step 3 - Retrieve treatment cards of patients with ID numbers determined in step 2 (as in the
example, ID numbers 0201-0274).
4. Step 4 - Ascertain the quarter in which the BP status of these patients will be assessed. For
example, in this case, the quarter for assessing BP status is April to June 2019.
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5. Step 5 - Now, go through the follow-up sheet of each patient card, and review the BP recorded
during the last visit of the patient during the quarter assessed in step 4. For example, from April
to June in our case. Please note that:
• If the patient visited in April, May and June, use the BP reading of June.
• If the patient visited in April and May, use the BP reading of May.
• If the patient visited in April, use the BP reading of April
• If no entry is made in the quarter, mark it as missed visit
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Facility hypertension register in simple app districts
93
Entered later
94
In Simple app districts:
Since the BP status (control/uncontrol) of the patients can be obtained from the Simple app dashboard,
information on outcome status is captured along with entry on whether entered in the Simple app and
basic demographic details of patients as discussed earlier.
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99
100
101
102
103
104
105
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For exercsie 6 – Facility Hypertension Register
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5.3 Digital systems
The use of mobile phones and wireless technologies has grown exponentially across the globe
in recent times. Digital technologies in the management of hypertension can ensure:
Simple app
Simple is an android app that helps health care workers manage the recording of blood
pressure measurements and medications. A web-based Simple dashboard gives health system
managers the feedback they need to improve BP control across their facilities.
The Simple app system consists of the following recording and reporting tools that are
maintained and utilized at health facilities implementing the India Hypertension Control
Initiative:
• Simple android app for data entry
• BP passport with QR code for patient identification
• Simple web-based dashboard for monitoring
Simple android app for data entry: Healthcare workers enter BP values and BP medications at
each patient’s visit. Finding patients takes only 3-4 seconds with a scannable patient ID system.
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BP passport for patient identification: The BP
passport is a patient ID card in which blood
pressure and medicines can be recorded during
every visit. The BP passport card also has a QR
code which will help to quickly look up a patient
in the Simple app in subsequent visits. Every
patient registered will get a BP passport. When a
patient forgets or loses their BP Passport, a new
one can be issued easily.
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• Easy to learn: Healthcare workers can learn Simple in the field in less than an hour.
• Works on any Android device: Simple works on any modern Android phone or tablet,
version 5 or above.
• Offline performance: Simple works in offline mode as well. Data is synced whenever the
user’s internet is active.
• Interoperable with other systems: HL7 FIHR compatible messaging and APIs make the
Simple app interoperable with many health systems.
• Secure: Patient data is encrypted on the device and is aligned with top industry-standard
security.
• Free and truly open source: Simple’s codebase is freely available and open source.
Pilot in India
Simple was deployed in Oct 2018 in Punjab and thereafter in Maharashtra under the India
Hypertension Control Initiative. Simple has had strong uptake in public health facilities in these
two states. Healthcare workers appreciate that Simple is easy to learn, simple to use, and takes
up very little data. In a recent survey, nurses and doctors gave Simple a 4.5/5-star rating.
The Ministry of Health and Family Health Welfare has partnered with DELL and TATA Trust to
create Comprehensive Primary Health Care – IT solutions. Further, many states have their own
digital systems for clinical data records. Irrespective of the software used for NCD clinical
records, if the longitudinal records of patient blood pressure are available, IHCI dashboards can
be generated for monitoring.
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5.4 Facility reports
The medical officer will be responsible for timely submitting quarterly and annual reports.
Reports will be prepared by the data entry operator/designated health staff. Based on these
reports the core indicators are calculated.
Registered: Total hypertensive patients registered in the health facility under IHCI
BP Controlled: Systolic blood pressure <140 and diastolic blood pressure <90 during last visit of
quarter
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BP Uncontrolled: Systolic blood pressure ≥140 or Diastolic blood pressure ≥90
Missed visit (MV): If the patient did not visit for follow up for 3 months consecutively or blood
pressure not measured or blood pressure not documented
Loss to follow up (LFU): If the patient did not visit for 12 months continuously and treatment
status not known
Transfer to Private (TFRPVT): Taking treatment in the private sector
Transfer to the government (TO): Transferred to other government facilities for treatment or
patient opted to take treatment from the government facility
Death (DTH): Death of registered patient
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Sample facility report – Quarter
Health
Q1_C_ Q1_UC_ Q1_M Q2_ Q2_C_ Q2_UC_ Q2_M Q3_ Q3_C_ Q3_UC_ Q3_M Q4_ Q4_C_ Q4_UC_ Q4_M
S.No Facility Q1_R
n n V_n R n n V_n R n n V_n R n n V_n
name
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Section A of facility report is submitted by 15th of first month of every quarter as ‘facility quarterly
report’. On 15th April every year, Section B is also submitted as ‘facility annual report’.
Determine A1: Count all patients who were registered between these two dates and fill A1.
Determine A2: Out of A1, count how many patient’s BP control statuses have been documented
as ‘Yes’ in the column titled as ‘Quarterly HTN status’. As discussed earlier this column corresponds to
patients with BP reading <140/90 in Reporting Quarter (1 April to 30 June) in their treatment cards. Fill
the count in A2.
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Purpose of facility report
• Assessing success rate in bringing hypertension under control among registered patients: at 3
to 6 months after treatment initiation and annually during Q1
• Sharing the results of reports with health workers can help them understand how their efforts
have improved the control rate.
• Helps the supervisor understand areas that need additional support
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Answer key for Monitoring Indicators and Reporting tools
Exercise 1: Determining the Quarter: Complete the following table
On the given date of reporting, you will consider On the given date of reporting,
Date of Reporting the denominator as the number of patients you will consider the BP
registered in ______ Quarter measurement of patients in
Column 2 in ______ Quarter
15 April 2019 October- December, 2018 January – March , 2019
• The numerator will include all patients with blood pressure under control during the recent
visit between January 1 to March 31 irrespective of year of registration. It will also include
patients who got registered in previous years.
• The denominator is derived from the estimated prevalence for a District/State
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Note: Have an overall discussion of how the graph is presented. Compare the control rate,
uncontrolled rate, missed visits between states X and Y and discuss possible reasons for the
difference.
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Exercise 3: Calculate annual indicator with the information given below:
As per the Annual Health Survey, the prevalence of hypertension in district X of ABC state is 26.5%.
The projected population for 2019, of adults above 18 years of age is 1,78,9695. The number of
patients with BP less than 140/90 in January 2019 is 655. Calculate estimated hypertension for the
given population and annual hypertension control rate.
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Exercise 4: How to complete hypertension treatment card
121
Exercise 5: Spot mistakes on card
122
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Exercise 6: Complete facility hypertension register
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Chapter 6: Supportive supervision
Expected competency on completion of session: Ability to conduct supervisory visits and provide
constructive feedback to sub-centre/PHC/CHC/District Hospital staff.
Audience: Supervisors of the block, district, state, and national level
In this session you will learn about:
• Supervision visits schedule preparation
• Supportive supervision checklist
• Interpersonal communication
Good supervision is the process of helping staff improve their own performance continuously.
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Supportive supervision explores if workers are aware of the program priorities and problems and
recognize the fact that workers already know how well-placed they are to achieve those priorities.
Supportive supervision helps local workers understand their programmatic data, interpret it in their
local context and identify programmatic gaps. The hallmark is to listen and to acknowledge all
positive points. Supportive supervision leads to a dialogue that jointly explores problems, sets
priorities and formulates solutions.
Supportive supervision explores if workers are aware of the program priorities and problems and
recognize the fact that workers already know how well-placed they are to achieve those priorities.
Supportive supervision helps local workers understand their programmatic data, interpret it in their
local context and identify programmatic gaps. The hallmark is to listen and to acknowledge all
positive points. Supportive supervision leads to a dialogue that jointly explores problems, sets
priorities and formulates solutions.
Supportive supervision is about helping to make things work, rather than checking to see what is wrong.
“They should smile when they see you walking over the hill to visit”
• Joint problem-solving shows that the supervisor and the staff person are
on the same team
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6.3 Steps of supervision
Step 1: Planning regular supervisory visits
• Observation
• Use of data
• Problem solving
• On the job training
• Recording observations and feedback
Step 3: Follow-up
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o Ensure other planned works such as block, district, state or national level review meetings,
training of new staff, preparation of reports or other planned work are included.
o The schedule should be feasible and practical, considering the distance, transportation
difficulties, or constraints due to weather and travel conditions.
o Try not to rush your visit. Plan to spend enough time at each health facility so that you can
do a good job of supervising.
o The health staff under supervision should be informed of the schedule.
o Consider other planned activities of health staff being supervised, such as weekly/monthly
meetings and special activities (e.g., outreach clinics, market days, etc).
Name 3-6-month Last quarter supervision Additional remarks Focus of the planned
of control rate visit visit
facility
A 25% Patient treatment had New staff had been Training on the
not been escalated recruited treatment protocol
according to the protocol
B 80% There was an Patient records and Verify data. Provide on-
inconsistency between registers were not the-job training
reported data and facility updated
hypertension register
data
C - Missing report of some Hypertension Provide support to
patients treatment cards out- print the treatment
of-stock cards
D 30% Stock out of core drugs Sufficient drugs had Training on drug
had been reported not been indented inventory projections
and indenting
Remember: Always keep the concerned officials informed about the visit well in advance. Involve the health facility
in charge during the visit. Share a summary of findings and recommendations at the end of your visit. Written
feedback will help you in the follow-up of key issues for subsequent visits. A summary of your key observations
should be shared with all concerned officials at the institution/block/ district level on a regular basis.
128
Exercise 1. Supportive supervision planning
There are 150 SCs, 40 PHCs and 10 CHCs in a district. Plan your visits for the first quarter of 2020
(January to March) and mark your visits on the calendar. All facilities had a BP control rate of <50% in
the last quarter. In addition, PHC Khera had drug stock-outs while PHC Sundal has only one doctor
who has been on sick leave for the last 3 months. Note that you are busy during the first week of the quarter to
prepare various reports. There is a district-level review meeting on the last Monday of every month and a state-level
review every other month.
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January 2018
S M T W T F S Notes:
u 1
o 2
u 3
e 4
h 5
r 6
a
n n e d u i t
7 8 9 1 1 1 1
0 1 2 3
1 1 1 1 1 1 2
4 5 6 7 8 9 0
2 2 2 2 2 2 2
1 2 3 4 5 6 7
2 2 3 3
8 9 0 1
February 2018
S M T W T F S Notes:
u o u e 1
h 2
r 3
a
n n e d u i t
4 5 6 7 8 9 1
0
1 1 1 1 1 1 1
1 2 3 4 5 6 7
1 1 2 2 2 2 2
8 9 0 1 2 3 4
2 2 2 2
5 6 7 8
March 2018
S M T W T F SNotes:
1 2 3
u o u e h r a
n n e d u i t
4 5 6 7 8 9 1
0
1 1 1 1 1 1 1
1 2 3 4 5 6 7
1 1 2 2 2 2 2
8 9 0 1 2 3 4
2 2 2 2 2 3 3
5 6 7 8 9 0 1
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6.3.2 Step 2: Conducting supportive supervision visits
Most importantly, supervisors should fix problems and address urgent issues during the
visit. For example, if a supervisor finds a treatment card of the patient whose last recorded
BP is 180/110 and hadn’t turned up for treatment this month, then the supervisor should
immediately call the patient.
Please refer to a supportive supervision (SS) checklist and a checklist for facilities using
Simple App. SS is organized with the following sections:
1. Screening and BP measurement
2. Treatment outcome
3. Patient recording and reporting system
4. Identification and tracking of missed patient
5. Pharmacy
6. Laboratory facilities
7. Telephone calls by STS
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India Hypertension Control Initiative (IHCI)
Supportive Supervision Checklist
Simple App / non-Simple App facility
Facility type & name: DH/ AH/ SDH/ RH / CHC / PHC/ UPHC /SC ………………………………….
1.3 Number of functional BP instrument/s in the facility (Digital/Aneroid/Mercury/LED) ___D, ___ A, ___M,
___L
1.4 Who does BP measurement in the facility? (Multiple choices) NCD SN / SN /ANM/
Others
(specify………………….)
NA
1.5 How many days in a week, opportunistic screening is done at the facility? (No. of days)
1.6 In previous 3 working days
NA
1.7 Observe BP measurement for at least one patient. If there is no patient, get your own BP
checked Y N
a. If staff is tying the cuff properly Y N
b. Patient’s sitting position is correct
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c. BP apparatus position is correct Y N
1.8 Are all adults with BP ≥140/90 referred to the medical officer for management? Y N NA
2 Treatment outcome
Review all treatment cards registered two months before. In case of fewer than 25 registrations in that one month, then previous
months’ cards to be reviewed till 25 cards are reviewed.
Assess the treatment outcome for each card. (Use a tally mark to count only one treatment outcome per card)
a. Number with BP b. Number with BP c. Number with BP d. Number for whom e. Number who did not
controlled (<140 and uncontrolled (>140 or uncontrolled (>140 or BP / treatment not visit the facility for
<90) at last visit >90) and treatment >90) and treatment not documented at last previous two months
intensified at last visit intensified at last visit visit (missed visit)
4.1 Identification mechanism for missed patient Two stack system / Follow up register / Simple App / Others
/ None
4.2 Tracking mechanism for missed patients Phone call / IVRS / SMS / ASHA through home visit/Others
/ None
4.3 No. of patients who missed visit in the previous quarter based on available list …………/ list not available
4.5 Among patients who missed visit, how many were contacted either through phone call or home visits?
…………
5 Pharmacy
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Number of days for which HTN medicine is dispensed
5.1 30, 15, 7, other (….) days
by the facility
I Amlodipine
Ii Telmisartan
Iii Losartan
Iv Enalapril
V Chlorthalidone
Vi Hydrochlorothiazide
6 Laboratory facilities
7.1 No of phone calls made on the day of visit (At least 10 calls to be made to patients who have missed visits,
loss to follow up patients, high risk patients)
a. Missed visit / loss to follow up patients……………
b. High risk patients …………….
c. Others …………………
1 2 3 4 5 6 7 8 9 10
I Current status
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a. If on treatment
b. If not on treatment
(i. Current status: a. Agree to visit b. Not willing to return c. Discontinued/ not willing to take
treatment at all d. unable to contact/no response / wrong number e. Had visited the facility in
the past 60 days (2 months) f. Death)
(ii. If agreed to visit/not willing to return, treatment status of the patient: a. On treatment, b. Not
on treatment)
a. If on treatment, reason: a. Taking Treatment from other Government Hospital b. Taking
Treatment from Private Hospital/Clinic c. Others (Specify)
b. If not on treatment, reason: a. Too long a wait in health facility b. Drugs were not
available c. Drugs are given for a few days only d. Side effects of the drugs given from the
facility e. Given drugs do not work f. Distance from home g. No proper conveyance to
reach h. No one to help to reach health facility i. Too sick to make the trip j. Bedridden k.
The financial burden of transportation cost
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Checklist for assessment of Simple App
1.1 Who is using the simple app?
Y N
1.8 Is the simple app user satisfied with the application? 1/2/3/4/5
1.9 Do you face any challenges in getting timely support for issues Y N Help not
experienced while using the simple app? required
1.16 Are you using the ‘progress’ tab for reviewing status of program in
Y N
your health facility?
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1.17 Are you using the ‘progress’ tab for preparing reports? Y N
1.20 How many patients are registered in facility hypertension ………. / Registered not
registers? maintained
Always conduct supervision together with the health facility staff. The purpose of
supervision is to help solve problems together.
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Exercise 2: Collecting information for the supervision checklist
• The provider should suggest some possible alternatives to what the recipient has
been doing.
• Feedback should help the recipient set reasonable goals for changing and
improving performance or behaviour.
Be supportive
• Start on a positive note. Emphasize what really went well, and praise what the
individual or group is doing right.
• See if the recipient is aware of the issues or concerns that the feedback addresses
before stating them directly. If it comes from the recipient himself, he is much less
likely to be defensive, and apt to be more constructive and creative in discussing
alternatives.
• Don't look for expressions of guilt or responsibility, but rather for changes that will
improve the effectiveness of an individual's or organization's efforts.
• Especially if you're dealing with the opposition, or with the targets of advocacy,
assume— or, better yet, identify and describe—common ground and your
common interest in making things better.
• Focus on the specific issue, and don't point fingers.
• Identify the issue or problem as clearly and specifically as possible. Once you've
done that, stick to exploring it. The question is not "Who's to blame?" but "How do
we make this work as well as possible?"
Be honest
• Providing formative feedback, being supportive, and not blaming doesn't mean
‘not being honest’. On the contrary, formative feedback requires honesty, the
dishonesty renders it useless.
• Deal directly with the real problem or issue. Identify it clearly. If you know, explain
how it became a problem, and help the recipient work out strategies for fixing it
now and preventing its recurrence in the future.
• If the issue is a personal one, identify it clearly and help the recipient understand
how to address it.
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Feedback should be frank, constructive, and practical
• Understand what the actual problems facing staff are – staff are best positioned
to identify these problems
• Help solve problems on the spot whenever possible (e.g., help update records
and establish a mechanism to do so in the future, solve logistic problems when
possible such as provision of forms or protocol copies when needed)
• Model good behavior (e.g., speak with patients and health workers privately and
respectfully; call patients whose BP is dangerously high and who didn’t return for
care before leaving the visit)
• Don’t give false praise. Catch people doing the right things and reinforce these.
Ask questions in a friendly manner and you are likely to obtain more useful
information. Always praise good performance.
Soon after the supervisory visit, share the feedback report with all concerned. The feedback
report is prepared based on the observations/ findings of visit.
Prefill the data in the feedback form based on the available reports : The report includes
data on previous monthly registrations and quarterly BP control rate which a supervisor
needs to fill before visiting facility.
Complete the form after completion of visit: The feedback also includes input and process
indicators and data on adequacy of protocol drugs.
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After the visit, a copy of the report stays at the health facility and keep a copy for your files
and sharing it with district officials. Giving and receiving feedback is a sincere attempt to
help the recipient improve his/her performance, behaviour, understanding, relationships, or
interpersonal skills. This is corrective feedback, and all of us need it from time to time.
Supportive supervision does not end with the conducted visit. Follow-up should be done
after the visit to act on issues as agreed with health facility staff, particularly to solve any
urgent issues related to equipment or drug supply.
• No program is perfect
• The best programs have information systems that indicate when and where they
are getting off track
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IHCI Supportive Supervision – Feedback to Health facilities
Missed
Quarter/treatment card Total Control Uncont-
visits Remarks
analysis Regd. % rol %
%
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Suggestions / Comments
Follow up of previous supervisory visits:
Key Messages
• Supervision should be data/evidence based.
• Start feedback with positive points.
• Discuss issues with the health staffs and reach a common understanding of problem
and their solution.
• Leave the health facility with a plan of action on 3-5 key issues with timelines.
• In your next visit, see if the plan of action was followed.
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Exercise 3: Discussion: What are the possible data you can use to perform evidence-
based supervision?
Pick one problem from the summary report in exercise 3, keeping in mind principles of
good communication, provide feedback to the PHC staff.
References:
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Annex A: How to Use the IHCI Supportive Supervision Checklist
• Use the checklist for every supervisory visit by CVHO, CVH-STS, officials and others who
supervise the IHCI at health facilities
• Before going to the facility: review observations & recommendations of the previous
supervisory visit to the facility, monthly IHCI report and quarterly BP control report of
facility
• Carry printed treatment protocols and BP measurement checklist so that same can be
given to health facilities, if not displayed
• The checklist should capture data and observation pertaining to NCD clinic of facility; if
NCD clinic is not established at facility then data and observation pertaining to the
whole facility should be captured
• Provide continuous on-job training to health care providers
Checklist to be filled through: (1) Observation of processes; (2) Talking with patients; (3)
Reviewing records and reports (4) Discussion with health staff at facility
2. Treatment outcome
o Review treatment cards of all patients registered in a month, two calendar months
before the visit. The outcome of these patients will be assessed in the previous two
months of visit. (e.g., for supervisory visit done from 1st to 30th November 2019,
patients registered in August 2019 is to be reviewed and their outcome is to be
assessed in September and October 2019)
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March 2020 December 2019 January and February
2020
April 2020 January 2020 February and March 2020
May 2020 February 2020 March and April 2020
June 2020 March 2020 April and May 2020
July 2020 April 2020 May and June 2020
August 2020 May 2020 June and July 2020
September 2020 June 2020 July and August 2020
October 2020 July 2020 August and September
2020
November 2020 August 2020 September and October
2020
December 2020 September 2020 October and November
2020
o If total registered patients in that month are less than 25, then patients registered in
the previous month in the sequence are to be reviewed till 25 cards are verified
o If any patients (whose cards you identify) have missed a visit and last recorded blood
pressure was greater than 180 systolic or greater than 110 diastolic, make efforts to
call patient along with health staff and return patient to care as rapidly as possible
o Patients with BP under control, whether they are on protocol drugs or on any other
drug, they are in 2.1a. However, if a patient’s BP is not under control, it is important
to note, who is being treated per-protocol (count in 2.1b) and who is not treated as
per protocol (count in 2.1c) in the last visit
o If patients’ BP and/or treatment is not documented in treatment card, then count
them in 2.2d
o Patients who did not visit the clinic for two assessment months count them in 2.2e as
a missed visit patient (and NOT to be counted in any other sections)
o Reviewed patients are to be categorized in only one of the five outcomes
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5. Pharmacy
o Observe for number of days hypertension medicine is dispensed by facility
o Visit pharmacy, review records and stocks, discuss with the pharmacist
o Examine stock register for stock and expiry of all HTN protocol drugs
o Check if drug stock is enough for next quarter. Guide pharmacist for timely indenting
accordingly
6. Laboratory facilities
o Confirm from laboratory and treatment card that patients are being tested as per
state treatment protocol. Write NA, if state protocol doesn’t require it.
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How to categorize the treatment outcomes in the supervisory checklist?
No
Yes
Is the patient blood pressure under control (<140/90 mm Hg) in the Categorise to ‘Missed visit (e)
last visit?
Yes No
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