Health Master Plan Cover203.94.76.60/HMP-Guidlines/HMP-07-16/3Plan-Report/G-APP.pdf · progress reporting based on HMP Project Profiles 7 4. Steps to Develop an Annual Action Plan

MINISTRY OFHEALTHCARE & NUTRITIONSRI LANKATHE DEMOCRATIC SOCIALISTREPUBLIC OF SRI LANKA

FOR PROGRAMMES AND DIRECTORATES

OCTOBER 2009

GUIDELINES FORDEVELOPMENT OFANNUAL ACTION PLAN &PROGRESS REPORT

HEALTH MASTER PLAN2007-2016HEALTHY & SHINING ISLAND IN THE 21ST CENTURY

GUIDELINES FOR

Development ofAnnual Action Plan & Progress Report

For Programmes and Directorates

Ministry of Healthcare & NutritionDemocratic Socialist Republic of Sri Lanka

October 2009

Preface

Health Master Plan 2007-2016 was developed and launched in 2007 to more effectively address the health needs of our people. It, in prin-ciple, provides strategic guidance to interpret needs for improvement in the health system into activities. Since its inception, with the leadership of MDPU, we have made progress in terms of its institutionalization and implementation.

Despite the progress made so far, we still need to work hard to fully in-tegrate HMP into the health sector activities. One of the key steps is to consolidate the annual planning and the review mechanism of the HMP implementation. Besides, such mechanism is not meant merely for pro-ducing annual reports, but for better project management at the opera-tional level and for better policy decision making at higher levels.

This Guideline will serve as a platform for all the directorates in the Min-istry of Healthcare & Nutrition towards improvement of the health sector management. It particularly provides guidance on development of annual action plans and progress reports in common formats. Needless to say, the cooperation and participation of all the directorates is critical in achieving the goal aimed by this Guideline.

I wish to thank all the stakeholders involved in the development of this document. In particular, I am grateful to DDG/P who supervised the whole process, Director/Planning who led and facilitated the drafting work, and JICA Expert and Consultant who provided technical assistance.

Dr. Athula KahandaliyanageSecretaryMinistry of Healthcare & Nutrition1 October 2009

1. Introduction 1

2. Principle of the Health Sector Management through 2 Annual Action Planning and Progress Monitoring

2.1. Annual planning and monitoring cycle 2

2.2. Conceptual framework of annual action planning 3

2.3. Monitoring & evaluation with indicators 4

3. Annual Action Planning and Progress Monitoring Based on 6 Health Master Plan 2007-2016

3.1. HMP Project Profiles 7

3.2. Annual action planning and progress reporting based on HMP Project Profiles 7

4. Steps to Develop an Annual Action Plan 8

5. Steps to Develop Progress Reports 13

6. Overall Coordination and Practical Arrangements 20

ANNEX: List of Project Profiles by Reporting Directors 21

Table of Content

1Guidelines for Development of Annual Action Plan & Progress Report

1. Introduction

This Guideline will provide guidance to all the direc-torates and programmes of the Ministry of Health-

care & Nutrition in developing plans as well as moni-toring their progress based on the Health Master Plan 2007-2016. It is assumed that this Guideline will be used in the following purposes and occasions.

l As a guiding document at the orientation workshop to directorates on development of annual action plan and progress reports.

l As a handbook for directorates while developing an-nual action plan and progress reports in their office.

This Guideline consists of the followingcomponents:

l Step-by-step guidance on how to develop annual action plan and progress reports

l Templates for the annual action plan and progress reports

l CD-Rom containing all the above templates and HMP Project Profiles

2 Guidelines for Development of Annual Action Plan & Progress Report

All the activities conducted in the Ministry of Healthcare and Nutrition need to be based on a

plan. On the other hand, the implementation of the plan must be reviewed for further improvement of the future activities. In order to improve the health sector management in a sustainable manner, a man-agement cycle in which the planning and the review processes are alternately undertaken needs to be es-

2. Principle of the Health Sector Management through Annual Action Planning and Progress Monitoring

tablished. This cycle is typically one year, and annual action planning, mid-year review and annual review serve as the forums to compose the management cycle of the Ministry of Healthcare and Nutrition. This annual management cycle, in particular, the findings from the annual review, also plays a role to guide the directorates in revising the Medium Term Plan (3-5 year strategic plan).

2.1. Annual planning and monitoring cycle

Since the fiscal year of the Sri Lankan government starts on 1 January, the development of the annual action plan normally takes place during the period between October and December of the previous year. In addition, progress reviews shall be conduct-ed twice a year in conjunction with development of a

mid-year progress report around August of the plan-ning year and an annual progress report around May of the following year, respectively. The annual review will serve to provide guidance in developing the an-nual action plan of the year after next (not of the next year).

Annual Action Plan

2012

Revision of Medium-Term Plan

2011-2013Annual Review

2010

Mid-year Review 2010

Annual Review 2008

Annual Action Plan

2010

Revision of Medium-Term Plan

2009-2011


2.2. Conceptual framework of annual action planning

The development of the annual action plan is based on the result-based management scheme. Based on the Objective of the programme/unit, several Outputs expected to be achieved by the end of the year will be

In more practical terms, each directorate is supposed to develop the following reports in light of the annual planning and monitoring cycle.

l Annual Action Plan (by December of the previous year)l Mid-year Progress Report (by July of the planning year)l Annual Progress Report (by March of the following year)

* The Input includes materials, money and human resources in the result-based management framework; however, in the annual action plan development, the inputs of materials and part of the human resources (e.g. hired consultants) shall be converted into budgetary figures.

determined. Thereafter, a series of Activities and Inputs to achieve those Outputs will be identified. The follow-ing table provides descriptions of the terms used at each planning level and examples.

Planning Level Description Examples

Objective The mission, purpose, or standard that can be reasonably achieved by the programme/unit.

l To reduce the mortality and morbidity of TB

Output The status or conditions that are to be realized by the end of the year in order to achieve the Objective.

l DOTS expanded to all the districtsl Laboratory investigation of sputum strengthened

Activity A series of actions required to achieve the Output. l Developing DOTS guidelinel Conducting training to health workers on DOTSl Developing laboratory facilities at hospital and sputum

collection centres at peripheral health centres

Input* Resources required to implement Activity. l Fund for operation of the activityl Human resourcesl Equipment and facility

Fiscal Year 2009 Fiscal Year 2010 Fiscal Year 2011

9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6

Review 2008

2009 Cycle

2010 Cycle

2011 Cycle

Annual Review 2009

Annual Review 2010

Mid-year Review 2010

Planning 2011

Planning 2010

Planning 2012


2.3. Monitoring & evaluation with indicators

a) Types of indicatorsVarious types of indicators are used in health sector

programme planning and monitoring. They can largely be divided into two categories, namely result indicators and progress indicators. Their definitions are as follows:

Result indicators: Focus on what is going to be trans-formed. They are in most cases related to the health status of the people, or the effectiveness and efficiency of the health service delivery. These indicators are used

to monitor the achievement of the Results (Long-term Goal [Impact] and Outcome).

Progress (implementation) indicators: Focus on what is going to be done. They are usually concerned with the implementation which is eventually turned into the Results. These indicators are used to monitor the imple-mentation status (Output, the progress of Activity and the status of the Input).

The following chart illustrates the hierarchy of the dif-ferent indicators in the area of child health. Under this chart, “reduction in child mortality” and “Incidence of immunizable diseases reduced” are considered as re-

sults which are measured by result indicators. The other subordinate items represent implementation com-ponents, the achievements of which are measured by progress indicators.

Objective

Output 1

Activity 1-1

Input 1-1

Activity 1-2

Input 1-2

Activity 2-1

Input 2-1

Activity 2-2

Input 2-2

Activity 2-3

Input 2-3

Output 2

Planning

Long-term Goal (Impact)

Outcome Outputs Process (Activities)

Inputs

Long-term Improvement

Effects or changes resulting from programme outputs

Products and services to achieve the results

Utilization of resources to generate products and services

Resources committed to programme activities

Results Implementation


Planning Level

Target Setting Examples Remarks

Indicator Target

Objective

Option 1: Result indicators with numerical figures*

The incidence of measles per 100,000 population

0.2 Mostly applied to the work related to improvement of service delivery (e.g. disease prevention, etc.)

Option 2: Descriptive text

The information policy document is in place Mostly applied to the work related to development of a new system (e.g. policy and strategy development, information system development, etc.)

Output

Option 1: Progress indicators with numerical figures

The number of nurses who complete training on NCD screening

25 -

Option 2: Descriptive text A training manual on NCD screening is in place -

b) Target setting at the planning stageAll the plans must be developed with specific targets

which could be either numerical or descriptive. In par-ticular, the target setting is required for the Objective and Outputs in the annual action plan. The target of the Objective is typically represented by either result indi-

cators or descriptive texts depending on the nature of the work. The target setting of the Outputs is also done by progress indicators or descriptive texts. In general, the target setting is not required for Activity and Input in the annual action plan framework.

* Please note that there are exceptional cases where process indicators are used in the target setting of the Objective depending on the nature and the scale of the work.

c) Progress monitoring based on the set targetsThe progress of the plans must be monitored in light

of the targets set at the planning stage. Without this monitoring process, the time and energy spent on de-velopment of the plan will be wasted. The monitoring

exercise is normally done in conjunction with the devel-opment of progress reports in light of the annual action plans including the analysis of the achievement status of the set targets.

Reduction in Child Mortality

Reduction of diarrhealdisease incidence

- - - New Vaccines HiBintroduced

-

Providefunds

Increasedimmunizations

Maintain cold chain

Supply humanresources

Improved nutrition Incidence of immunizabledisease reduced

Long-term Goal

Outcomes

Outputs

Process

Inputs

Resu

ltsIm

plem

enta

tion


3. Annual Action Planning and Progress Monitoring Based on Health Master Plan 2007-2016

Health Master Plan 2007-2016 was adopted in 2007 and is to serve as the platform for the health sector man-agement in Sri Lanka. Under the five strategic objectives, 100 project profiles are allocated.

Vision The government aims to foster a healthier nation that contributes to its economic, social, mental & spiritual well-being.

Mission To achieve the highest attainable health status by responding to people’s needs & working in partnership to ensure access to comprehensive high quality, equitable, cost-effective & sustainable health services.

Strategic Objectives (5)

1. To improve com-prehensive health services delivery & health actions.

2. To empower community for maintaining & promoting their health.

3. To improve the management of human resources for health.

4. To improve health finance mobilisation, allocation & utilisation.

5. To strengthen stewardship & management functions of the health system.

Project Profiles (100) 67 4 12 5 12


3.1. HMP Project Profiles

There are 100 project profiles under the Health Mas-ter Plan 2007-2016. Each of them focuses on a priority subject which the Ministry of Healthcare and Nutrition is to address. It consists of the project title (subject), objective, outputs and major activities. All the 100 project profiles have been allocated to different DDGs/ directorates. The project profiles serve as guiding docu-ments for the daily work of the directorates as well as reference documents when they are developing annual action plans. The project profiles can be updated as ne-cessity arises.

3.2. Annual action planning and progress reporting based on HMP Project Profiles

All the directorates are expected to develop annual action plans and progress reports based on the HMP Project Profiles allocated to them. A list of the project profiles with reporting directors is attached as ANNEX. Reporting directors may give priorities to the project profiles if they are allocated more than one. The content of the HMP Project Profiles also need to be updated in conjunction with the development of the annual action plan.

The project profiles under HMP represent priority ar-eas that require improvement. However, there are many other activities not under HMP but are of importance for the health sector development. Directorates who are not allocated any HMP project profile are therefore required to develop annual action plans for their major work.

5. Management (Stewardship)

2. Community (Participation)

1. Health Service (Actions)

4. Health Financing

3. Human Resources


The process to develop an annual action plan will start around October every year. There are several

forms that need to be filled out and submitted by each directorate, namely Planning Form A, B and C. They

4. Steps to Develop an Annual Action Plan

Template Title Content

Planning Form A List of HMP Project Profiles and Other Work Information of the programme/unit and a list of HMP Project Profiles under its purview

Planning Form B Annual Action Plan for HMP Project Profile Annual action plan of the particular HMP Project Profile and related indicators and data

Planning Form C Annual Action Plan for Other Major Work Annual action plan of other major work

need to be filled out to develop a complete set of the annual action plan. Practical steps to fill out each of the above forms are described in the following sec-tion.



Plan

ning

Form

B:

Annu

al Ac

tion

Plan

for H

MP P

roje

ct P

rofil

e

(Plea

se de

velop

this

form

for e

ach o

f the

HM

P Pro

ject P

rofil

es un

der y

our p

urvie

w.)

Part

1: An

nual

Actio

n Pl

an

HMP P

rofil

e Num

ber:

HMP P

rofil

e Titl

e:

Objec

tive (

to co

mpl

y with

the H

MP p

rofil

e do

cum

ent):

Expe

cted

outp

uts

No

.In

dica

tors

(eac

h ou

tput

) Ta

rget

s by e

nd of

year

1

2

3

Maj

or Ac

tiviti

es (o

nly t

hose

pla

nned

this

year

) Tim

efra

me

Resp

onsib

le

office

r(s)

Estim

ated

cost

So

urce

of fu

nds

Q 1 Q 2

Q 3 Q 4

Outp

ut 1:

.1 2.

3.

4.

Outp

ut 2:

.1 2.

3.

4.

Outp

ut 3:

.1 2.

3.

4.

Pleas

e ind

icate

if th

e Obje

ctive

of th

is HM

P Pro

ject P

rofil

e is a

ssesse

d by:

mun

izatio

n (fil

l bot

h “Pa

rt 1:

Annu

al Ac

tion P

lan” a

nd “P

art 2

: Mon

itorin

g Ind

icato

rs”)

1 : Mar

k one

whic

h ap

plies

.

2 : Fill

out t

he

infor

mat

ion of

the

HMP P

rojec

t Pro

file.

3 : Fill

out t

he

Expe

cted O

utpu

ts.

Mak

e sur

e tha

t the

ac

hieve

men

t of t

he

Expe

cted O

utpu

ts ca

n log

ically

lead

to th

e fu

lfilm

ent o

f the

Ob

jectiv

e.

4 : Pro

vide i

ndica

tors

to as

sess

the

achie

vem

ent o

f eac

h Ou

tput

. If th

e ind

icato

r ca

n be r

epre

sent

ed

by nu

mer

ical fi

gure

s, se

t the

targ

ets b

y the

en

d of t

he ye

ar.

5 : Fill

out M

ajor

Activ

ities

and o

ther

at

tribu

tes.

Mak

e sur

e th

at th

e exe

cutio

n of

the M

ajor a

ctivit

ies

can l

ogica

lly re

alize

th

e cor

resp

ondin

g Ex

pecte

d Out

put.

Indic

ator

s and

annu

al sta

tistic

al fig

ures

, e.g.

cove

rage

of im

Des

cript

ion of

the s

tatu

s, e.g

. stra

tegic

plan

deve

loped

(fill o

nly “

Part

1: An

nual

Actio

n Plan

”)

Output


(Plan

ning F

orm

B co

ntinu

ed…

) Pa

rt 2:

Mon

itorin

g In

dica

tors

HMP P

rofil

e Num

ber:

HMP P

rofil

e Titl

e:

Obje

ctiv

e (to

com

ply w

ith th

e HM

P pro

file

docu

men

t):

No.

Year

Ye

ar

Data

(act

ual)

Targ

et

Exam

ple

Infa

nt m

orta

lity r

ate (

per 1

000 L

B)

Natio

nal

Indi

cato

rs

1991

20

0220

03

2009

2010

17.7

11

.2

11.3

10.6

10

.4

1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

Note

that

the P

art 2

is

to be

filled

only

when

you m

arke

d “In

dicat

ors a

nd

annu

al sta

tistic

al fig

ures

” to t

he

ques

tion i

n the

pr

eviou

s pag

e.

1: Co

py th

e inf

orm

ation

from

Part

1 in t

he pr

eviou

s pa

ge.

2: Pr

ovide

indic

ator

s wh

ich ca

n mea

sure

th

e ach

ievem

ent o

f th

e Obje

ctive

.

3: Pr

ovide

num

erica

l da

ta fo

r eac

h ind

icato

r and

the

data

sour

ce. T

he

year

s com

e at t

he

uppe

r cag

es an

d the

da

ta at

the b

otto

m

cage

s.

4: Pr

ovide

num

erica

l ta

rget

s and

year

s.

Sour

ce

Indi

cato

rs


Plan

ning

Form

C: A

nnua

l Act

ion

Plan

for O

ther

Maj

or W

ork (

Not i

nclu

ded

in th

e HM

P Pr

ojec

t Pro

files

)

(Plea

se de

velop

this

form

for e

ach o

f the

othe

r majo

r wor

k.)

Annu

al Ac

tion

Plan

Title

of W

ork:

Obje

ctiv

e:

No

.In

dica

tors

(eac

h ou

tput

) Ta

rget

s by

end

of y

ear

1

2

3

Outp

ut

Maj

or Ac

tiviti

es (o

nly t

hose

pla

nned

this

year

) Tim

efra

me

Resp

onsib

le offi

cer(s

) Es

timat

ed co

st

Q 1 Q 2

Q 3 Q 4

Outp

ut 1:

.1 2.

3.

4.

Outp

ut 2:

.1 2.

3.

4.

Outp

ut 3:

.1 2.

3.

4.

This

form

can b

e �l

led ou

t in a

sim

ilar

man

ner t

o Par

t 1 of

th

e Plan

ning

Form

B.

Expe

cted

outp

uts

Sour

ce of

fund

s


The progress reports will be submitted by each direc-torate at the mid-year and the end of the year. In or-

der to review the progress of the work against the plan, the progress reports need to be developed based on

5. Steps to Develop Progress Reports

the annual action plan of the reporting year. There are several forms that need to be filled out and submitted by each directorate. The common forms will be used for the mid-year and the annual progress reports.

Template Title Content

Reporting Form A List of HMP Project Profiles and Other WorkInformation of the programme/unit and a list of HMP Project Profiles under its purview

Reporting Form B Progress Report of HMP Project ProfileProgress of the particular HMP Project Profile and related result indicators and data

Reporting Form C Progress Report of Other Major Work Progress of other major work


Repo

rtin

g Fo

rm A

: L

ist of

HM

P Pro

ject

Pro

files

and

Othe

r Wor

k

1.

Basic

Info

rmat

ion

Nam

e of P

rogr

amm

e/Un

it:

Fisc

al

Year

an

d Re

port

ing

Perio

d:

Mid

-yea

r

En

d of

year

Repo

rtin

g Offi

cer:

Nam

e/Tit

le:

Cont

act:

2.

List o

f HM

P Pro

ject

Pro

files

und

er yo

ur p

urvi

ew

HM

P Pro

file

Num

ber

HMP P

rofil

e Titl

e Ac

tive i

n th

is ye

ar? (

Y/N)

1.

2.

3.

4.

5.

3.

List

of ot

her m

ajor

wor

k not

inclu

ded

in th

e pro

files

und

er yo

ur p

urvi

ew

1.

2.

3.

4.

All t

he in

form

ation

in

the P

lanni

ng Fo

rm A

shall

be co

pied

exce

pt th

e rep

ortin

g pe

riod p

art.

Mar

k eit

her “

mid-

year

” or

“end

of ye

ar”.


Repo

rtin

g Fo

rm B

: Pro

gres

s Rep

ort f

or H

MP P

roje

ct P

rofil

e

(Plea

se de

velop

this

form

for e

ach o

f the

HM

P Pro

ject P

rofil

es un

der y

our p

urvie

w.)

Pa

rt 1:

Pro

gres

s Rep

ort

HMP P

rofil

e Nu

mbe

r:

Profi

le

HMP

Ti

tle:

Expe

cted

outp

uts

No.

Indi

cato

rs(e

ach

outp

ut)

Targ

ets b

y end

of ye

ar1

2

3

Outp

ut

Maj

or Ac

tiviti

es (o

nly t

hose

pla

nned

th

is ye

ar)

Timef

ram

e Re

spon

sible

office

r(s)

Estim

ated

cost

So

urce

offu

nds

Prog

ress

Stat

us

Q 1 Q 2

Q 3 Q 4

Outp

ut 1:

.1 2.

3.

4.

Outp

ut 2:

.1 2.

3.

4.

Outp

ut 3:

.1 2.

3.

4.

Pleas

e ind

icate

if th

e Obje

ctive

of th

is HM

P Pro

ject P

rofil

e is a

ssesse

d by:

Des

cript

ion of

the s

tatu

s, e.g

. stra

tegic

plan

deve

loped

(fill o

nly “

Part

1: Pr

ogre

ss Re

port”

)

1: Co

py th

e inf

orm

ation

from

Pla

nning

Form

B of

th

e Ann

ual A

ction

Pla

n.

2: In

dicat

e the

pr

ogre

ss sta

tus f

or

each

Expe

cted

Outp

ut an

d Majo

r Ac

tivity

in lig

ht of

the

plans

.

Prog

ress

Stat

us

Obje

ctiv

e (to

com

ply w

ith th

e HM

P pro

file d

ocum

ent):

Indic

ator

s and

annu

al sta

tistic

al fig

ures

, e.g.

cove

rage

of im

mun

izatio

n (fil

l bot

h “Pa

rt 1:

Prog

ress

Repo

rt” an

d “Pa

rt 2:

Mon

itorin

g Ind

icato

rs”)


(Rep

ortin

g For

m B

cont

inued

…)

Sum

mar

y of A

chiev

emen

t: Co

nstra

ints a

nd ot

her is

sues

to be

note

d (if a

ny)

1: Pr

ovide

a su

mm

ary o

f ac

hieve

men

t with

pa

rticu

lar em

phas

is on

the d

egre

e of t

he

achie

vem

ent o

f the

Ob

jectiv

e.

2 : D

escri

be

cons

traint

s and

othe

r iss

ues t

o be n

oted

if an

y.


(Rep

ortin

g For

m B

cont

inued

…)

Part

2: M

onito

ring

Indi

cato

rs

HMP P

rofil

e Num

ber:

HMP P

rofil

e Titl

e:

Ob

ject

ive (

to co

mpl

y with

the H

MP p

rofil

e do

cum

ent):

No.

Indi

cato

rs

Year

Ye

ar

Data

(act

ual)

Targ

et

Exam

ple

Infa

nt m

orta

lity r

ate (

per 1

000 L

B)

Natio

nal

Indi

cato

rs19

91

2002

2003

20

0920

10

17

.7

11.2

11

.3

10

.6

10.4

1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

The i

nfor

mat

ion

prov

ided i

n the

Part

2 of

the P

lannin

g For

m

B sha

ll be u

pdat

ed.

Sour

ce


Repo

rtin

g Fo

rm C

: Pro

gres

s Rep

ort o

f Oth

er M

ajor

Wor

k (N

ot in

clude

d in

the H

MP

Proj

ect P

rofil

es)

(P

lease

deve

lop th

is fo

rm fo

r eac

h of t

he ot

her m

ajor w

ork.)

Prog

ress

Rep

ort

Title

of W

ork:

Objec

tive:

Expe

cted

Out

puts

No

.In

dica

tors

(eac

h ou

tput

)Ta

rget

s by e

nd of

year

1

2

3

Outp

ut

Maj

or Ac

tiviti

es (o

nly t

hose

pla

nned

th

is ye

ar)

Timef

ram

e Re

spon

sible

office

r(s)

Estim

ated

cost

So

urce

of fu

nds

Prog

ress

Stat

us

Q 1 Q 2

Q 3 Q 4

Outp

ut 1:

.1 2.

3.

4.

Outp

ut 2:

.1 2.

3.

4.

Outp

ut 3:

.1 2.

3.

4.

This

form

can b

e �l

led ou

t in a

sim

ilar

man

ner t

o Par

t 1 of

th

e Rep

ortin

g For

m B

.

Prog

ress

Stat

us


(Rep

ortin

g Fo

rm C

cont

inue

d…)

Sum

mar

y of A

chie

vem

ent:

Cons

trai

nts a

nd ot

her i

ssue

s to b

e not

ed (i

f any

)

This

part

can b

e fille

d in

the s

imila

r man

ner

to Re

porti

ng Fo

rm B.


6. Overall Coordination and Practical Arrangements

The Director/Planning, Management Development and Planning Unit serves to coordinate the overall

process involved in the annual action planning and progress monitoring. The development of the docu-ments at planning and monitoring stages will be com-bined with a series of the workshops. An orientation workshop will be held around October in order to guide

the directorates on how to develop annual action plans and progress reports. A mid-year review workshop and an annual review workshop will be organized in July-August and January-February, respectively, to share the current progress of the work under the Health Master Plan among directorates based on the submitted prog-ress reports.

Stages Document Preparation Workshops to be held

Documents for Submission Timeframe Workshop TimeframeAnnual Action Planning

Annual Action Plan

Planning Form AOctober – December (previous year)

Orientation Workshop (Development of Annual Action Plan and Progress Report)

October (previous year)

Planning Form B (for each HMP Profile)

Planning Form C (if applicable)

Updated HMP Project Profiles

Progress Monitoring

Mid-year

Mid-year Progress Report

Reporting Form AJuly (planning year)

Mid-year Review Workshop

August (planning year)

Reporting Form B (for each HMP Profile)

Reporting Form C (if applicable)

End of Year

Annual Progress Report

Reporting Form AMarch(following year)

Annual Review Workshop

May (following year)

Reporting Form B (for each HMP Profile)

Reporting Form C(if applicable)


Reporting Directors ProjectNo

ANNEX: List of Project Profiles by Reporting Directors(Please contact Director/Planning if any changes on the list are required)

Reporting Directors Title of Project ProfilesProjectNo

DDG/P

1. Director Planning 1.1.1 Functional Rationalisation by Developing a New Health Services Delivery Plan2. 1.1.2 1.1.2.a Facility development according to the rationalized health services delivery plan3. 1.5.8 1.5.8.a Strengthening Health Services for People in Conflict- Affected Areas and Displaced Populations4. 1.5.8 1.5.8.b Development of Human Resources for Health in North and East Provinces5. 3.2.2 Establishment of an HRD Division at Central Level and HRD Units at Provincial Level with Clear Demarcation of Roles, Responsibilities & Authorities6. 3.2.3 Development, Implementation & Monitoring of a Comprehensive HRD Plan Based on the Approved HRD Policy7. 5.2.1 Establishing an Improved Management System/s and Building the Capacities of Management Teams8. 5.2.2 Strengthening the Management Development & Planning Unit & the Planning Units at the Provincial Levels9. Director Policy Analysis 1.1.2 1.1.2.b Rationalising Primary Health Care Delivery Structure10. 3.2.1 Formulation of HRD Policy (sharing with DDG/ET&R)11. 5.1.1 Capacity-building of National & Provincial MoH Officials in Effective Policy Development Processes12. 4.2.1 Strengthening & Reorganizing the DDG Finance Office and DDG Planning for Health Service Delivery & Inter-sectoral Health Activities/Issues within the Context of Health Economic Reality and with Full Accountability13. 5.3.2 Strengthening of Enforcement of Legislation & Other Regulations at National & Provincial Levels14. Director Finance (P) 4.1.1 4.1.1.a Development of a health finance policy for national, provincial & district levels15. 4.1.1 4.1.1.b Development of Medium term Expenditure Framework **16. 4.1.2 Development & Implementation of a Plan to Reorient Procedures & Formats Towards Performance - based Planning & Budgeting17. Director Information 5.2.3 Development of Result-based Management by Building Monitoring and Evaluation System18. 5.4.1 Development of a National Policy on Health Information System ***19. 5.4.2 Strengthening of the Provincial Health Information System20. Director Organizational Development 5.1.2 Establishing a Mechanism for Inter-sectoral action for health development (Advocating Commitment of National & Provincial Political Leaderships toward Ownership of Health Programmes)21. 2.1.3 Review & Improvement of the Role & Performance of Hospital Committees & Health Development Committees22. 5.6.1 Strengthening the Existing Health Development Network at National, Provincial & Local Levels23. Disaster Preparedness & Response 1.1.6 1.1.6. Emergency Preparedness & Response


Reporting Directors ProjectNoReporting Directors Title of Project ProfilesProjectNo

24. DDG/Planning 5.3.1 Institutionalising Mechanisms to Introduce New, as well as to Review, Harmonize and Amend (if Required) Existing Legislation/Regulations Related to Health at and between National & Provincial Levels25. 2.2.1 Establishing a System to improve the patients rights and their access to regularly updated Information on All Public & Private Facilities26. 1.3.2 Development of Emergency Services Network for Injuries, Accidents, Poisoning & Disasters27. 3.2.4 Establishment of a Mechanism to Coordinate HRD Activities with the Private Sector with Specific Reference to Training & Continuing Education28. 3.3.1 Establishment and Implementation of an Improved Supervisory System, including Improved Performance Appraisal System29. 3.3.3 Strengthening of Central Regulatory Controlling Bodies to Maintain Standards & Performance Auditing Revalidation

DDG/PHS I

30. Director/TB and RDCP 1.4.2 1.4.2.a Respiratory Diseases Control (ARI & TB)31. Director/National STD/AIDS Control Programme 1.4.2 1.4.2.b STD/AIDS Control32. Director/Anti Malaria Campaign 1.4.2 1.4.2.c.1 Malaria33. Director/Anti Filariasis Campaign 1.4.2 1.4.2.c.2 Filariasis34. Director/Dengue Control Unit 1.4.2 1.4.2.c.3 Dengue Fever/ Dengue Hemorrhagic Fever35. Director/ Epidemiology Unit 1.4.2 1.4.2.d.1 Immunisable Diseases Control36. 1.4.2 1.4.2.d.2 Elimination of Measles37. 1.4.2 1.4.2.d.3 Haemophilus Influenza B Prevention & Control38. 1.4.2 1.4.2.d.4 Viral Hepatitis Prevention & Control39. 1.4.2 1.4.2.d.5 Prevention of Rubella40. 1.4.2 1.4.2.d.6 Poliomyelitis Eradication Initiative41. 1.4.2 1.4.2.j.1 Area-Specific Diseases: Leptospirosis Prevention & Control42. 1.4.2 1.4.2.j.2 Area-Specific Diseases: Japanese Encephalitis Prevention & Control43. 1.4.2 1.4.2.k Communicable disease control: Emerging & Re-emerging Diseases (e.g. SARS, Ebola, Nipa virus) Control Strengthening Surveillance System44. 1.4.2 1.4.2.l Communicable disease control: Strengthening of Disease Surveillance and Management45. Director/Public Health Veterinary Service 1.4.2 1.4.2.e Communicable disease control: Rabies & Other Zoonotic Diseases Control46. Director/Environmental & Occupational Health 1.4.2 1.4.2.f Communicable disease control: Food- and Water-Borne Diseases Control / Prevention & Control of Diarrhoeal Diseases -147. 1.4.2 1.4.2.g Communicable disease control: Water-Borne disease control-248. 1.4.2 1.4.2.m Communicable disease control: Clinical Waste Management49. 1.5.5 Occupational Health50. Director/Leprosy Control Programme 1.4.2 1.4.2.i Communicable disease control: Leprosy Control51. DDG/PHS I 1.4.1 1.4.1.d Thalassemia

DDG/PHS II

52. Director/MCH 1.1.3 1.1.3.a.1 Strengthening of Maternal Health Services


53. 1.1.3 1.1.3.a.2 Strengthening of Management information system on MCH/FP54. 1.1.3 1.1.3.b Health Care Needs of Women with attention to Special Groups55. 1.1.3 1.1.3.c Strengthening the Emergency Obstetric Care & Neonatal Care56. 1.1.3 1.1.3.d Management System for Strengthening of Family Health Services57. 1.1.3 1.1.3.e Child Health Programme58. 1.1.3 1.1.3.f Family Planning Programme59. 1.1.3 1.1.3.g Reproductive Health Services (IEC support for RH)60. 1.4.2 1.4.2.h Communicable disease control: Integrated Management of Childhood Illnesses61. 1.5.7 School Health62. Director/Estate Health 1.5.1 Estate Health63. 1.5.6 Improving the health of peoples in urban slums64. Director/Youth, Elderly & Disabled 1.5.2 Health of Elders65. 1.5.3 Disabled Health66. 1.5.4 Adolescent Health67. Director/Nutrition 1.6.1 Formulation of a National Food and Nutrition Policy & Plans including Strengthening of Coordinating Mechanisms68. 1.6.2 Establishment of a Mechanisms to Implement the National Nutrition Programme69. Director/Health Education Bureau 1.7.1 Development of National Policy & Plan on Health Promotion including Strengthening of Coordinating Mechanisms70. 1.7.2 1.7.2.a Establishment of Implementation Mechanisms for Health Promotion Programme71. 1.7.2 1.7.2.b Capacity Building in Health, Education and Promotion72. 1.7.2 1.7.2.c Health Promotive Setting Approach73. 1.7.2 1.7.2.d Lifestyle Programme74. 1.7.2 1.7.2.e Programme for Improved Community Involvement in HealthPromotion75. 2.1.2 Programme for Improved Community Involvement

DDG/MS I

76. Director/CSWH (Quality Secretariat) 1.3.1 1.3.1.a Improved Quality of patient care services77. 1.3.3 1.3.3.a Total Quality Control/Management of Hospital Services78. Director/Non-communicableDisease 1.4.1 1.4.1.a Integrated Non-Communicable Diseases Control79. 1.4.1 1.4.1.b Injury Prevention & Management80. Director/ Mental Health 1.4.1 1.4.1.f Mental Health (including Substance Abuse, Suicide & Poisoning)81. Director/ Tertiary Care Services 3.1.5 Providing Incentives & Career Guidance to All Medical Officers Undertaking Post-graduate Studies with Special Reference to Specialities in High Priority Areas

DDG/MS II

82. DDG/MS II 1.3.1 1.3.1.b Improved Quality of patient care services83. 1.3.3 1.3.3.b Total Quality Control/Management of Hospital Services84. 1.4.1 1.4.1.c Renal Diseases85. 2.1.1 Strengthening the Capacity of Key Concerned Government Officials, Community Groups & Political Leaders in Improving Community Involvement in Health Development86. 5.6.2 Public-Private Partnership Development at National & Provincial and local Levels - including Private sector Information System

Reporting Directors ProjectNoReporting Directors Title of Project ProfilesProjectNo


Reporting Directors ProjectNo Title of Project ProfilesReporting Directors ProjectNoReporting Directors Title of Project ProfilesProjectNo

DDG/ET&R

87. Director/Training 3.1.1 Strengthening of Basic Training in Public Sectors by Improving Basic Infrastructure and Supplies as well as by Providing Additional Qualified Trainers88. 3.1.2 Establishment of a Network Between Central and Provincial Training Institutions89. Director/Nursing Education 3.1.3 Establishment of Academic Degree Programs for Nurses & Selected Para-Medical Categories90. Director/ NIHS 3.1.4 Strengthening of In-service Training and Continuing Education System in Both Public and Private Sector* DDG/ET&R 3.2.1 Formulation of an HRD Policy (Sharing with Director/Policy Analysis)91. 3.3.2 Development and Implementation of a Career Development Scheme for All Categories of Health Personnel92. 5.5.1 Enhancement of Capacities in Health Research & Research Management at Central & Provincial MoH

DDG/LS

93. DDG/LS 1.1.4 Re-organising and Strengthening of Laboratory and Diagnostic Services in State Hospitals, Field & Private Sector Laboratories94. Director/ National Blood Transfusion Service 1.1.5 Blood Safety95. Director/ National Drug Quality Assurance Laboratory 1.1.7 Development of the National Drug Quality Assurance Laboratory96. Director/ Medical Supplies 1.2.1 Medical Supplies (Including Drugs)97. Director/ Cancer Control Programme 1.4.1 1.4.1.g Cancer Control

DDG/BES

98. DDG/BES 1.2.2 Medical Equipment Management Improvement

DDG/DS

99. DDG/DS 1.4.1 1.4.1.e Oral Health Services Management Improvement Project

PDHS

100. PDHS 4.2.2 Strengthening & Reorganising the Financial System & Capacity of the PDHS Office and Other Current & Future Autonomous Programmes & Institutions