Presentation on Strategic Plan for Monitoring and Evaluation 1386 – 1390

Monitoring and Evaluation Strategy • Stewardship is one of the MoPH’s primary responsibilities • The MoPH has an obligation to monitor and evaluate its programs and their impact • Also to provide and support a strategic plan for monitoring and evaluation • Relies on set of evidence-based initiatives

The purpose of the M&E Directorate

• To monitor and evaluate health services and their impact • To provide the best available information on priority indicators • To provide relevant, high quality data and information on health system performance • To coordinate the design and use of monitoring and evaluation plans and systems at the MOPH. (Integration of System)

Current M&E Organizational Chart

M&E Director M&E Officers (8) Temporary Staff Support Staff (2)

Information sources

• Health Management Information System (HMIS) • National Health Services Performance Assessment (NHSPA) • Disease Early Warning System (DEWS) • Human Resources Data Base • Research and Informatics Department • Technical departments of the Ministry • Results from other assessments and studies

Priority indicators

• Multiple lists of indicators exist within MOPH – MDGs – ANDS – National Health and Nutrition Sector Strategy – Program Budgeting – Individual programs and departments • There is a clear need to align these lists • M&E Strategy is an opportunity to achieve this alignment

STAKEHOLDERS

• Afghan Public Health Institute (APHI) • Health Management Information System Department (HMIS) • Research and Informatics • Provincial Public Health Directorates • Additional Key Partners – GCMU – Nutrition, EPI, RH, NACP, TB, Malaria, Blood Bank

Stakeholders

• World Bank • USAID • EC/EPOS • (MSH)/TechServe • JHU/IIHMR • CDC • UNICEF, WHO • Global Fund

Scope of work of M&E Directorate

• Providing updated information on: • Priority Health Indicators • Afghanistan

Health Fact Sheet

• Integrated data from disease, nutrition or other surveillance • GAVI Alliance, Country Coordinating Mechanism, Global Fund and other institutional donors • An archive of data sources and information about the health sector • Database for the National Monitoring Checklist

Scope of work (Continued)

• Conducting performance assessments of health service delivery, including: – BPHS: National Health Services Performance Assessment and Balanced Scorecard (annual) – EPHS and other provincial hospitals: Hospital Performance Assessment (annual) – Special investigations of health services (ad hoc)

Scope of work (Continued)

 Advising and development  Reviewing the M&E sections of key MOPH strategies (e.g., IEC, reproductive health, HIV, TB, malaria, etc,)  Chairing the weekly Monitoring Evaluation Advisory Board meetings and  Conducting background research for Information Group meetings (chaired by the Deputy Minister for Technical Affairs)

Scope of work (Continued)

• Promoting data utilization and a culture of data – Training on data analysis and utilization • Workshops on data use, sharing of results and other activities with stakeholders and provincial personnel and national program managers – Discussing results with technical staff, managers and decision makers • Presentations and discussions at Provincial Public Health Director quarterly meetings • Presentations and discussions during missions, as well as regular and ad hoc forums at Central MOPH – Putting reports and other results on the MOPH web site – Sharing with the media press releases, presentations, fact sheets and copies of reports

Scope of work (Continued)

•

Communicating

– Communicating results and their policy and programmatic implications to the MOPH leadership, etc.

– Communicating results with their policy and programmatic applications to provincial and district levels •

Capacity building

– Building the capacity of central and provincial MOPH staff on the use of available tools •

Intensive short courses

• •

Regular courses Ongoing technical support and interaction

Requirements for further development of the M&E Directorate

• Increasing the organizational capacity of the M&E Directorate to be able to carry out the functions now carried out by JHU/IIHMR • Capacity building of the expanded M&E Directorate • Adequate funds

Suggested organizational chart with proposed funding source M&E Director (MoPH)

Policy/Strategy Implementation Incentive (Gavi) PRRed (Admin/Achiev ing) Incentive (Gavi) (Data (Management) Salary – MoPH Incentive (Gavi) GCMU Consultants GCMU M&E Officers (14) MoPH M&E Officers (Spl. Services) MoPH 2 Support Staff (Gavi) 2 Drivers (GAVI) Monitors (5) (GAVI)

Capacity building

• 12 Month Course (System Sustainability) (funding GAVI) • Technical assistance from EPOS, JHU/IIHMR, MSH/TechServe, others • GIS, Web-based Data Info System (Hardware and Software- GAVI. Technical assistance and Training – EPOS)

Resource Requirements

• Accommodation (Container) – GAVI • Equipment – GAVI • Communication – GAVI • Transport - GAVI

Resource Requirements

• Data Sharing Workshop for PHDs and program managers to take evidence based policy decisions.

• Improving M and System at the provincial level (provision of resources and capacity) • To implement the National Monitoring Checklist

Resource Requirements

• Special monitoring missions for providing evidence based information to facilitate decision making for the authorities.

• National Health Service Performance Assessments – BPHS (from April 2008) – EPHS (from April 2008)

The way ahead

• Endorsing M and E Strategy.

• Resource allocation (MoPH and Donors).

• Up grading structural set up and integration of system.

M&E Activities supported by GAVI

• Two-day Workshop for 34 PHDs twice a year • Missions (3 persons per team X 7 days X 8 Provinces) per month