Embed Size (px)
Citation preview
MINISTRY OF HEALTH
THE REPUBLIC OF UGANDA
April 2016
Human Resource Information System (HRIS) Strategic Plan
2016 - 2018
Strengthening demand and accessibility toHuman Resources Information,
for Evidence Based Decision Making
Table of Contents
Foreword ....................................................................................................................................................................... ii
Executive Summary ...................................................................................................................................................... iii
Introduction .................................................................................................................................................................. 5
STRATEGIC ANALYSIS .................................................................................................................................................... 5
Internal Analysis ....................................................................................................................................................... 5
HRIS’s Strengths ................................................................................................................................................... 6
HRIS Weaknesses.................................................................................................................................................. 7
External Analysis ...................................................................................................................................................... 8
MANAGEMENT AND LEADERSHIP Factors ........................................................................................................... 8
Long‐Term Institutional Arrangements for Management and Coordination of the human resource information system – HRIS. ............................................................................................................................................................... 9
HRIS coordination and monitoring functions under the Long‐ Term Institutional Arrangement .......................... 9
Core functions; ..................................................................................................................................................... 9
MANAGEMENT INFORMATION SYSTEM, M&E AND DATA QUALITY ASSESMENTS ............................................. 10
HRIS data quality improvement challenges........................................................................................................... 11
HRIS Strategic Objective: 2016 ‐ 2018 ..........................................................................................................................xii
MoH Three Year HRIS Strategic Plan (2016 – 2018) .................................................................................................... 13
Establishing Government and Stakeholders commitment to strengthen ownership. ................................................ 17
i
FOREWORD The delivery of health services in Uganda is implemented by both the public and private sectors with GoU being the owner of most facilities. The total number and skill mix of the health workforce are inadequate to effectively respond to the health needs in Uganda.
Over the past decade, the vital importance of building strong national health systems has gained heightened global attention. In Uganda, the Government of Uganda has made unprecedented resources available and respective development partners to combat the major pandemics and ensure increased demand and improved accessibility to information for decision‐making.
However, the capacity for ensuring that the right health care provider is in the right place with the right skills has remained weak over time. Reliable, timely and accurate information has hitherto remained insufficient to make the right health sector decisions. The sector requires current, accurate data on human resources for health (HRH). A strong Human Resources Information System (HRIS) enables health care leaders to quickly answer the key policy and management questions affecting service delivery.
A well‐functioning health information system is one that ensures the production, analysis, dissemination and use of reliable and timely health information by decision‐makers at different levels of the health system, both on a regular basis and in emergencies.Strengthening improved demand and accessibility to human resources information, for evidence‐based decision‐making is still perplexing.
The best measure of a health system’s performance is its impact on health outcomes. In order to improve performance of the health sector we all need information for decision‐making. Lack of information can significantly stifle the planning processes. System strengthening is a process, which requires careful planning. The need for HRIS strategic planning is therefore of paramount importance.
This HRIS strategic plan moves the health sector in the right direction, on a course that must be given the highest priority. HRIS is a fundamental “building block” of a health system and a tool for policy‐makers and planners in the health sector. I want to urge all HRH stakeholders to embrace, support and jointly implement this HRIS strategic plan. Dr. Mwebesa Gatianga Director Planning
EXECUTIVE SUMMARY A well functioning health information system is one that ensures the production, analysis, dissemination and use of reliable and timely health information by decision‐ makers at different levels of the health system, both on a regular basis and in emergencies. The Human Resource Information Systems (HRIS) make accessible to health sector leaders with the information they need to assess HR problems, plan effective interventions and evaluate those interventions.
Ministry of Health (MoH) has established the integrated Human Resource Information System (iHRIS) in 111 districts, 14 referral hospitals, two National referrals (Butabika and Mulago), UVRI, National Medical Stores, Uganda Cancer Institute, Uganda Blood Transfusion Services, UNMEB, UPMB, UCMB, and MoH Headquarters, four professional councils (UNMC, AHPC, UMDPC, and Pharmacy). The system has mainly been supported through respective development partners;to provide computing equipment, capacity building and continuous IHRIS automation. However, this kind of support is not sustainable and thus USAID has tasked the “Strengthening Human Resources for Health” ‐ SHRH project, to ensure that the HRIS support is handed over to the Uganda government before the end of 2018. Transitioning of HRIS to the government system is to be achieved through several processes, including establishing a HRIS coordination team charged with management, developing local capacity for HRIS technical capabilities, forming HRIS communities of practice and peer support networks to develop a critical mass for HRIS, as well as completing installation of databases in districts. Within these processes are financial implications that will be prioritized for sustainability. The coordination team will be in part charged with advocating for financial allocations for HRIS activities under the MoH, Ministry of education & sports, Ministry of Local government and Ministry of Public service. The coordination team will function within a known framework that spells out its roles and responsibilities and guide its activities. It is on that background that that a HRIS coordination team has been established by the Ministry of Health ‐ MoH to take care of the functions of observatory, eHealth and HRH TWG HRIS sub‐committees to ensure HRIS sustainability and Usage in Uganda. This will be the main driver of HRIS activities for the next three years. The coordination team will continue to work with the e‐Health Technical Working group – TWG and also serve on the HRH TWG. The coordination team will support the functioning of the Uganda HRH observatory and HRIS transition to government and other local entities. The coordination team, with joint participation and leadership by both the HRH and eHealth TWGs, will represent users and implementers of HRIS respectively. This will ensure participation of other key HRH and eHealth stakeholders and partners, including USAID, UNICEF, DANIDA, WHO, EU, World Bank and others emerging development partners. Other duties of the HRIS coordination team will be to develop, review, and implement the HRIS work plan. HRIS coordination team will advocate for its proposed budget for HRIS activities internally and also with Health Development Partners to ensure that the team has the resources it needs to carry out its activities.
Participantsrepresenting MoH, professional councilsand other implementing partners put together a team with the following objectives;
a) Review the evolution and current state of stakeholder involvement in HRIS. b) Develop a medium term (2‐3 year) strategic plan for HRIS c) Develop a short‐term “100 days” Action Plan d) Agree on what needs to be in place and how stakeholders can work together to sustain
HRIS efforts in the future without external project support. e) Identify and agree on monitoring processes to ensure that plans and agreements are
implemented successfully.
The strategic plan focuses on three major strategic objectives: 1. Strengthen national and sub‐national HRH knowledge management systems to enhance
information sharing and feedback mechanisms among all stakeholders to inform decision making
2. Build and strengthen capacity to sustain production, absorption and recruitment of the HRH 3. Continuously strengthen HRIS interoperability with other existing national systems, data
demand and use, and accessibility to reliable knowledge wealth for human resources for health.
4. Establish a people component mechanism for strengthening demand creation, continuous usage for HRIS information and establishment of ownership.
The HRIS strategic plan, defines next steps and priorities for the HRIS coordination team as: 1. Strengthening national and sub‐national HRH data‐system to enhance information sharing
and feedback in decision‐making • Improve connectivity • Implement the infrastructure recommendations of the MoH‐RC modernization
Committee (including call a center) • Develop skills of existing staff and address human resource gaps that are preventing
effective support to the system • Support formation of a national database of health workforce information • Collaborate with development partners to address computing Infrastructure issues.
2. Strengthen capacity to sustain the Human Resources Information system
• Conduct a situation analysis to identify gaps that improve accessibility to reliable HRH data
• Once staff plan is approved, support population of the staffing plan. • Strengthen skills of users and managers to use the system
3. Interoperability with other existing systems ensuring support for integrated national health
information system • Consolidate ability of HRIS to ne able to export / Import data from other HRH data
management systems to avoid dual data entry. • Advocate for integration with other national health data management systems
4. Strengthen HRIS demand a usage for daily HRH operations and management of resources.
• Strengthen daily HRIS usage among all HRH processes management • Create demand for updated and reliable HRH data among all stakeholders & MoLG.
INTRODUCTION The key health workforce challenges in Uganda are shortages of health workers both in numbers and skills, inequitable distribution of the available health workers, and low productivity. More than 60% of the few health workers available are concentrated in urban areas serving less than 20% of our population, while over 80% of the population living in the rural areas is served by less than 40% of the available health workers. Underpinning these health workforce challenges are weak personnel and performance management systems, and inadequate resources to support the health workforce. Without a system that continuously provides data on available health workers, their distribution and productivity it was nearly impossible to quantify and analyze the human resource gaps and develop focused interventions to solve the human resource problems. The establishment of the HRIS is a key step in tackling the HRH crisis in Uganda.” Clearly, HRIS has grown and the use of the system has rapidly expanded. Users of the system experience its benefits and continue to envision ways to increase its functionality and improve its ease of use. As with any evolving technology system, HRIS challenges remain to be addressed. Additionally, the external projects that have been providing technical and financial support to the Ministry of Health (MoH) to develop and run the system will be ending over the next several years, increasing the need to strengthen MoH capacity to further develop, maintain and sustain the system independent of external assistance. This strategic plan aims to address these concerns through short and medium term planning of strategies and activities the MoH can implement to roll out and sustain the use of HRIS.
STRATEGIC ANALYSIS The strategic analysis is based on the analysis of internal factors that comprise HRIS’s strengths and weaknesses as well as the external factors that affect the ability for HRIS to thrive as a primary tool for HRH data management. These factors are then summarized in form of key issues that HRIS should deal with over the next three years and form the bedrock of its strategy.
INTERNAL ANALYSIS
Internal analysis comprise HRIS strengths – the capabilities and endowments that can be deployed to produce the service that meets or exceeds clients’ expectations or weaknesses that include inadequacies and limitations that constrain the ability to fulfill clients’ expectations.
5
HRIS’S STRENGTHS
HRIS Functionality: Functionality of HRIS in districts stands at 78% (86) in the 112 districts. Functionality was measure on several components identified as key in functionalizing HRIS, which among others include and summarized as: ‐
a) 82% of districts indicating to have a trained staff dedicated that operate the HRIS, b) 92% districts computer equipment working normally, c) 81% district HRIS focal persons able to log into the HRIS, d) 78% HRIS focal person able to enter/update data in all fields and e) 57% offices connected by Local Area Network (LAN). f) 48% of HRIS data use for decision making especially for recruitment g) The most used report is staffing establishment gap analysis
Mandate of the Coordination & Monitoring Team: HRIS is constituted under MOH policy documents and the need for health sector strengthening initiatives like the “Health Sector Strategic Investment Plan – II, its mandate is to develop capacity for HRIS technical capabilities at all levels of usage, build and coordinate HRIS communities as well as effecting installation of databases in all 112 districts and line ministries. This position puts HRIS at an advantage to complement government efforts towards scaling up provision of Health services through improved HRH management. This mandate can be used to: attract more funding towards HRH challenges as well as enforcing standards and regulations. Committed and experienced coordination team members: HRIS has a collection of skilled and experienced members. This expertise can be used to offer strategic oversight and technical support to enhance the operations of HRIS. Good reputation: over the years, the health sector and the public have increasingly recognized HRIS. This good reputation can be used as a springboard for increasing bargaining power to attract new funding arrangements; collaborations and can significantly enhance demand for data. Extensive local and international networks & collaborations:the HRIS coordination team has worked with several partners locally and internationally to advance the quality of service delivery through improved HRH management. The networks also provide opportunities for expanding on the knowledge and skills of HRH.
6
HRIS WEAKNESSES
Inadequacy of sustainable funding:HRIS relies on Donor funding for its operations. This creates uncertainties on the future of the system and makes long term planning difficult. There is need to strengthen the GoU commitment towards HRIS funding as well as identifying and explore diverse funding opportunities. Poor data utilization:Evidence based decision making is one of factors challenging healthcare sector and this is manifested through poor HR management practices, low demand for and use of HRH data in planning for recruitment, preparing staff for retirement and scheduling continuous development programs such as short and long term training. The introduction of HRIS in the health sector was aimed at boosting data collection and storage; improving access a processing and improving planning and decision-making. However, demand for and use of HRIS information in planning for health workforce by human resource managers remains a challenge. The baseline survey analysis reveals that the demand for and use of HRIS data among the 81 districts stands at 27%.The most frequently requested reports are Audit Report (14%), Staff list (43%) and retirement exit report (43%). Weak implementation mechanisms: HRIS does not have adequate mechanisms to effectively translate plans into action. For the success of the strategic planning processes, there is need to strengthen operational planning processes as well as performance management systems so that the performance of departments can be gauged against how far they have implemented relevant components of the strategic plan. Weak marketing systems: HRISprovides (and has the capacity to do more) a wide range of services that are not publicized. This requires a good marketing strategy targeted towards the right audiences for maximum impact. The marketing strategy should reveal HRIS’s unique capacities and match these with available opportunities. Organizational structure: There is no officially approved nation-wide structure, which has resulted into unpredictability and weaknesses in the lines of administration. Poor communication: HRIS being a nationalHRH system with a range of key stakeholders spread across the country, does not have adequate communication mechanisms to keep end users and key stakeholders informed about what is happening and obtain feedback from them. Such a situation would encourage the growth of the ‘grape vine’ as a means of sharing and transmitting information, which is quite dangerous for the system. Therefore, there is a need for a clear and comprehensive communication policy and strategy that guides communication processes within and outside the organization.
7
EXTERNAL ANALYSIS
The external analysis looks at factors outside the HRIS operations, which can either promote or hinder growth and sustainability. These are examined at two levels: the Political, Economic, Social and Technological (PEST) factors that are happening nationally and internationally; and the extent to which HRIS has met the expectations of its stakeholders. The issues emerging from these two levels are summarized as opportunities and threats facing HRIS.
MANAGEMENT AND LEADERSHIP FACTORS
Political: GoU is committed to improving HRH management. However, government’s ability to do so is constrained by limited resources. Accordingly, GoU has welcomed involvement of other actors to play a supportive role in the provision of technical staff and funding. For HRIS, GoU through MOH is taking a lead role in its operationalization and continues to support its existence and survival. HRIS can ride on this good will and support to establish and/or strengthen relationships with government organs for mutual benefit. Economical: Much as there is good will on the part of government to ensure that the HRIS is fully functional, most of its components needed for it to run smoothly remains costly and only accessible to a few especially at the district level. Socially: HRISprovides (and has the capacity to do more) a wide range of services that are not publicized. HRIS coordination team has the opportunity in collaborating with other actors and needs to be very clear in terms of rights and obligations of the public to ask and receive data produced by HRIS. Technology: the world has seen emergence of new technology for health service provision as well as for information and communication. HRIS coordination team needs to be on the lookout for these new technologies and assess their suitability and application in the local settings. In addition, the increased capabilities of the Internet make it possible for increased data and information transmission that can ease communication and data transfer between HRIS and its key stakeholders. Multi-media technology also offers opportunities for communication with clients especially those who are participating in training.
8
LONG‐TERM INSTITUTIONAL ARRANGEMENTS FOR MANAGEMENT AND COORDINATION OF THE HUMAN RESOURCE INFORMATION SYSTEM – HRIS. The Long Term Institutional Arrangements (LTIA) outlines the processes and mechanisms for aligning the implementation of HRIS with the overall Government of Uganda’s national development framework – the National Development Plan 2015/16 – 2019/20. The development of LTIA addresses challenges faced with the project mode of development assistance, drawing from lessons learned and the shortcomings of the architecture of the project implementation mechanisms prior to December 2015. The LTIA aspires to make human resources for health (HRH) development assistance for health more effective through supporting country owned strategies, working through and strengthening national systems and structures, mutual accountability and managing for development results as outlined in the health sector strategic investment plan (HSSIP-II) The ministry of health, through the Health Workforce Alliance Board (HWAB) and other national initiatives to improve availability and performance of human resources for health, laid the foundation for establishing the Integrated Human Resources information Systems (IHRIS) in Uganda. The components of IHRIS included the following modules for the respective stages of HRH processes:
• HRIS Training – For training institutions and training partners • HRIS Manage – For regular management of HRH for districts and health facilities • HRIS Plan – For national level HRH workforce planning • HRIS Qualify – For registration and licensure by health professional councils • HRIS Retain – A tool for assessment for HRH Retention implications of a given
health worker All the respective modules have been implemented among respective stages of human resources for health development and management.
HRIS COORDINATION AND MONITORING FUNCTIONS UNDER THE LONG‐ TERM INSTITUTIONAL ARRANGEMENT
The HRIS coordination and monitoring team is the implementation engine for strengthening the use and ensure improved data quality as a result of a functional integrated HRIS. This team reports to the MoH human resources coordination mechanisms led by the Assistant Commissioner for Health Services - ACHS (HR).
CORE FUNCTIONS;
• Analyze dashboards and periodical HRH reports o Monitor warning signs of inadequate performance o Identify signs of success or expected good results o Document and disseminate best practices
• Problem or bottleneck identification o Investigate through regular site visits, periodical audits, conduct expert reviews &
Participants questioning. o Classify problem or challenge identified o Identify key participants
9
• Advocate for mechanisms to improve HRH system performance o Advocate for appropriate resources to meet the challenge identified in a holistic
and systematic manner o Be part of the long lasting HRH solution by streamlining precedents o Show concern and interest to support last mile HRH
• Inculcate data demand and use o Establish value for relying on updated HRH data for decision-making o Establish an advocacy platform for improving staffing levels to meet international
standards o Establish an advocacy platform for improving people performance among
respective service areas • Contribute to policy formulation
o Advocate for an all inclusive rewards and remuneration to improve HRH welfare o Review HRH standards and establishments to meet the changing demands in the
community and service areas
MANAGEMENT INFORMATION SYSTEM, M&E AND DATA QUALITY ASSESMENTS
Monitoring and evaluation (M&E) is an essential determinant of the HRH capacity building and development in Uganda. The implementation of the HRIS will be coordinated by the coordination and monitoring team, to ensure reliable health indices is made available for decision-making. Strengthening HRH development will fully comply with the Uganda HSSIP M&E plan, which serves as the basis for all M&E related processes such as the health sector component of the Sector Wide Approaches (SWAP) and Health Policy Advisory Committee (HPAC). The Monitoring and evaluation of HRH development shall be done through the framework already in place and coordinated by the department of Human Resources under the Ministry of Health.All HRH initiatives have to be monitored as per the relevant health sector performance frameworks and M&E plans. This can be achieved through respective national, district and facility based routine data quality audits, onsite data verification and M&E systems strengthening tools:
• To measure the extent to which agreed standards and targets are achieved • To ensure that HRH activities are implemented in accordance with proposed national
strategy • To ensure that activities and data obtained are of good quality and conform to national
and international standards • To ensure quality and timely programmatic and financial reporting.
10
HRIS DATA QUALITY IMPROVEMENT CHALLENGES
There are several data quality improvement approaches affecting the full utilization of HRIS in Health sector.
a) Strengthening HRIS ownership and commitment to HRH data use affects: i. The quality of information generated
ii. Underscores demand of data for planning and decision-making. iii. Improves awareness of HRIS as a tool providing data for planning at all levels iv. Improves planning for sustainability of HRIS equipment, software and the people
component v. Enhance use experience and data reliability
b) Absence of a documented health information technology maintenance plan has led to:
i. Equipment breakdown ii. Loss or theft of computers and their related accessories such as monitors, mouse,
keyboards, UPS and etc. iii. No data backup and storage plan in districts iv. Low Financing/budgeting to replace or repair broken equipment. v. No schedule to service equipment.
c) High staff turnover has vastly affected the functionality and use of data in decision-
making. i. Low quality of data resulting from poorly trained replacements
ii. Because of low staff attraction rates in hard-to-reach districts, transfer of HRIS-focus persons has affected succession planning and hands-on mentoring.
d) Low HRIS data demand and Usage
i. Low demand for HRH data among local governments and national level is due to poor data use culture for evidence decision making
ii. Decision making and planning is not based on HRH sound evidence. iii. Poor guidance on required reports. iv. Effective and efficient utilization of HRIS as tool for planning HRH needs has been
affected.
e) Poor coordination of all HRIS implementing partners resulting into: v. Poor support supervision and mentoring.
vi. Mentality that HRIS is a donor based system, vii. Poor feedback on HRIS gaps and challenges affectingdistrict data update and use.
11
HRIS STRATEGIC OBJECTIVE: 2016 ‐ 2018 Aset of desired results to be achieved by 2018 has been identified. These strategic desired results areas are categorized into four themes: “buy‐in”; “quality [HRIS system quality]; “outcomes/impact” and “HRIS data demand and usage” These themes are refined into the strategic objectives presented in the plan. From the themes, desired results, existing or likely challenges and opportunities related to each desired results are identified. This is followed by development of strategies, identifying people responsible to ensure that the strategy will be carried out, needed resources, indicators of success. Theassumption being that the strategy would be completed within three years. The strategic objectives within the plan are as following: 1) Strengthen national and sub‐national HRH knowledge management systems to enhance
information sharing and feedback mechanisms among all stakeholders to inform decision making
2) Build and strengthen capacity to improve accessibility to quality and reliable HRH data 3) Continuously advocate for HRIS interoperability with other existing national systems, data
demand and use, and accessibility to reliable knowledge wealth for human resources for health.
4) Strengthen the people component of the system at the national and subnational level, to create demand for human resources for health using reliable information.
HRIS Strategic plan 2016 ‐2018 xii
MO
H T
HR
EE Y
EAR
HR
IS S
TRA
TEG
IC P
LAN
(20
16 –
201
8)
DE
SIR
ED
R
ESU
LT
C
HA
LL
EN
GE
S O
PP
OR
TU
NIT
IES
STR
AT
EG
IES
TO
A
CH
IEV
E R
ESU
LT
ST
AK
EH
OL
DE
RS
PE
OP
LE
R
ESP
ON
SIB
LE
R
ESO
UR
CE
S IN
DIC
AT
OR
S O
F S
UC
CE
SS
HR
IS
Supp
ort
Cen
tre
exis
ts
and
is b
eing
us
ed
Per
sonn
el
Com
mit
men
t
Impr
ove
exis
ting
MoH
Lib
rary
in
fras
truc
ture
and
M
OH
Cal
l cen
tre
[MO
H, U
HSS
P,
UN
ICE
F, B
TC
, In
trah
ealt
h, W
HO
, C
DC
, UN
FPA
, SU
RE
, M
EE
PP,
HE
Bs,
HP
Cs]
Dir
ecto
r P
lann
ing
for
Hea
lth
Serv
ices
Fu
lly
fled
ged
Off
ice
A f
unct
iona
l su
ppor
t or
call
Cen
treo
r in
pl
ace
at M
OH
Fu
ndin
g Fu
ndin
g C
olla
bora
tion
wit
h al
l st
akeh
olde
rs
[MO
H]
Dir
ecto
r P
lann
ing
for
Hea
lth
Serv
ices
& U
nder
Se
cret
ary
Cal
l Cen
tre
com
puti
ng
infr
astr
uctu
re, o
ffic
e op
erat
ions
&
man
agem
ent,s
oftw
are
and
mai
nten
ance
Cal
l log
act
ivit
y fr
om th
e m
anag
emen
t so
ftw
are
O
ffic
e sp
ace
Exi
stin
g K
now
ledg
e ba
se
Dev
elop
for
mal
m
anua
ls,g
uide
line
s fo
r H
ealth
In
form
atio
n S
yste
ms,
co
ntac
t lis
ts f
or a
ll he
alth
ser
vice
de
liver
y an
d re
late
d ce
nter
s / p
erso
nnel
[MO
H, U
HSS
P,
UN
ICE
F, B
TC
, In
trah
ealt
h, W
HO
, C
DC
, UN
FPA
, SU
RE
, H
PC
s, H
EB
s,
MoE
STS/
BT
VE
T,
MoF
PE
D]
Pri
ncip
al
Ass
ista
nt
Secr
etar
y -
MO
H
Com
pute
rs
Rep
ort o
n Is
sues
re
port
ed, f
ixed
an
d pe
ndin
g.
Exi
stin
g an
d Fu
nctio
nal
infr
astr
uctu
re
T
elep
hone
sys
tem
E
xpan
ded
know
ledg
e ba
se
Cal
l cen
tre
Staf
f
Furn
iture
HR
IS
Info
rmat
ion
Cen
ter
Per
sonn
el
Com
mit
men
t
Est
ablis
h a
heal
th
info
rmat
ion
syst
ems
supp
ort c
ente
r at
M
OH
MO
H, U
HSS
P,
UN
ICE
F, B
TC
, In
trah
ealt
h, W
HO
, C
DC
, UN
FPA
, SU
RE
, H
PC
s, H
EB
s, M
oEST
S,
MoF
PE
D, G
loba
l Fun
d,
Gav
i,e.t.
c ]
Hum
an R
esou
rces
fo
r H
ealth
D
epar
tmen
t Fu
lly
fled
ged
Off
ice
An
Info
rmat
ion
Cen
tre
in p
lace
13
Fu
ndin
g Fu
ndin
g C
onti
nuou
s ad
voca
cy
and
part
ner
invo
lvem
ent
Dir
ecto
r P
lann
ing
for
Hea
lth
Serv
ices
& U
nder
Se
cret
ary,
Com
pute
rs
Func
tiona
l co
mpu
ting
in
fras
truc
ture
in
plac
e
O
ffic
e sp
ace
Exi
stin
g fu
nctio
nal
Kno
wle
dge
Man
agem
ent P
orta
l
Col
labo
ratio
n w
ith
all
stak
ehol
ders
Hea
lth
Info
rmat
ion
tech
nolo
gy U
nit
Cal
l Cen
tre
com
puti
ng
Infr
astr
uctu
re
Mon
thly
rep
ort
on a
cces
s an
d us
e of
In
form
atio
n ce
nter
res
ourc
es
Exi
stin
g M
oH
Res
ourc
e C
ente
r
Dev
elop
for
mal
m
anua
ls a
nd
guid
elin
es f
or H
RIS
Info
rmat
ion
scie
ntis
t/L
ibra
ry
Info
rmat
ion
cent
er S
taff
P
rint
ed H
RIS
gu
idel
ines
and
m
anua
ls
C
olla
bora
te w
ith
MoH
Res
ourc
e C
ente
r
Fu
rnitu
re
HR
IS D
ata
com
plet
e an
d ac
cura
te
Inad
equa
te
Infr
astr
uctu
re
Cen
tral
ized
sys
tem
Su
ppor
t use
rs in
ca
ptur
ing
HR
dat
a in
re
al ti
me
MO
H, U
HSS
P,
UN
ICE
F, B
TC
, In
trah
ealt
h, W
HO
, C
DC
, UN
FPA
, SU
RE
, H
PC
s, H
EB
s, M
oEST
S,
MoF
PE
D, G
loba
l Fun
d,
Gav
i, St
ar-E
, Sta
r-SW
, SD
S, A
CC
LA
IM,
CH
AI,
JIC
A, P
EP
FAR
, et
c.
IT P
erso
nnel
(M
oH a
nd
Impl
emen
ting
P
artn
ers)
Fund
ing
for
supp
ort
supe
rvis
ion
% o
f co
mpl
eten
ess
and
accu
racy
St
aff
turn
ove
r D
eman
d fo
r da
ta
Inte
grat
ing
HR
IS w
ith
DH
IS2
to c
ontr
ibut
e to
the
leag
ue ta
ble.
Hum
an R
esou
rce
Off
icer
s
B
uy-i
n fr
om u
sers
an
d da
ta
man
ager
s
Impr
ove
syst
em
acce
ssib
ility
HR
IS f
ocal
P
erso
n
Num
ber
of u
sers
ac
cess
ing
the
syst
em p
er d
ay
iH
RIS
loca
tion
In
trod
uce
quar
terl
y H
RIS
sup
port
su
perv
isio
ns
R
ecor
ds o
ffic
ers
14
Wor
k w
ith
all
stak
ehol
ders
and
IP
s to
pro
vide
sup
port
su
perv
isio
n in
thei
r re
gion
s
Ena
blin
g th
e Se
lf
Serv
ice
mod
ule
to
allo
w th
e st
aff
to
chec
k th
eir
reco
rd
stat
us
Secu
re H
RIS
P
erso
nnel
E
xist
ence
of
a ce
ntra
lized
sys
tem
Cre
ate
a fo
rmal
co
mm
unic
atio
n m
echa
nism
for
use
r m
anag
emen
t (a
dvoc
acy
for
the
form
al c
omm
.)
MO
H, U
NIC
EF,
CD
C,
Intr
ahea
lth,
H
RO
Fu
nds
to p
rodu
ce
Gui
deli
nes
Use
r m
anag
emen
t and
ac
cess
con
trol
gu
idel
ines
cr
eate
d an
d im
plem
ente
d
St
aff
turn
-ove
r M
oH I
T p
erso
nnel
IT
per
sonn
el
Lac
k of
for
mal
co
mm
unic
atio
n m
echa
nism
on
user
man
agem
ent
Cat
egor
ize
the
user
s in
line
wit
h M
oH
sche
mes
of
serv
ices
(N
ote:
Cre
ate
a no
tific
atio
n m
echa
nism
for
ch
ange
s m
ade
on
reco
rds
in th
e sy
stem
)
All
HR
H
Man
ager
s an
d U
sers
ha
ve b
een
equi
pped
and
ha
ve c
apac
ity
to r
un t
he
syst
em
Com
pute
r lit
erac
y sk
ills
Loc
ally
bas
ed
Impl
emen
ting
pa
rtne
rs
Reg
ular
trai
ning
of
HR
IS u
sers
and
m
anag
ers
MO
H, U
HSS
P,
UN
ICE
F, B
urea
ux,
BT
C, I
ntra
heal
th, W
HO
, C
DC
, UN
FPA
, SU
RE
, H
PC
s, H
EB
s, M
oEST
S,
MoF
PE
D, G
loba
l Fun
d,
Gav
i, St
ar-E
, Sta
r-SW
, SD
S, A
CC
LA
IM,
CH
AI,
JIC
A, P
EP
FAR
e.
t.c
MoH
IT
P
erso
nnel
Fu
nds
for
trai
ning
·
Num
ber
of
user
s tr
aine
d in
th
e us
e of
the
syst
em a
nnua
lly.
15
St
aff
turn
-ove
r P
rese
nce
of N
atio
n-w
ide
HR
IS s
uppo
rt
core
team
MoH
HR
O te
am
N
umbe
r of
use
rs
that
can
logi
n an
d en
ter
data
in
all f
ield
s in
the
syst
em.
In
adeq
uate
co
mpu
ters
H
RIS
Res
ourc
e pe
rson
Nat
ion-
wid
e
P
oor
attit
ude
tow
ards
sys
tem
s
Cen
tral
ized
Sy
stem
N
etw
ork
cove
rage
S
yner
gy
Intr
oduc
e a
mai
nten
ance
pla
n M
OH
IT
Per
sonn
el
MoH
Fund
ing
for
netw
ork
equi
pmen
t for
Iso
late
d di
stri
cts
Sing
le in
tegr
ated
sy
stem
to
man
age
all H
IS
issu
es
L
ack
of S
yner
gy
Exi
stin
g in
fras
truc
ture
Equ
ip th
e M
oH
Supp
ort C
entr
e to
ha
ndle
the
larg
e vo
lum
e of
req
uest
s fr
om a
roun
d th
e co
untr
y
MO
H, U
HSS
P,
UN
ICE
F, B
TC
, In
trah
ealt
h, W
HO
, C
DC
, UN
FPA
, SU
RE
, M
oEST
S, M
oFP
ED
, JI
CA
Num
ber
of
rem
ote
site
s th
at
are
able
to a
cces
s th
e ce
ntra
l sy
stem
P
aral
lel S
yste
ms
Fund
ing
from
D
evel
opm
ent
part
ners
and
im
plem
enti
ng
part
ners
Wel
l -eq
uipp
ed
data
Cen
tre
in
plac
e
Est
ablis
h H
RH
dat
a de
man
d an
d us
e
Low
dat
a de
man
d an
d B
ehav
iour
ch
ange
Ava
ilabl
e kn
owle
dge
of H
RIS
fun
ctio
nalit
y
Incu
lcat
e H
RIS
usa
ge
as a
pri
mar
y to
ol f
or
dail
y hu
man
re
sour
ces
man
agem
ent
MO
H, h
ealt
h pr
ofes
sion
al c
ounc
ils,
M
OE
S, M
OL
G
MO
H p
erso
nnel
of
fice
rs a
nd a
ll he
alth
pr
ofes
sion
al
coun
cils
.
Adv
ocac
y an
d le
ader
ship
in
impr
oved
HR
H
deve
lopm
ent
HR
H b
usin
ess
proc
esse
s sh
ifti
ng f
rom
pa
per
base
d in
to
com
pute
rize
d
Ow
ners
hip
crea
tion
Incr
ease
d ev
iden
ce o
f ex
isti
ng g
aps
in s
taff
es
tabl
ishm
ent a
t all
leve
ls
Use
HR
IS a
s a
HR
H
plan
ning
tool
MO
H, h
ealt
h pr
ofes
sion
al c
ounc
ils,
M
OE
S, M
OL
G
MO
H p
erso
nnel
of
fice
rs a
nd a
ll he
alth
pr
ofes
sion
al
coun
cils
.
Adv
ocac
y an
d le
ader
ship
in
impr
oved
HR
H
deve
lopm
ent
Incr
ease
d co
nfid
ence
in th
e av
aila
ble
info
rmat
ion
for
deci
sion
mak
ing
Int
egra
tion
of
exis
ting
Par
alle
l H
RH
Sys
tem
s
Fund
ing
from
D
evel
opm
ent
part
ners
and
im
plem
enti
ng
part
ners
Stre
ngth
en H
RH
de
velo
pmen
t par
tner
s fo
rum
to c
oord
inat
e im
plem
enta
tion
and
esta
blis
h in
tero
pera
bilit
y of
MO
H, h
ealt
h pr
ofes
sion
al c
ounc
ils,
M
OE
S, M
OL
G, M
OP
S an
d M
in o
f fi
nanc
e
MO
H p
erso
nnel
of
fice
rs a
nd a
ll he
alth
pr
ofes
sion
al
coun
cils
.
Adv
ocac
y an
d le
ader
ship
in
impr
oved
HR
H
deve
lopm
ent
Wel
l -eq
uipp
ed
HR
Hda
ta C
entr
e in
pla
ce
16
syst
em
ESTA
BLI
SHIN
G G
OV
ERN
MEN
T A
ND
STA
KEH
OLD
ERS
COM
MIT
MEN
T TO
STR
ENG
THEN
OW
NER
SHIP
. D
esir
ed R
esul
t St
rate
gies
/ Act
ivit
ies
Peo
ple
resp
onsi
ble
Indi
cato
rs o
f Su
cces
s T
imef
ram
e
All
Hea
lth
Stak
ehol
ders
bro
ught
on
Boa
rd
Con
duct
a S
WO
T A
naly
sis
Com
mis
sion
er H
RM
B
i-A
nnua
l Sta
keho
lder
Mee
ting
s Y
ear
1
Con
stitu
te a
coo
rdin
atio
n an
d m
onito
ring
te
am
Com
mis
sion
er H
RM
Ope
ratio
nal S
take
hold
er
Eng
agem
ent F
ram
ewor
k
Stre
ngth
en H
RH
par
tner
s co
ordi
natio
n an
d ov
ersi
ght
Res
ourc
e M
obili
zatio
n,lo
bbyi
ng a
nd
advo
cacy
Est
ablis
h a
wid
er s
take
hold
ers
foru
m f
or
HR
H s
tren
gthe
ning
O
pera
tiona
lize
the
MO
H C
all C
entr
e
HR
IS o
ptim
ally
use
d to
man
age
HR
H
data
by
Gov
ernm
ent
Impl
emen
t M&
E f
ram
ewor
ks u
nder
the
Lon
g T
erm
Int
uitio
n A
rran
gem
ent
Com
mis
sion
er H
RM
C
ircu
lar
Man
datin
g us
e of
HR
IS
as to
ol f
or H
RH
rep
ortin
g an
d P
lann
ing
Yea
r 2
Show
case
Ben
efit
s of
iHR
IS U
tiliz
atio
n
Q
uart
erly
bul
leti
n di
ssem
inat
ed to
al
l sta
keho
lder
s
Dis
sem
inat
e an
d pu
blis
h H
RH
indi
ces
Com
mis
sion
er H
RD
, C
omm
issi
oner
HR
M a
nd
Inte
ract
ive
Das
hboa
rd D
evel
oped
Bui
ld a
nd E
xpan
d H
RIS
Man
agem
ent
Skill
s to
all
stak
ehol
ders
H
ealth
Inf
orm
atio
n T
echn
olog
y U
nit
Ens
ure
impr
oved
acc
essi
bili
ty to
upd
ated
H
RIS
dat
abas
es
Dis
tric
t Loc
al G
over
nmen
ts
and
Hea
lth I
nfor
mat
ion
tech
nolo
gy U
nit
Tim
ely
and
Qua
lity
Rep
orts
Su
bmitt
ed
Dec
isio
n M
aker
s U
sing
HR
IS a
s th
e P
rim
ary
tool
for
HR
M P
lann
ing
Dev
elop
and
Im
plem
ent t
he H
RH
M&
E
Fram
ewor
k
Hum
an R
esou
rce
Dep
artm
ent,
Res
ourc
e C
entr
e an
d M
OH
M&
E U
nit
Eff
icie
nt I
nfor
mat
ion
Shar
ingP
latf
orm
Pol
itic
al L
eade
rshi
p an
d w
ill,
dem
onst
rate
d th
roug
h in
vest
men
t in
L
obby
ing
and
Adv
ocac
y st
rate
gy
deve
lopm
ent
PS
MO
H
Enh
ance
d B
udge
t allo
catio
n fo
r H
RIS
Y
ear
3
17
info
rmat
ion
syst
ems
for
heal
th
Con
vene
Ann
ual H
igh
leve
l HR
H
mee
ting
- A
dvoc
acy
and
diss
emin
atio
n H
uman
Res
ourc
es
Dep
artm
ent
Incr
ease
d us
e of
HR
IS in
HR
H
Pla
nnin
g
M
inis
try
of F
inan
ce, P
lann
ing
and
Eco
nom
ic D
evel
opm
ent
HRI
S PR
OG
RAM
MIN
G (2
016
‐ 201
8)
Yr1
Yr2
Yr3
Ove
rall
HRI
S te
chni
cal s
uppo
rt &
Man
agem
ent
Stru
ctur
es
E
stab
lishM
OH
nat
iona
l str
uctu
res
to I
nteg
rate
HR
IS in
to d
aily
usa
ge
E
stab
lish
and
atte
nd H
RIS
coo
rdin
atio
n ev
ents
/mee
tings
Fi
naliz
e de
taile
d an
nual
wor
k pl
an to
impr
oved
HR
H d
ata
qual
ity
C
ompl
ete
Inst
alla
tion
and
Inte
grat
ion
of th
e C
all C
entr
e in
to M
OH
com
mun
icat
ion
stru
ctur
es
E
stab
lish
a pa
rtne
rs c
oord
inat
ion
fram
ewor
k to
use
HR
IS f
or H
RH
man
agem
ent
E
stab
lish
dist
rict
and
nat
iona
l HR
IS s
teer
ing
com
mitt
ee th
at in
volv
es M
OH
, MO
FP, U
BO
S, M
OE
S, M
OL
G, M
edic
al b
urea
us &
CSO
St
aff
orie
ntat
ion,
Job
Des
crip
tion
clar
ific
atio
ns, p
urch
ase
resp
ectiv
e of
fice
equ
ipm
ent
D
evel
op o
rgan
izat
iona
l gui
delin
es, &
com
mun
icat
ion
lines
with
sta
ff, p
artn
ers
and
othe
r lin
e m
inis
trie
s
C
ondu
ct d
istr
ict a
dvoc
acy
mee
tings
to d
ialo
gue
with
dis
tric
t lea
ders
hip
on p
ropo
sed
HR
IS tr
ansi
tioni
ng &
impl
emen
tatio
n (F
rom
PH
RO
to B
iost
atis
ticia
ns)
D
evel
op d
etai
led
timet
able
of
activ
ities
E
stab
lish
fina
ncia
l mec
hani
sms
and
part
ner
enga
gem
ent
Se
cure
pla
nned
equ
ipm
ent
C
ondu
ct a
nnua
l HR
IS p
erfo
rman
ce r
evie
w
To im
prov
e th
e pl
anni
ng &
coo
rdin
atio
n pr
oces
ses
for
HRI
S m
anag
emen
t by
201
8.
1.1
Con
duct
bas
elin
e H
RIS
ass
essm
ents
to in
form
man
agem
ent o
f H
RIS
opt
imum
nat
iona
l cov
erag
e an
d re
spon
se
D
isse
min
ate
regu
lar
usag
e of
HM
IS -
Hum
an R
esou
rces
dat
a m
anag
emen
t too
ls
T
eam
for
mat
ion
and
impl
emen
tatio
n of
reg
iona
l bas
ed H
RH
dat
a qu
alit
y te
ams
C
ondu
ct te
chni
cal s
uppo
rt a
nd s
uper
visi
on to
incu
lcat
e re
gula
r da
ta e
ntry
and
ana
lysi
s to
est
ablis
h fi
ndin
gs
C
olla
te th
e di
stri
ct a
nd n
atio
nal H
RH
dat
a, to
dev
elop
dis
tric
t HR
H p
rofi
le th
at in
corp
orat
e bo
th p
riva
te a
nd p
ublic
sec
tor
D
isse
min
atio
n of
fin
ding
s th
roug
h pe
riod
ical
HR
H s
take
hold
ers
mee
ting
to a
ll lo
cal g
over
nmen
ts a
nd im
plem
entin
g ag
enci
es
1.
2 Se
lect
and
des
ign
inte
rven
tions
to a
ddre
ss g
aps
C
ompi
le a
list
of
HR
H p
olic
ies,
sta
ndar
ds, g
uide
line
s, p
roto
cols
and
sta
ndar
d op
erat
ing
proc
edur
es
18
Prin
t and
dis
sem
inat
e ag
reed
pol
icie
s, s
tand
ards
, IE
C g
uide
lines
, pro
toco
ls a
nd s
tand
ard
oper
atin
g pr
oced
ures
for
ser
vice
de
liver
y at
dis
tric
ts a
nd h
ealth
fac
ilitie
s
1.3
Impl
emen
t the
agr
eed
on in
terv
entio
ns;
Su
ppor
t dis
tric
t pla
nnin
g to
str
engt
hen
loca
l gov
ernm
ent d
istr
ict s
ervi
ce c
omm
issi
ons
Su
ppor
t acc
essi
bilit
y to
qua
lity
HR
H d
ata
for
inte
rest
ed H
RH
par
tner
s
1.4
Con
duct
sem
i-an
nual
fol
low
-on
asse
ssm
ents
of
dist
rict
cap
abili
ties
H
old
peri
odic
al (
Bi-
Ann
ual /
Ann
ual)
HR
H a
sses
smen
ts a
nd m
easu
rem
ent
1.
5 C
oord
inat
ion
and
shar
ing
of b
est p
ract
ices
Atte
nd p
erio
dica
l HR
H p
artn
ers
foru
m to
str
engt
hen
colla
bora
tions
and
coo
rdin
atio
n fr
amew
orks
Atte
nd to
Int
erna
tiona
l mee
ting
and
conf
eren
ces
to s
hare
and
lear
n fr
om o
ther
bes
t pra
ctic
es
To
impr
ove
the
com
pete
ncie
s of
dis
tric
t he
alth
team
s to
uti
lize
HRH
dat
a fo
r pl
anni
ng, p
rogr
amm
e im
prov
emen
t an
d de
cisi
on m
akin
g by
201
8
2.1
Con
duct
an
asse
ssm
ent o
f th
e he
alth
info
rmat
ion
syst
em a
nd u
se: A
sses
s th
e st
atus
and
use
to in
form
pol
icy
C
ondu
ct a
n as
sess
men
t of
heal
th in
form
atio
n sy
stem
s in
ord
er to
und
erst
and
thei
r ut
ility
Est
ablis
h lin
kage
s be
twee
n th
e va
riou
s in
form
atio
n sy
stem
s to
ens
ure
inte
rope
rabi
lity,
acc
essi
bilit
y an
d us
e
Har
mon
ize
info
rmat
ion
need
s fo
r th
e va
riou
s ac
tors
at n
atio
nal,
loca
l gov
ernm
ents
, cou
ncils
and
line
min
istr
ies
2.
2 E
stab
lish
mec
hani
sms
for
dem
and
crea
tion
and
data
use
Rev
iew
and
ada
pt th
e na
tion
al tr
aini
ng g
uide
s on
dat
a m
anag
emen
t, de
man
d an
d us
e
Tra
in a
nd m
ento
r di
stri
ct p
erso
nnel
in d
ata
dem
and
and
use
Est
ablis
h Pe
riod
ical
(B
i-an
nual
) da
ta r
evie
w a
nd u
se m
eetin
gs
2.3
Con
duct
trai
ning
and
men
tors
hips
in c
ontin
uous
HR
H d
ata
qual
ity
self
ass
essm
ents
Con
duct
cap
acit
y bu
ildin
g in
dat
a qu
alit
y im
prov
emen
t and
adv
ocac
y fo
r H
RH
bas
ing
on d
ata
2.4
Supp
ort &
oper
atio
naliz
e ro
utin
e re
port
ing
and
othe
r ke
y he
alth
act
iviti
es im
plem
ente
d by
the
priv
ate
sect
or w
ithin
the
dist
rict
s.
Dev
elop
mec
hani
sm f
or li
nkin
g an
d en
suri
ng H
RH
rep
ortin
g fr
om th
e pr
ivat
e se
ctor
Coo
rdin
ate
the
deve
lopm
ent o
f da
ta c
olle
ctio
n to
ols
for
spec
ializ
ed h
ealth
inst
itutio
ns e
.g. b
lood
ban
k, c
ance
r in
stitu
te, e
tc…
.
To e
stab
lish
bulle
tins
on
HRH
sec
tor
perf
orm
ance
to
enab
le e
vide
nce
base
d pl
anni
ng b
y 20
18
3.1
Des
ign
and
deve
lop
annu
al s
core
card
s co
mpa
ring
HR
H p
erfo
rman
ce a
cros
s pr
ogra
m, l
ocal
gov
ernm
ents
and
all
HR
H p
artn
ers
3.2
Est
ablis
h a
mec
hani
sm f
or r
egul
ar u
pdat
e of
dis
tric
t pro
file
s re
gard
ing
HR
H
3.3
Dev
elop
ann
ual h
ealth
sec
tor
HR
H s
tatis
tical
abs
trac
t in
colla
bora
tion
with
all
HR
H p
artn
ers
3.4
Supp
ort t
he d
istr
icts
to d
evel
op d
istr
ict l
evel
HR
H s
tatis
tical
abs
trac
ts in
col
labo
ratio
n w
ith th
e pl
anni
ng d
epar
tmen
t
19
3.5
Est
ablis
h co
ntin
uous
qua
lity
impr
ovem
ent a
ctiv
ities
3.6
Supp
ort t
he d
isse
min
atio
n of
bul
letin
s th
roug
h w
ebsi
tes,
gaz
ette
d ne
wsp
aper
s an
d re
port
s
3.7
Prov
ide
evid
ence
to s
tren
gthe
n an
nual
dat
a us
e fo
rum
s to
adv
ocat
e fo
r th
e H
RH
20
Bu
dg
et f
or
the
HR
IS S
trat
egic
Pla
n
Y
ear
1 (2
016)
Y
ear
2 (2
017)
Y
ear
3 (2
018)
C
ost
#
A
ctiv
ity
Tar
get
(%
) Q
1 Q
2 Q
3 Q
4 Q
1 Q
2 Q
3 Q
4 Q
1 Q
2 Q
3 Q
4
Inte
rmed
iate
Res
ult
1:
All
Hea
lth
Sta
keh
old
ers
bro
ug
ht
on
Bo
ard
1.1
C
on
du
ct a
SW
OT
An
alys
is
1.
1.1
1.
1.2
1.2
C
on
stit
ute
a c
oo
rdin
atio
n a
nd
mo
nit
ori
ng
tea
m
1.
2.1
1.
2.2
1.3
S
tren
gth
en H
RH
par
tner
s co
ord
inat
ion
an
d
ove
rsig
ht
1.
3.1
1.
3.2
1.4
R
eso
urc
e M
ob
iliza
tio
n, l
ob
byi
ng
an
d a
dvo
cacy
1.
4.1
1.
4.2
1.5
E
stab
lish
a w
ider
sta
keh
old
ers
foru
m f
or
HR
H
stre
ng
then
ing
1.
5.1
1.
5.2
1.6
O
per
atio
nal
ize
the
MO
H C
all C
entr
e
1.
6.1
1.
6.2
1.
6.3
21
Inte
rmed
iate
Res
ult
2 :
HR
IS o
pti
mal
ly u
sed
to
man
age
HR
H d
ata
by
Go
vern
men
t
2.1
Im
ple
men
t M
&E
fra
mew
ork
s u
nd
er t
he
Lo
ng
T
erm
Intu
itio
n A
rran
gem
ent
2.
1.1
2.
1.2
2.2
S
ho
wca
se B
enef
its
of
iHR
IS U
tiliz
atio
n
2.
2.1
2.
2.2
2.3
D
isse
min
ate
and
pu
blis
h H
RH
ind
ices
2.
3.1
2.
3.2
2.4
B
uild
an
d E
xpan
d H
RIS
Man
agem
ent
Ski
lls t
o a
ll st
akeh
old
ers
2.
4.1
2.
4.2
2.5
E
nsu
re im
pro
ved
acc
essi
bili
ty t
o u
pd
ated
HR
IS
dat
abas
es
2.
5.1
2.
5.2
Inte
rmed
iate
Res
ult
3:
Dec
isio
n M
aker
s U
sin
g H
RIS
as
the
Pri
mar
y to
ol f
or
HR
M P
lan
nin
g
3.1
D
evel
op
an
d Im
ple
men
t th
e H
RH
M&
E
Fra
mew
ork
3.
1.1
3.
1.2
3.
1.3
3.
1.4
3.
1.5
22
Inte
rmed
iate
Res
ult
4:
Po
litic
al L
ead
ersh
ip a
nd
will
, dem
on
stra
ted
th
rou
gh
inve
stm
ent
in in
form
atio
n s
yste
ms
for
hea
lth
4.1
L
ob
byi
ng
an
d A
dvo
cacy
str
ateg
y d
evel
op
men
t
4.
1.1
4.
1.2
4.
1.3
4.
1.4
4.
1.5
4.2
C
on
ven
e A
nn
ual
Hig
h le
vel H
RH
mee
tin
g -
A
dvo
cacy
an
d d
isse
min
atio
n
4.
3.1
4.
3.2
4.
3.3
4.
3.4
23
HRIS Coordination Team M&E framework
Monitoring, Evaluation and Reporting
Monitoring and evaluation is an invaluable internal management tool that looks at how the team collects the information it needs and analyzes the information. It also raises, and attempts to address, some of the issues to do with taking action on the basis of what you have learned. Monitoring is mainly a planning phase were goal and objectives a long with indicators are set; while Evaluation is a systematic determination of a project’s merit, worth, significance using criteria governed by a set of standards basing on the agreed/ planned goals. For the case of HRIS this will be done formatively (taking place during the life of a project) with the intention of improving the strategy or way of functioning of the coordination team. What monitoring and evaluation have in common is that they are geared towards learning from findings to inform decision making, making strategy that contribute to policy formulation and inform progress / performance. This is achieved by focusing on three aspects: Efficiency;This indicates that the input into the work is appropriate in terms of the output. This could be input in terms of money, time, staff, and equipment to mention but a few. (input=output) Effectiveness; Is a measure of the extent to which the coordination team achieves the specific objectives it has set. Has the organization been able to achieve its set goals/ objectives? . (that is doing the right thing ) Impact: Tells the coordination team whether or not what it did made a difference to the problem situation they were trying to address. In other words, was your strategy useful? The coordination team will carry out Monitoring and evaluation for the purpose of: Helping the team identify problems/needs and their causes; Prioritizing the problem. ( coming up with the most pressing to the least) Suggesting possible solutions to problems; Raising questions about assumptions and strategy; Pushing the team to reflect on where they are going and how they are getting there; Providing the team with information and insight; Encouraging the team to act on the information and insight and Increase the likelihood
that will make a positive development difference. There are many different ways of doing an evaluation and the coordination team will use the methods below at different times and depending on the circumstances;
Self-evaluation: This involves the coordination team holding up a mirror to itself and assessing how it is doing as a way of learning and improving practice.
Participatory evaluation: This is a form of internal evaluation. The intention is
to involve as many people with a direct stake in the work as possible. This may mean that the coordination team and beneficiaries working together on the
24
evaluation. An outsider may be called in, but only as a facilitator of the process, not an evaluator.
Rapid Participatory Appraisal: It is used as a starting point for understanding a
local situation and is a quick, cheap, useful way to gather information. It involves the use of secondary data review, direct observation, semi-structured interviews, key informants, group interviews, games, diagrams, maps and calendars. In an evaluation context, it allows one to get valuable input from those who are supposed to be benefiting from the development work. It is flexible and interactive.
External evaluation: This is an evaluation done by a carefully chosen outsider or
outsider team.
Interactive evaluation: This involves a very active interaction between an outside evaluator or evaluation team and the organization or project being evaluated. Sometimes an insider may be included in the evaluation team.
DIFFERENT APPROACHES TO EVALUATION Approach Major purpose Typical focus
questions Likely methodology
Goal-based Assessing achievement of goals and objectives.
Were the goals achieved? Efficiently? Were they the right goals?
Comparing baseline and progress data in finding ways to measure indicators.
Decision-making Providing information.
Is the project effective? Should it continue? How might it be modified?
Assessing range of options related to the project context, inputs, process, and product. Establishing some kind of decision-making consensus.
Goal-free Assessing the full range of project effects, intended and unintended.
What are all the outcomes? What value do they have?
Independent determination of needs and standards to judge project worth. Qualitative and quantitative techniques to uncover any possible results.
Expert judgment Use of expertise. How does an outside professional rate this project?
Critical review based on experience, informal surveying, and subjective insights.
a) Planning for monitoring and evaluation
25
The first information gathering should, take place when you do your needs assessment. This will give the team the information it needs against which to assess improvements over time and this will be the planning process where indicators will be set to tell you what you want to know and the kinds of information it will be useful to collect. However during evaluation, there is need for comparison to identify gaps, variances and establish best practices that can be replicated to other settings. This was done at Ridar Hotel Mukono from 14TH – 18TH September 2015 ,different goals and objectives along with their indicators were set for the coordination team. Therefore in the operations of the coordination team was need to clarify on the following before the startingof evaluation.
a) WHAT DO WE WANT TO KNOW? In order to answer this question, the monitoring and evaluation system must give us information about: Who is benefiting from what we do? How much are they benefiting? Are beneficiaries passive recipients or does the process enable them to have some
control over HR work? Are there lessons in what we are doing that has a broader impact than just what is
happening in the project? Can what we are doing be sustained in some way for the long-term, or will the impact
of our work cease when we leave? Are we getting optimum outputs for the least possible amount of inputs?
Process and product are not separate in projects. What we achieve and how we achieve it are often the very same thing hence the importance of indicators. Both process and product should be part of your monitoring and evaluation system. But how do we make process,product and values measurable? Indicators show that process is in motion for the product to be realized. Indicators are an essential part of a monitoring and evaluation system because they are what you measure and/or monitor. Through the indicators you can ask and answer questions such as: Who? (target group/beneficiaries) How many?(population size) How often?(period of process) How much? (resource availability)Where?(location )
b) DIFFERENT KINDS OF INFORMATION – QUANTITATIVE AND QUALITATIVE
Information used in monitoring and evaluation will be classified as either Quantitative or Qualitative. Quantitative measurement tells “how much or how many and will be expressed in absolute numbers or as a percentage and can also be expressed as a ratio. Qualitative measurement tells how people feel about a situation or about how things are done or how people behave.
26
The monitoring and evaluation process will require a combination of quantitative and qualitative information in order to be comprehensive.
c) HOW WILL WE GET INFORMATION? The team will use the reports, minutes, attendance registers, financial statement, case studies, recorded observation, structured questionnaires, sample surveys, systematic review of relevant official statistics that are in line with its work as a source of monitoring and evaluation information outside HRIS.
MONITORING & EVALUATION (M&E) FRAMEWORK
INDICATOR DEFINITION
How is it calculated?
BASELINE
What is the current value?
TARGET
What is the target value?
DATA SOURCE
How will it be measured?
FREQUENCY
How often will it be measured?
RESPONSIBLE
Who will measure it?
REPORTING
Where will it be reported?
Goal
Outcomes
Outputs
27
Strengthening Human Resources for Health
