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Monitoring and Evaluation Strategy


  • pg 1
									    Presentation on
   Strategic Plan for
Monitoring and Evaluation
      1386 – 1390
    Monitoring and Evaluation Strategy

• Stewardship is one of the MoPH’s primary
• 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
• 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

• 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
•   World Bank
•   (MSH)/TechServe
•   CDC
•   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
    • 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
  – EPHS and other provincial hospitals: Hospital
    Performance Assessment (annual)
  – Special investigations of health services (ad
       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    and
    Evaluation Advisory Board meetings
   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
   – Discussing results with technical staff, managers and decision-
       • 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
• Capacity building of the expanded M&E
• Adequate funds
                          Suggested organizational chart
                          with proposed funding source

                                                M&E Director

                                                                        (Data        GCMU
        Policy/Strategy                     (Admin/Achiev          (Management)    Consultants
       Implementation                            ing)                 Salary –       GCMU
       Incentive (Gavi)                       Incentive                MoPH
            PRRed                               (Gavi)               Incentive

                 M&E Officers
M&E Officers
                 (Spl. Services)   2 Support Staff     2 Drivers    Monitors (5)
                 MoPH                  (Gavi)          (GAVI)         (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
       Resource Requirements
• Special monitoring missions for providing
  evidence based information to facilitate
  decision making for the authorities.
• National Health Service Performance
  – 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

• Missions (3 persons per team X 7 days X
  8 Provinces) per month

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