Presentation on Strategic Plan for Monitoring and Evaluation 1386 – 1390

1. Presentation on Strategic Plan for Monitoring and Evaluation 1386 – 1390

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

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

4. Current M&E Organizational Chart

5. 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

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

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

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

9. Scope of work of M&E Directorate • Providing updated information on: • Priority Health Indicators • Afghanistan Health Fact Sheet • Integrated data from disease, nutrition or other surveillance • GAVI Alliance, Country Coordinating Mechanism, Global Fund and other institutional donors • An archive of data sources and information about the health sector • Database for the National Monitoring Checklist

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

11. 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)

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

13. 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

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

15. Suggested organizational chartwith proposed funding source

16. 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)

17. Resource Requirements • Accommodation (Container) – GAVI • Equipment – GAVI • Communication – GAVI • Transport - GAVI

18. Resource Requirements • Data Sharing Workshop for PHDs and program managers to take evidence based policy decisions. • Improving M and System at the provincial level (provision of resources and capacity) • To implement the National Monitoring Checklist

19. Resource Requirements • Special monitoring missions for providing evidence based information to facilitate decision making for the authorities. • National Health Service Performance Assessments • BPHS (from April 2008) • EPHS (from April 2008)

20. The way ahead • Endorsing M and E Strategy. • Resource allocation (MoPH and Donors). • Up grading structural set up and integration of system.

21. M&E Activities supported by GAVI • Two-day Workshop for 34 PHDs twice a year • Missions (3 persons per team X 7 days X 8 Provinces) per month