human resource for health and social ... strategic plan 2014 2019 i the united republic of tanzania...

1HRH STRATEGIC PLAN 2014 – 2019

MINISTRY OF HEALTH AND SOCIAL WELFARE

THE UNITED REPUBLIC OF TANZANIA

HUMAN RESOURCE FOR HEALTH AND SOCIAL WELFARE

STRATEGIC PLAN2014 - 2019

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Ministry of Health and Social Welfare6 Samora, Machel Avenue11478, Dar es Salaam

September 2014

Supported by Japan International Cooperation Agency (JICA)

iHRH STRATEGIC PLAN 2014 – 2019




STRATEGIC PLAN 2014 – 2019


September 2014

ISBN: 978-9987-737-11-6

ii HRH STRATEGIC PLAN 2014 – 2019

Table of Contents

TABLE OF CONTENTS ii

LIST OF TABLES iv

LIST OF ABBREVIATIONS v

GLOSSARY vii

FOREWORD viii

ACKNOWLEDGEMENT ix

EXECUTIVE SUMMARY x

CHAPTER ONE: INTRODUCTION 1

1.1 RATIONALE FOR THE PLAN AND STRATEGIC OBJECTIVES 2

1.2 BURDEN OF DISEASE AND MAIN CAUSES OF DEATH 2

1.3 SOCIAL WELFARE ISSUES 4

1.4 BRIEF OVERVIEW OF HRH STRATEGIC PLAN IN TANZANIA 4

1.5 PROCESS FOR DEVELOPMENT OF HRH&SW STRATEGIC PLAN 2014-2019 5

CHAPTER TWO: OPERATIONAL ENVIRONMENT 6

2.1 POLICY CONTEXT 6

2.2 INSTITUTIONAL ARRANGEMENTS OF THE NATIONAL HEALTH SYSTEMS 7

2.3 RELATIONSHIP BETWEEN THE PUBLIC HEALTH SYSTEM AND THE PRIVATE SECTOR 9

CHAPTER THREE: CURRENT SITUATION 11

3.1 HUMAN RESOURCES FOR HEALTH POLICY AND PLANNING 11

3.1.1 HRH Planning 11

3.1.2 HRH Policy 11

3.1.3 HRH Information System 11

3.2 HEALTH WORKFORCE PROFILE AND DISTRIBUTION 12

3.3 TRAINING AND DEVELOPMENT 14

3.3.1 Training Institutions 14

3.3.2 Enrolment and Output of Health Training Institutions 14

3.3.3 Continued Professional Development for Health Workforce 16

iiiHRH STRATEGIC PLAN 2014 – 2019

3.4 RECRUITMENT AND RETENTION 16

3.4.1 Status of recruitment: 16

3.4.2 Recruitment Process 17

3.4.3 Retention of health workers 17

3.4.4 Health Workers Motivation 17

3.5 PERFORMANCE MANAGEMENT AND REWARD SYSTEMS 18

3.6 HUMAN RESOURCES FOR HEALTH FINANCING 18

3.7 RESEARCH AND UTILISATION OF RESEARCH FINDINGS 19

3.8 STEWARDSHIP AND PARTNERSHIP 19

CHAPTER FOUR: KEY RESULT AREAS, OBJECTIVES AND STRATEGIES 20

4.1 INTRODUCTION 20

4.2 VISION STATEMENT AND MISSION STATEMENTS 20

4.2.1 Vision Statement 20

4.2.2 Mission Statement 20

4.3 STRATEGIC PLANNING FRAMEWORK 20

4.3.1 Key Result Areas 21

4.3.2 Strategic Objectives 23

CHAPTER FIVE: STRATEGY IMPLEMENTATION 25

CHAPTER SIX: SUMMARY OF ACTIVITY COST 56

CHAPTER SEVEN: MONITORING AND EVALUATION 57

7.1 HRH MONITORING AND EVALUATION FRAMEWORK 57

7.2 THINGS TO BE MONITORED 57

7.3 PROGRESS MONITORING 58

7.4 INFORMATION SOURCES 58

7.5 STRATEGY EVALUATION 58

7.6 UTILIZATION OF MONITORING AND EVALUATION RESULTS 59

7.7 IMPORTANT ASSUMPTIONS 59

REFERENCES 60

APPENDIX: ACTIVITY COSTS 61

iv HRH STRATEGIC PLAN 2014 – 2019

List of Tables

Table 1: Health Indicators 2

Table 2: Main causes of morbidity and mortality 3

Table 3: Accomplishment status of activities planned in HRHSP 2008-2013 4

Table 4: Contribution of the private sector to the national health systems 10

Table 5: HRHSW Available by level of care 12

Table 6: Health Training Institutions by ownership 14

Table 7: Social Welfare Enrolment 14

Table 8: Total Health Expenditure as a percent of national government budget (three years trend) 18

List of Figures

Figure 1: The Process of Development of 2014-2019 HRH&SW Strategic Plan 5

Figure 2: Health System in the Overall Government Context

(adapted from Health System Strategic Plan [HSSP III) 8

Figure 3(a): Availability of staff in health training institutions 12

Figure 3(b): Availability of staff in health training institutions 13

Figure 4: Health workers Per 10,000 population by regions 13

Figure 5: Number enrolled and graduated in Allied sciences by course level, 2008-2012 15

Figure 6: Number enrolled and graduated in Nursing Courses by course level, 2008-2012 15

Figure 7: Utilisation of granted Permits (absolute numbers) 17

Figure 8: HRH budget 2010/11 to 2012/13 18

Figure 9: Strategic Planning Framework 21

vHRH STRATEGIC PLAN 2014 – 2019

List of Abbreviations

AAS ASSISTANT ADMNISTRATIVE SECRETARY

BCC BEHAVIOUR CHANGE COMMUNICATION

BMAF BENJAMIN MKAPA HIV/AIDS FOUNDATION

CHMT COUNCIL HEALTH MANAGEMENT TEAM

CPD CONTINUED PROFFESIONAL DEVELOPMENT

DHS DISTRICT HEALTH SECRETARY

EPI EXPANDED PROGRAM ON IMMUNIZATION

ESL ENTERSOFT LIMITED

FBO FAITH BASED ORGANIZATION

HIV/AIDS HUMAN IMMUNE DEFFICIENCY VIRUS/AQUIRED IMMUNE DEFFICIENCY SYNDROME

HMTs HOSPITAL MANAGEMENT TEAMS

HRHSP HUMAN RESOURCE FOR HEALTH STRATEGIC PLAN

HRH&SW HUMAN RESOURCE FOR HEALTH AND SOCIAL WELFARE

HRHIS HUMAN RESOURCE FOR HEALTH INFORMATION SYSTEM

HRHDP HMAN RESOURCE FOR HEALTH DEVELOPMENT PROJECT

HRHTWG HUMAN RESOURCE FOR HEALTH TECHNICAL WORKING GROUP

HSSP HEALTH SECTOR STRATEGIC PLAN

ITNs INSECTICIDE TREATED NETS

JICA JAPAN INTERNATIONAL COOPERATION AGENCY

NMCP NATIONAL MALARIA CONTROL PROGRAM

MDAs MINISTRY, DEPARTMENTS AND AGENCIES

MDGs MILLENIUM DEVELOPMENT GOALS

MoF MINISTRY OF FINANCE

MoHSW MINISTRY OF HEALTH AND SOCIAL WELFARE

MoEVT MINISTRY OF EDUCATION AND VOCATIONAL TRAINING

MMR MATERNAL MORTALITY RATIO

MMAM MPANGO WA MAENDELEO WA AFYA YA MSINGI

MVC MOST VULNERABLE CHILDREN

vi HRH STRATEGIC PLAN 2014 – 2019

NACP NATIONAL AIDS CONTROL PROGRAM

NACTE NATIONAL COUNCIL FOR TECHNICAL EDUCATION

NCPA NATIONAL COSTED PLAN OF ACTION

NTLP NATIONAL TUBERCULOSIS AND LEPROSY PROGRAM

OPRAS OPEN PERFOEMANCE APPRAISAL SYSTEM

PHSDP PRIMARY HEALTH SERVICES DEVELOPMENT PROGRAM

PMORALG PRIME MINISTER’S OFFICE REGIONAL AND LOCAL GOVERNMENT

POPSM PRISIDENT’S OFFICE PUBLIC SERVICE MANAGEMENT

PMTCT PREVENTION OF MOTHER TO CHILD TRANSMITION

RHMT REGIONAL HEALTH MANAGEMENT TEAM

RMO REGIONAL MEDICAL OFFICER

RRH REGIONAL REFFERAL HOSPITALS

SWTIs SOCIAL WELFARE TRAINING INSTITUTIONS

TCU TANZANIA COMMISSION FOR UNIVERSITIES

TIIS TRAINING INSTITUTION INFORMATION SYSTEM

TI TRAINING INSTITUTION

UDSM UNIVERSITY OF DAR ES SALAAM

USAID UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT

WHO WORLD HEALTH ORGANIZATION

viiHRH STRATEGIC PLAN 2014 – 2019

Glossary

Human Resources for Health (HRH - synonyms are health manpower, health personnel, or health workforce). HRH denotes persons engaged in any capacity in the production and delivery of health services. These persons may be paid or volunteers, with or without formal training for their functions, individuals engaged in the promotion, protection, or improvement of population health, including clinical and non-clinical workers.

Human resources planning “...is the process of estimating the number of persons and the kinds of knowledge, skills, and attitudes they need to achieve predetermined health targets and ultimately health status objectives” (WHO, 1978). Over the years this function has been broadened to include that of formulating human resources policy, in which the word ”policy” refers to statements made by relevant authorities that are intended to guide the allocation of resources and effort. Health services and human resources policies constitute key instruments for implementing decisions affecting the delivery of health care.

Human Resources Production refers to “all aspects related to the basic and post-basic education and training of the health labour force. Although it is one of the central aspects of the health manpower (development) process, it is not under the health system’s sole control” (WHO, 1978). The production system includes all the health system’s educational and training institutions, which are increasingly the joint responsibility of service and educational institutions.

Human Resources Development (HRD) is the process of developing and improving the capacity, ability, skills and qualifications of an organization’s staff to a level required by the organization to accomplish its goals. As applied to human resources for health (HRH), it includes the planning, production, and post-service training and development health personnel.

Human Resources Management has been defined as the “mobilization, motivation, development, and fulfilment of human beings in and through work” (WHO, 1978). It “... covers all matters related to the employment, use, deployment and motivation of all categories of health workers, and largely determines the productivity, and therefore the coverage, of the health services system and its capacity to retain staff” (Ibid). Typical HRM functions include recruitment, staff performance evaluation, work analysis and the development of position descriptions, remuneration policy and practice, and occupational health and safety policy and practice. Strategic HRM is the development and implementation of personnel policies and procedures that directly support the achievement of an organization’s goals and objectives.

Labour Market is an informal market where workers find paying work, employers find willing workers, and where wage rates are determined. Labour markets may be local or national (even international) in their scope and are made up of smaller, interacting labour markets for different qualifications, skills, and geographical locations. They depend on exchange of information between employers and job seekers about wage rates, conditions of employment, level of competition, and job location (Business dictionary. com)

Operational Planning: is related to the implementation of the strategies on a day-to-day basis for example, if training more staff is the strategy selected for improving staffing in remote facilities; the operational planning would include the start date for training courses and the number of tutors needed. (Martineau and Caffrey, 2008) Workforce plan: is an integral part of the strategic plan, it enables senior managers to scan and analyse human resources (HR) data routinely, determine relevant policy questions and institute policies to ensure that adequate numbers of staff with appropriate skills are available where and when they are needed. Workforce planning supports the overall HRH strategic plan within the constraints of available resources. This usually has significant implications for training and the planning for training institutions or recruitment campaigns if suitable prospective staff exists in the labour market (King and Martineau, 2006)

Health Workers Productivity: percentage of observed time spent doing one of the eight “productive” activities including: Direct patient care; Indirect care; Outreach; Administration; Meetings; Training; Cleaning, preparation, Maintenance; and Personal hygiene (The Zanzibar Health Care Worker Productivity Study, 2010)

viii HRH STRATEGIC PLAN 2014 – 2019

Foreword

Human Resource for Health (HRH) is a key component for delivery of quality health and social welfare services to all the people wherever they are. Yet, most countries suffer serious shortages of this important component. In Tanzania, the shortage of HRH&SW is now considered and dealt with as a national crisis requiring continuous and collaborative attention.

This strategic plan provides a framework and clear path toward the attainment of adequate and competent health and social welfare workforce that is motivated and equitably distributed to all parts of the country. Five core values identified in the document require serious attention if this plan is to be turned into a reality which will benefit the people of Tanzania. These are:

• Production of quality workforce with competence and skills mix that commensurate with demand of the time

• Distribution of health workers equitably to all levels in right numbers, with right skills at the right time

• Ensure continuous provision of incentives to all health workers at the right time to stimulate work commitment and performance

• Ensure constant supportive supervision and performance monitoring and evaluation for skills improvement and rewards

• Guaranteed working environment that promote attraction, retention and performance of health workforce at all levels and all places

This Strategic Plan has been developed with a view to creating an enabling environment to promote participation of key Human Resource for Health and Social Welfare stakeholders in addressing human resource crisis in the health sector. It categorise HRH&SW issues and challenges into the six key areas to facilitate the measurement of expected results. These are: HRH planning and policy, HRH&SW research, Leadership and Advocacy, HRH&SW management, Production and Quality of HRH&SW, and Partnership. It is the hope of the government that effective intervention and inputs to the aforementioned areas will enable attainment of the expected HRH targets identified in this strategic plan.

Moreover, it is important to notice that this strategic plan is based on what we know today. Since change is constant, we can only hope for the better given our current situation. Nevertheless whatever these changes will bring in, we must be prepared and determined to adjust our plan so that it will continue to be a guiding light for the effective and efficient production and use of our health workforce to provide better health and social welfare services to all the people we serve.

__________________________________________________

Dr. Donan W. Mmbando

Chief Medical Officer

ixHRH STRATEGIC PLAN 2014 – 2019

Acknowledgement

The government through the Ministry of Health and Social Welfare (MoHSW) extends its outmost appreciation for the generous contributions, support, commitments and efforts put forth by all involved institutions and individuals to ensure success in the development of this Human Resource for Health strategic plan. Indeed, their tireless involvements in the open and participatory processes have made possible the accomplishment of this strategic plan. Though the space does not permit to mention them all, we are thankful so much to all of them.

Specifically, the government is indebted to JICA for their financial assistance, guidance and support provided throughout the process. It is worth to mention Mr. Hisahiro Ishijima- Chief Advisor, HRH Development Project, Nobuko Yamagishi- the project coordinator, Violeth Solomon- the project technical assistant for their time and dedication to this work.

Special appreciations are extended to all MOHSW staff for their valuable contribution in providing and facilitating access to very useful information and technical guidance. In particular we would like to thank you Mr. Martin Mapunda-the acting assistant Director Human Resources Planning, Hussein Mavunde-Coordinators of Human Resources Planning, and Renatus Mashauri-coordinator of Quality assurance for Health, for their tireless involvement in the interpretation and processing of most important HRH data.

The government wish to acknowledge the contribution of experts from WHO Country Office Dr. Martins Ovberedjo, MS Jennofer Macais from Intrahealth capacity project, CDC, I-TECH, GIZ, APHFA, SIKIKA, CSSC, USAID and Mkapa foundation for their time and dedication to this work. Their support was given at an opportune moment when validation, rationalization and critical analysis of the contents of the Draft Strategic Plan were being conducted.

Last but not least, we would like to express our sincere gratitude to our consultants Dr. Henry A. Mollel and Mrs. Hadija Kweka from Ifakara Health Institute for their technical expertise. Their immeasurable contribution and guidance throughout the process have greatly added value to the quality of this strategic plan.

It is our strong belief and conviction that the strategies set out in this Human Resource for Health Strategic Plan will effectively address the human resource crisis in the country for the improvement of health and social welfare of Tanzanians.

___________________________________________

Dr. Otilia F. Gowelle

Director of Training and Human Resource Development

x HRH STRATEGIC PLAN 2014 – 2019

Executive Summary

This Human Resource for Health and Social Welfare Strategic Plan sets out strategies and options for implementation from 2014 to 2019. The strategies focus on moving the country from the HRH&SW crisis to the improved HRH&SW situation in the country. Overall, the Plan guides the health sector in proper planning, development, management and effective utilization of human resources.

There has been much achievement in the implementation of the previous HRH strategic plan 2008-2013. The remarkable achievement includes expansion of health and social welfare training institutions, increasing enrolment, transformation to competence based curriculum by health training institutions, opening of the closed down training institutions, and reduction of the HRH&SW shortage to the current 52%, just to mention but a few. However, as the shortage level indicates, there is still much to be done to increase the quantity, quality, and utilization of HRH&SW. As geographical distribution favours urban areas, special attention is required in rural areas.

The development process of this plan followed participatory and interactive approaches for purposes of ensuring comprehensiveness and wider ownership. It involved reviews of various relevant documents, series of consultations and interviews with key informants, and working sessions with multi-level stakeholders, including key staff from the Ministry of Health and Social Welfare (MoHSW), Prime Minister’s Office Regional Administration and Local Government (PMORALG), Ministry of Finance (MoF), and President’s Office Public Service Management (POPSM). Other stakeholders were from Development Partners, Major Programs, Governmental and Non – Governmental Institutions, Professional Councils and Associations, Private Sector, Regional and Councils Health Management Teams (HMTs/CHMTs) and health workers. The Plan had finally to incorporate the HRH Production Plan 2014-2024, which was developed using the Supply, and Requirements Projection Model developed by WHO.

The plan identifies six Strategic Objectives that will be the focus of achievement in the next five years. These are:

1. Strengthen HRH&SW policy development and planning at all levels

2. Strengthen HRH&SW research and utilization at all levels

3. Promote leadership and advocacy for HRH&SW at all levels

4. Strengthen HRH&SW recruitment, retention, career development and utilization at all levels

5. Increase and standardize production and quality of HRH&SW

6. Strengthen/promote partnerships and coordination of HRH&SW interventions among stakeholders at all levels

These strategic objectives are translated into a number of operational strategies, long-, medium- and short-term targets and activities for accomplishment. Performance indicators are further established for measuring performance of the program and progress against the set objectives and targets as part of ongoing monitoring and evaluation.

The successful implementation of the strategic plan will highly depend on continuous commitments and collaborative efforts of key stakeholders from government sector, non-governmental sector and development partners. It also requires dedication and focus of staff and managers of relevant ministries and the health sector in particular to stimulate, energize and coordinate the incoming efforts to produce results in the short-, medium- and longer-term. Creating demand to improve utilization by end-users, including individuals, households and communities will be a crucial part of measuring success of implementation.


Chapter One:

Introduction

Human Resources for Health (HRH) are a very important component of the health sys¬tem in any country. Recently HRH has received much attention because of challenges associated with obtaining, maintaining and managing health workers for effective and efficient functioning of the health system. The global shortage and crisis in HRH has been increasingly recognized as a factor crippling health systems and jeopardizing curative, rehabilitative, preventive and health promotion efforts.

Health workforce is also known to absorb a great share of the health budget. This fact provides ground for giving more focused attention to HRH issues. Therefore, human resource planning is regarded as an entry point to define and address health workforce issues. This third strategic plan for HRH&SW in Tanzania is introduced with the aim of guiding the efforts and further work in developing human resource plans at different levels of the health system in a comprehensive approach that considers all dimensions of HRH&SW. The plan defines the priorities of HR issues; and accordingly recommends strategic goals and objectives to improve HRH&SW policies, planning, production, distribution and HR management systems to improve individual performance and training services.

The United Republic of Tanzania was highly committed in addressing HRH issues in the previous strategic plan. However, alleviating HRH crisis is a long-term endeavour needing clear milestones and addressing the health systems issues holistically. Tanzania still records a serious shortage of Human Resources for Health and Social Welfare (HRH&SW). The levels of shortage varied over time since independence in 1961, with the sharp increase of the crisis being observed between 1994 and 2002 when the government implemented the civil service reforms policy of 1990s. Such policy reforms involved the retrenchment and employment freeze that focused on cutting down public expenditure. It also resulted to strict adherence to the wage bill, which restricted the amount of fund that can be allocated to most activities including the workforces’ related issues. As a result of the policy reforms, the country’s national health systems suffered extensively from loss of experienced and skilled health workers.

Other contributing factors to the sharp decline included: weak planning and forecasting of Human Resources for Health (HRH) requirements; inadequate involvement of key stakeholders, including end-users of the health care system in HRH planning and brain drain within and outside the country. The Ministry of Health and Social Welfare (MoHSW) acknowledges that the problem of brain drain is not well understood and thus calls for an urgent need to put in place a mechanism to monitor health professional’s movement within and outside the country.

The severity of the problem made the government to announce the shortage of HRH- as national crisis; with intention to express its commitments and call for collaborative effort. The announcement stimulated development of strategies and intervention that focused on increasing production, quality and recruitment of HRH graduates. As a result a number of health training institutions were expanded to double the intake; enrolment of health cadres was increased almost to double; teaching and learning materials such as skills laboratories were equipped and improved; health curricula were changed from non to competence based; some of the closed down training schools such as Nachingwea Nurse Training School was opened also; Emergency Hiring Project was implemented. Despite such development HRH crisis remains a distant dream. In 2005-Joint Annual Sector Review Meeting, the Ministry of Health (MoH) reported the HRH crisis to have reached an emergency proportion. This is an indication that the shortage of HRH is still high- for reasons associated to higher demands on the health sector and higher attrition rates. To date, it is estimated that the shortage of Human Resources for Health is about 56%. The shortage varies across regions, districts and facilities. According to the MoHSW data, the shortage of HRH is more severe in rural areas.

Similarly, the Social Welfare commission, which was moved to the Ministry of Health in 2005, is also suffering the same human resource crisis. The extreme shortage of the social welfare staff is caused mainly by three factors: Retrenchment Policy of 1993, Decentralization Policy which required Social Welfare services to be rolled out to the lower levels which was previously rendered at Central and Zonal level. Similarly, the scheme of services does not allow employment of lower level Social Welfare cadres such as certificate and diploma holders. Since most of the graduates from the Institute of Social Work Dar es Salaam, the only institute that produces the degree level of social welfare cadres, are either absorbed in the private sector or unwilling to work at the lower levels, made the problem more complicated. Such, situation underscores the urgent need for appropriate strategies to address the problem.

2 HRH STRATEGIC PLAN 2014 – 2019

1.1 Rationale for the Plan and Strategic Objectives

To date, the shortage of Human Resources for Health and Social Welfare remains a crisis in Tanzania. It has seriously impinged on various health initiatives and attainment of health goals. This strategic plan is therefore developed to call for more collaborative effort to address HRH crisis in the country. It provides guidance on key issues to be addressed in relation to HRH production, planning, development, management, utilization and monitoring of HR within the Health Sector and Social Welfare. The Strategic plan is also used as a coordinating and integrating instrument among various HRH&SW stakeholders. In overall, this plan facilitates the extension and sustainability of results obtained from implementation of previous HRH strategic plans. It is expected to contribute to the improvement of human resource financing by providing comprehensive budgets and identifying ways of mobilizing adequate resources from all stakeholders. As such it will assist the country to achieve the right number of health and social welfare workers, with the requisite knowledge and skills that are effectively managed and are equitably distributed to ensure that national health goals are attained. Currently, the health status of the country is as shown in the health indicators below;

Table 1: Health Indicators

Indicators Both sex Male Female Source and Year

Life expectancy at birth 55 53 56National Bureau of

Statistics 2010 estimates

Crude Mortality rate 38.1/1000 - -National Bureau of

Statistics 2010 estimates

Under-5 mortality rate 81/1000 - - DHS 2010.

Maternal mortality ratio (deaths per 100,000 live births)

- - 454 DHS 2010.

HIV/AIDS prevalence rate (15-49 years)

5.7% 4.6% 6.6%2011/12 Tanzania HIV/

AIDS and Malaria Indicator Survey

% with access to safe water 81.4% urban

46.7% rural- - Tanzania in Figures 2010

% with access to improved sanitation

29.3% urban8.7% rural

- - Tanzania in Figures 2010

Infant mortality rate 51/1000 - - DHS 2010

Source: MoHSW

1.2 Burden of Disease and Main Causes of Death

High burden of disease remains a major challenge facing the health sector. The life expectancy has remained below 55 years on average. In spite of a decline in infant and under five mortality, overall Maternal Mortality Ratio (MMR) and prevalence of other major diseases like HIV/AIDS, Malaria and Tuberculosis remain high. New interventions such as Prevention of Mother to Child Transmission (PMTCT), Counselling and Testing, distribution of Insecticide Treated Nets (ITNs) has significantly increased health staff workload. In addition local and international governmental and non-governmental agencies and Programs involved in research and implementation of these interventions continue to take away staff from traditional health service delivery. The workforce requirements of most of these Programs are not provided for in the current staffing levels. The country also faces high incidence of non-communicable conditions such as cancers, diabetes, malnutrition and cardio-vascular diseases. Table 2 shows the main causes of morbidity and mortality in the country. The causes suggest the need for more health and social welfare workforce with skill mix.


Table 2: Main causes of morbidity and mortality

Condition Under five years (%) Condition Five years and above

Outpatients attendances

Deaths among admissions

Outpatients attendances

Deaths among

admissions

Peri-natal andNeonatesConditions

15.5Vitamin ADeficiency/Xerophthalmia

42.8

Cardiac Failure 0.1 14.0 Hepatitis 1.4 23.0

Severe ProteinEnergyMalnutrition.

11.9 Cardiac Failure 14.9

HIV/AIDS 11.4 GUD 0.4 8.9

CongenitalDiseases

10.9OtherCardiovascularDiseases

0.5 8.8

HaematologicalDiseases

8.9 Tuberculosis 0.1 8.1

OtherNutritionalDisorders

0.1 7.2Severe ProteinEnergy Malnutrition

7.7

Neoplasm 7.2 Hypertension 6.5

DiabetesMellitus

5.9NutritionalDisorders

5.2

Tuberculosis 0.3 5.0 Anaemia 2.0 5.2

Anaemia 1.7 4.7 Pneumonia 4.9

Non-Inf.GastrointestinalDiseases(Others)

4.6BronchialAsthma

3.9

OtherCardiovascular

4.4 Sickle Disease 3.5

Sickle cellDisease

4.3 Neuroses 0.2 3.4

Poisoning 0.1 3.9RespiratoryDisease

3.2

Burns 0.3 3.9Malaria- Severe,Complicated

2.6

Pneumonia 9.5 3.2 Ear Infections 1.3 2.1

Snake andInsect Bites

3.2 Psychoses 0.7 2.0

Malaria- Severe,Complicated

34.6 2.7 Epilepsy 1.9

Source MoHSW


1.3 Social Welfare Issues

There has been a rapid increase of social problems in Tanzania stimulated by a number of factors such as high population growth, socio-cultural changes, HIV/AIDS pandemic and poor socio- economic trends. The situation today is such that Social Welfare services are in great demand due to these increasing social problems, which are exacerbated by poverty, and the effects of HIV/AIDS. To date, the specific problems which need social welfare services interventions include child labour, early pregnancies, child abuse, child neglect and family rejection, alcohol and drug abuse, increasing levels of destitution, commercial sex (prostitution), cases of sexual assault, number of households headed by children and or elderly people. Other increasing social problems include family disintegration, marriage breakages, number of street children, number of orphans, vulnerable children, widows/widowers, elderly and human trafficking especially children, increasing number of children in conflict with the law, child truancy and single parenting.

Despite the fact that Social Welfare Commission has been in existence for many years there has not been much success in dealing with the identified social problems due to inadequate resources including human resource, infrastructure, finance and working facilities. This HRH&SW Strategic Plan provides a platform for improving Human Resources for Social Welfare, which is one of the key components for reduction of social stress contributing to poor health and, therefore, the plan contributes to attainment of better health for all.

1.4 Brief Overview of HRH Strategic Plan in Tanzania

In Tanzania, the first HRH Strategic Plan was developed 1996 and implemented between 1996 and 2001. The focus of the plan was mainly to elevate HRH issues to be recognised in the health sector reforms and decentralization. One of the major results of the plan has been the devolution of primary health services (i.e. district hospitals, health centres, dispensaries and other community based health services) including management of HRH to the local government authorities.

The second HRH strategic plan was developed in 2008 for the period 2008-2013. Unlike the previous strategic plan, the 2008-2013 HRHSP received attention of many stakeholders from government, nongovernmental institutions and international communities. It reinvigorated and complemented the efforts of the government through the Ministry of Health and Social Welfare (MoHSW) in addressing the crisis. The accomplishment of planned activities was about 70%. This success is the product of strong partnership of HRH actors- Table 3 illustrates accomplishment of activities by strategic objectives.

Table 3: Accomplishment status of activities planned in HRHSP 2008-2013

Strategic ObjectivesNo of

Strategies

Number of Planned Activities

Activities Implemented

Activities not implemented

SO 1: To improve Planning and Policy Development Capacity

4 38 27 11

SO 2: To Strengthen Leadership and Stewardship in Human Resources

2 12 7 5

SO 3: To improve Education, Training and Development for Human Resources

5 53 52 1

SO 4: To improve Workforce Management and Utilization

9 36 22 14

SO 5: To build and Strengthen Partnership in HRH

3 10 4 6

SO 6: To Strengthen HRH Research and Development

1 8 2 6

SO 7: To Promote Adequate Financing for HRH Strategic Plan

1 5 1 4


Thus, the development of HRH&SW strategic plan 2014-2019 builds on the two previous plans. It is enriched from the lessons learned and experiences gathered from implementation of the two HRH strategic plans.

1.5 Process for Development of HRH&SW Strategic Plan 2014-2019

The development of this strategic plan was interactive and participatory. It began with the assessment of the current situation to identify the existing HRH gaps and key issues that required new strategies. The situation analysis involved stakeholders’ consultation and review of relevant literature. The stakeholders were drawn from three levels, namely: local government levels, regional level and national level. The selected informants comprised of health services providers, implementers of various health and social welfare initiatives, Health and Social Welfare managers, beneficiaries, health and social welfare development partners, and policy makers. The information of the current situation was analysed and categorised into six thematic areas, namely: HRH Planning and Development; Education, Training and Development; Leadership and Advocacy; Management and HRH utilization; Research and Development; Partnership for Human Resource for Health. Each of the thematic areas covered four consistent information regarding strengths, weaknesses, opportunities and threats.

To ensure ownership and comprehensiveness of the plan, the situational analysis was conducted with the aid of the Core Group formed to undertake the process. The core group comprised of the key relevant staff from the MoHSW. Figure 2 illustrates the process for development of the 2014-2019 HRH&SW strategic plan.

Figure 1: The Process of Development of 2014-2019 HRH&SW Strategic Plan

As shown in figure 1 the process involved seven phases. Each phase was interactive with either the core group (members from MoHSW) or with identified HRH key stakeholders. The involvement of stakeholders in all stages provided a broader spectrum for identification of HRH issues at all levels. As such, HRH&SW strategic plan 2014-2019 is more evidence-based and comprehensive.

As the HRH&SW Plan 2014-2019 was being developed, the HRH Production Plan (HRHPP) 2014-2024 was also being developed. The HRHPP is a detailed plan developed on the basis of the supply and requirements projections made by applying the Supply and Requirements Projection Model developed by WHO. The projections are made basing on demographic and macro-economic projections and expected changes in the pattern of diseases and the vision, aspirations and expectations of policy makers of health services and health system of the future to meet the changing disease pattern and demands of the population in terms of access and quality of health care. The HRHPP has been incorporated into the HRH&SW Strategic Plan 2014-2019.


Chapter Two:

Operational Environment

2.1 Policy Context

The commitment by the government and international communities to address health problems is revealed in a number of policies and strategies. Such policies and strategies also call for optimal human resources to meet the envisaged strategic goals. These directional strategies and policies have been used to provide a framework and guidance for the development of this strategic plan. They provided not only a focus and key issues of concerns by various stakeholders that have been taken into account in the development of this plan but also a sense of commitment that facilitate implementation. Some of such policies and guidelines are outlined as follows:

Millennium Development Goals (MDGs):

The Millennium Development Goals aim at reducing child mortality by two-thirds, Maternal Mortality rate by three-quarters, combat HIV/AIDS Malaria and other diseases by controlling them by 2015. Human Resource strategic Plan has been developed to ensure availability of the necessary resources such as adequate health workforce to provide health services.

National Strategy for Growth and Reduction of Poverty:

The strategy advocates for improvement in the quality of life and well being of all Tanzanians. Human Resource for Health and Social Welfare Strategic Plan to a great extent has identified effective interventions that will have a direct impact on quality of life and well being such as immunization for children and control of diseases by ensuring availability of skilled workforce to provide quality services

Tanzania Development Vision 2025:

Tanzania Development Vision 2025 is a wider government official roadmap and a dream towards sustainable human development through achieving high quality livelihood for all. The vision identifies health and social welfare as a priority, and therefore the Human Resource Strategic Plan for Health and Social welfare has been developed to reflect vision 2025 for macro-policy linkage.

National Health Policy 2007:

The National Health Policy aims at implementing national and international commitments. These are summarized through policy vision, mission, objectives and strategies. The Health Policy vision is to have a healthy community, which will contribute effectively to development of individuals and the country as a whole. The mission is to facilitate provision of basic health services, which are proportional, equitable, good quality, affordable, sustainable and gender sensitive. The Human Resource Strategic Plan seeks to implement strategies related to human resource as outlined in the policy.

Primary Health Services Development Program (PHSDP), 2007 – 2017:

PHSDP aims at having a dispensary at every village, a Health Centre at every ward and a District Hospital at every District. The program requires the establishment and staffing of an additional 5162 dispensaries, 2074 health centres and 8 district hospitals. The Human Resource Strategic Plan compliments the effort to implement the program comprehensively through aligning all strategic factors related to human resources. Inculcating a care seeking behavior and increasing demand for services among communities is key to the success of the PHSDP. Evidences around the African continent show that providing health facilities and HRH within reach of the communities does not necessarily mean the community will automatically utilize the services. The demand must be generated through effective BCC strategies and this must be factored in the pre-service education and training of HRH. There are serious steps taken currently to increased community based services where formalization of community health workers is one of the key policy agenda


The MMAM Programme will be implemented with the Managed Primary Health Care approach by undertaking a systematic development of dispensaries, health centres and district hospitals. That is, construction of new health facilities will be undertaken with care, by first ensuring that those already constructed are provided with competent staff with appropriate skills-mix, adequate medical supplies and equipment so that they function optimally, strengthening the referral system.

Human Resource Policy Guidelines – 2005:

Human Resource Policy major goal is to have a well-planned, trained deployed and motivated workforce. The Human resource Strategic Plan has set strategic intervention to address the policy goals

Social Welfare Policies and Legal Frameworks:

There are various policies and frameworks governing the provision of social welfare services in Tanzania. Both policies and frameworks demonstrate the government’s commitment and political will to extend social protection to all vulnerable groups. One of the key strategies emphasised in policy and framework documents focuses on strengthening the social welfare workforce. They stipulate that for effective implementation of the NCPA II and sustained provision of welfare services to the Most Vulnerable Children (MVC), Persons with Disability and The Elderly in Tanzania; it is crucially important to plan, train, develop, support, and manage the social welfare workforce.

The available policies and frameworks for social welfare services include the National Costed Plan of Action for Most Vulnerable Children NCPA II 2013-2017, The Law of the Child Act No.21 of 2009, The Law of Person with Disability act No.9 of 2010. Persons with Disability Act 2010, Disability Policy 2004 and the National Ageing Policy 2003.

Health Financing:

The HRH Production Plan 2014-2024 which is incorporated into the HRH&SW Strategic Plan is based on some macro economic assumptions and projections in funding for the health sector. The Government is expected to introduce new financing mechanisms that will raise the level of available finance for health personnel from 62% in 2014 to 66% in 2019. The share of the public sector budget as a percentage of the GDP is assumed to increase minimally to 14.4% by 2019. With the projected average annual change of GDP of 6%, this will give an average increase in personnel expenditure of 8.2%, which will allow for increase in staff numbers, staff pay and benefits and retention of staff in rural areas.

2.2 Institutional Arrangements of the National Health Systems

The national health system operates in a decentralized system of governance. It is organised in a referral pyramid, made up of three main levels namely, I) district level, II) regional level and III) National Level. The classification of private health facilities follows the criteria of the national health system.

District Level:

According to the current arrangement, the Local Government Authorities have full mandate for planning, implementation, monitoring and evaluation of health workers within the districts. The responsible structure for services delivery at this level is the Council Health Management Team (CHMT). The District Medical Officer (DMO) heads the CHMT as in charge of all District Health Services. The CHMT follows guidelines for planning and management of district health issued jointly by MOHSW, PMORALG and Ministry of Finance and Economic Affairs. The DMO is accountable to the Council Director on administrative and managerial matters, and responsible to the RMO on technical matters. The District Health Secretary (DHS) aids the DMO. The HRH needs for the districts are established in support of the CHMT by the management of the relevant health facilities i.e. dispensaries, health centre and the district hospital (or designated district hospital where the government owned hospital is not available) and forwarded to the council to be incorporated into the Comprehensive Council Health Plan. Once the plan is approved, it is the responsibility of CHMT to execute.


Regional level:

The regional secretariat plays a linking role and oversight for Health services delivery in the region. At this level, the responsible structure for the Management of HRH issues is the Regional Health Management Team (RHMT) headed by the Regional Medical Officer. The RMO is the Assistants Administrative Secretary (AAS) of Health and therefore reports directly to the Regional Secretariat (RS). The RHMT is responsible for scrutinising the health plans in the region to ensure that they correspond to the national priorities and providing oversight to local governments. Besides, the RHMT provides technical support and oversight to the respective Regional Hospitals. The HRH issues such as acquisition and management are addressed through the Regional Referral Hospital Plan. The plan for the regional hospital is developed by the Regional Referral Hospital Management Team (RRHMT) and submitted to the regional secretariat of which RHMT is part, for scrutiny before it is forwarded to the relevant ministries.

National Level:

The MoHSW is charged with the responsibility of ensuring the provision of quality health services in the country. To accomplish this responsibility, the Ministry’s functions are divided into seven directorates, which include: Curative Services, Preventive Services, Human Resource Development, Policy and Planning, Social Welfare, Procurement and Supply and Administration and Personnel. As indicated in figure 1, these departments are further divided into sections for a more effective implementation as reflected in the organizational structure. Each of the department plays a crucial role in the management of HRH in terms of recruitment, promotion, development, retention, and utilization. It is important however to note that, though the Organization and Management of HRH functions are undertaken within the parameters of the MoHSW mandate, the overall management of the health system is a collaborative process that involves the Ministry of Health and Social Welfare (MoHSW); Presidents’ Office Regional Administration and Local Government (PMO-RALG); the Ministry of Finance and Economic Affairs the Ministry of Education and Vocational Training. The President’s Office Public Service Management (POPSM) controls all public sector employment and is responsible for determining and approving the pay and compensation packages and terms and conditions of employment in the public sector, Figure 2 shows the ministerial linkages of the overall management of the health system.

Figure 2: Health System in the Overall Government Context (adapted from Health Sector Strategic Plan [HSSP III)


Under the current arrangements, the MoHSW has oversight function for the collection and analysis of human resource information including provision of statistical estimates of present and future human resource requirements at all levels of the health system. In addition, the Ministry provides technical support to the local authorities and regions to achieve their human resources requirements. Also the Ministry formulates policies, regulation and standards. Within the framework of the ongoing local government reforms, the district authorities have responsibilities for delivering health services including full responsibility for human resource within their areas of jurisdiction. The human resource management framework involves an extensive process requiring multiple decision-making steps, which are occasionally, time consuming and slow.

Ministry of Health and Social Welfare through its Social Welfare Commission is charged with the responsibility of ensuring the enhancement of the provision of comprehensive, accessible, high quality social welfare services to the people. The department has set some strategic areas for intervention, among them are:- Enhancement of quality of life of vulnerable individuals, groups and families; Early childhood care and development; and facilitation of the transformation of social welfare services.

The Social Welfare Commission has been moved to the Ministry of Health since 2005, it is therefore necessary to realign and harmonize its direction and interventions to the ongoing reforms and the decentralization policy requirements. The functional activities will now be done under the following levels; Central (MoHSW), Regional Secretariats, Districts, and specialized institutions. The Social Welfare Commission works in close collaboration with Ministry of Home Affairs, PMORALG, Ministry of Education, and courts of law.

The MoHSW also oversees autonomous agencies, such as the Tanzania Food and Drugs Authority (TFDA), Medical Stores Department (MSD), the Government Chemical Laboratory Agency (GCLA), National Institute for Medical Research (NIMR), Tanzania Food and Nutrition Centre (TFNC) and National Health Insurance Fund (NHIF). The MoHSW collaborates with donors and nongovernmental organizations on the implementation of public health programmes such as the Immunization for Vaccine Development (IVD), Reproductive and Child Health (RCH), National AIDS Control Programme (NACP), National Malaria Control Program (NMCP) and the National Tuberculosis and Leprosy programme (NTLP). The MoHSW also oversees National Hospitals, Consultant and Specialized Hospitals.

Health Services Boards and various community health committees (Health Facility Governing Committees, Community Health Fund Committees etc) have been formed to ensure community involvement in health service delivery and also contribute to the formulation, monitoring and evaluation of health plans.

2.3 Relationship between the Public Health System and the

Private Sector

The organization and management relationship between public and private sector is not well developed. Within the context of HRH management, the private and public sectors operate separately with minimal coordination. Planning, research, regulation, training, career path and compensation issues are also undertaken separately. The public sector staff has been seconded to support institutions providing Faith Based health services. In such instances, contracts have been managed within short-term parameters with government continuing the payment of salaries. Critical issues such as welfare benefits and related entitlement and tenure are often not clearly defined. Furthermore, the government provides grant in aid to FBO on contractual basis to support the running of the health facilities and training institutions depending on the priority needs. In addition, the government provides opportunities for in-service training to staff in both public and private/FBO sectors.

The training of health graduates professionals is done by Institutions of Higher learning under the Ministry of Education and Vocational Training. It involves working relationship between the institutions, MoEVT and the MoHSW. The contribution of non-governmental institutions in this area has been significant. As indicated in table 4, the institutions in the non-government sector have been providing a range of services that has largely complimented the government capacity to deliver health services in the country. Yet, the existing partnership between government and non-governmental institutions are inadequate to harness potentials of existing non-governmental institutions in the country. It is therefore crucial that partnership between the government and non-governmental institutions are strengthened to contribute more to the improvement of HRH&SW situation in the country.


Table 4: Contribution of the private sector to the national health systems

Areas of Contribution Facility

Service delivery Hospitals

Health Centres

Dispensaries

Training Universities

Allied Health Training Schools

Nursing Training Schools

Institute of Social Works

Day Care Training Institute

Research Institutions

Social Welfare Retention Homes

Approved School

Children’s Homes

Homes for Elderly

Day Care Centres

Drug/alcohol abuse counselling centre

Marriage Reconciliation Boards

Centres for Street Children

Vocational Training and Rehabilitation Centres for Person With Disabilities

Source: MoHSW – HRH profile 2013.

In addition to what is indicated in table 4, there are other facilities provided by the private sector as complementary to the government. Such facilities include: pharmaceutical shops and industries, laboratories, radiological centres, physiotherapy, Dental services, Waste management, ambulance and logistics, laundry, and catering, just to mention but a few. For effective and efficient function, these facilities require adequate available health workers.


Chapter Three:

Current Situation

3.1 Human Resources for Health Policy and Planning

3.1.1 HRH Planning

Considerable development is recorded in the area of HRH planning. This includes capacity development at national level, employment of health secretaries in all councils, as well as strengthening of information system. In an effort to ensure the production of human resources is focused and is in line with national priorities, a production plan has been developed. The plan is meant to guide HRH production in terms of numbers and cadres. Despite these successes there are several challenges. First the devolution of HRH planning role to other levels is limited. Councils concentrate more on Personnel Emolument budgeting rather than HRH planning in general. Therefore more emphasis is given to projection of staff numbers and less attention is given to issues like succession plan and staff retention. Another challenge is the limited collection and sharing of human resource information from the private sector. Furthermore, there is limited technical capacity for analyzing human resource demands and supply projections and forecast.

3.1.2 HRH Policy

The MoHSW has the mandate for coordinating policy formulation, guidelines, standards and the identification of priorities in the health sector. The MoHSW also regulates the activities of private health sector through setting and monitoring standards for quality of care and training. In the last five years several policy guidelines focusing on training, career pathways and staffing norms were developed and introduced. The challenges in this area include delays in finalising drafted policies and guidelines which have had negative effect in dissemination, limited emphasis on evaluation of existing policies and guidelines and low utilization of existing evidence in the development process of new policies. Furthermore harmonisation, cross-referencing and analysis of influence of these policies to HRH are limited.

3.1.3 HRH Information System

To better inform HRH policy and planning, efforts were made by HRH development partners recently to obtain sensible HRH data and information. With support from Japan International Cooperation Agency (JICA), two information systems have been developed called Human Resource for Health Information System (HRHIS) and Training Institution Information System (TIIS). The former is for health facilities and the later is for training institutions. HRHIS is installed in all regions, councils and referral hospitals, and TIIS in all training institutions and universities that produce health professionals. The systems are capable of assisting users to collect quality information and help them generate varieties of reports from individual staff reports to country aggregate. However the system is not without challenges. Some of the existing challenges in executing the systems include:

• Difficulties in collecting HRH data from private and Faith Based Organization’s facilities

• Since the system is computerised- it is still challenging to some councils, which have not yet been connected to electric power supply.

• Familiarity of these tools by HR managers is minimal

• Motivation to utilize the system is low.


3.2 HealthWorkforceProfileandDistribution

In 2013 there were a total of 6,876 Health facilities in the country. Out of these 5,913 are dispensaries, 711 are Health centres, 219 district level hospitals, 25 are Regional Referral Hospitals and 8 National, zonal and specialized hospitals. According to the new Staffing levels guideline (2014), the minimum number of health workers required to provide quality health services in these facilities is 145,454. The actual number of health workers available is 63,447 and the shortage is 82,007, which is about 56.38%. The number of workers required in the Health Training Institutions is 4,325 and only 2,820 are available, the shortage of workers in the health training colleges is 1,505 or 34.79%. There is a great challenge of rapidly aging workforce, which will exacerbate the crisis.

On the part of social welfare, a total of 437 social workers are available in the country, which is 13% of the requirement. The available social welfare workers are distributed in various levels of the government departments and institutions. The number of social welfare workers deployed in the public sector differs between regions. This is determined by presence of relevant social service institutions and also the number of districts, which have already enlisted the cadres in their human resources recruitment needs.

Staff availability trend (2010/11-2012/13) for academic staff in training institutions is declining. To reduce the intensity of academic staff shortage, the health training institutions use part time teachers from nearby hospitals or from other institutions. Although this strategy helps to reduce burden to existing teaching staff, the capacity to engage teaching staff has been declining annually from 2010/11 to 2012/13- Figure 3.

Table 5: HRHSW Available by level of care

Level of Care Required Available Deficit % Shortage

Health Service Delivery Facilities 145,454 63,447 82,007 56.38%

Health Training Institutions 4,325 2,820 1,505 34.79%

Total 149,779 66,267 83,512 56%

Figure 3 (a): Availability of staff in health facility


Figure 3(b): Availability of staff in health training institutions

The existing workforce is mal-distributed, the situation is worst in dispensaries. Many staff prefer to work in urban rather than rural areas due to poor working and living environment. There is a clear regional disparity with regard to HRH availability. Kilimanjaro, Dar-es salaam, Iringa, Lindi and Pwani are better off compared to regions such as Kagera, Rukwa, Tabora, Kigoma and Shinyanga. Health workers density ranges from 4/10,000 population to 10/10,000 population1 - figure 4.

Figure 4: Health workers Per 10,000 population by regions

Source: HRHIS

1 MOHSW HSSP III Midterm evaluation report September 2013


3.3 Training and Development

3.3.1 Training Institutions

There are 153 registered training institutions, which offer various training programs for health and social welfare workers. The non-degree level programs for health professionals fall under the Ministry of Health and Social Welfare and accredited by the National Council for Technical Education (NACTE) which is responsible for setting entry qualification and educational standards. The degree programs are under the Ministry of Education and Vocational Training and are regulated by the Tanzania Commission for Universities (TCU). The private sector has a growing number of training institutions in the health sector; and the recent years witnessed an increase in number of private for profit health human resources training facilities. Table 7 shows the number, programs offered and ownership of health training institutions in the country.

Table 6: Health Training Institutions by ownership

Training Institutions Public Faith Based Organisation

Private Total

Doctor of Medicine 2 6 2 10Dentistry 2 1 0 3Clinical Officers 20 3 3 26Clinical Assistant 6 0 3 9Pharmacy 2 1 2 5Nursing and Midwifery 31 35 7 73Paramedical Laboratory 4 4 5 13Paramedical radiology 0 1 0 1Paramedical OT/PT 4 0 0 4Paramedical Optometry 1 0 0 1Environmental and Public Health 6 0 0 6Health Record 1 0 1 2Total 79 51 23 153

Table 7: Social Welfare Enrolment

Cadres 2008/2009 2009/2010 2010/2011 2011/2012

Certificate in Social Work 94 117 114 111Early Child Hood Development (ECD) 34 30 26 51Diploma in Social Work 151 137 114 204Bachelor in Social Work 244 225 435 278Postgraduate Diploma in Social Work 28 39 23 15Total 551 548 712 659

3.3.2 Enrolment and Output of Health Training Institutions

The number of enrolled students doubled between 2005 and 2010. 4914 students were enrolled to join various trainings in 2005, while in 2010, the number of enrolled students was 8956. The pool of applicants for medical specialization has increased substantially as a consequence of expansion in basic medical education in the country. This is partly attributed to governmental support through loan from the loan board. The contribution of non-public institution is about 28% of all postgraduate enrolment - Figure 5 and 6.


Figure 5: Number enrolled and graduated in Allied sciences by course level, 2008-2012

Figure 6: Number enrolled and graduated in Nursing Courses by course level, 2008-2012

Although there is high production of social welfare workforce in the labour market, the challenge remains in recruitment, deployment and retention of the available graduates from respective Universities and Colleges.


3.3.3 Continued Professional Development for Health Workforce

Continued Professional Development (CPD) concept is not adequately emphasized and institutionalised. The available CPD guidelines have not been adequately operationalized and are outdated. The in-service training has been confined to classroom teaching, which mainly complicates the existing HRH crisis by taking the health workers away from their workstation. The potential of applying on-job training, mentoring and coaching, distance learning and e learning are less explored. There is inequity in accessing CPD. It is common to find health workers who have not been refreshed for periods of 5 years or more while others have attended several trainings. After all, there has been little follow up of those who attended such training to establish the effect of the training on their performance.

CPD is not well related and integrated into service provision and practice and thus not reflected in the allocation of health care budgets. Medical schools and health training institutions usually focus on basic and qualification programs -their role in CPD is not clear. There is hardly any emphasis in the curricula that inculcate a culture of lifelong learning that enables the student to appreciate in the future the importance of CPD for their practice and career. There is no system to support or recognize participation of health workers in CPD activities whether inside or outside the country. Certificates and credits gained from these trainings do not usually count towards the promotion of individual health workers and their career development.

Despite the recorded successes, the health training institutions face several challenges which include big shortage of teachers in training institutions and increased workload due to increased enrolments of students. Currently the available number of teachers only few have attended teaching methodology courses and others have not There are no clear mechanisms for updating teachers on new developments in service provision such as changes in case management for certain diseases. Consequently the new graduates go to service without updated knowledge. On the part of practical exposure to students, several challenges have been reported, for example, due to critical shortage of staff in health facilities, trainees get limited exposure time with clinical instructors. Another challenge is the increased number of students and limited numbers of teaching hospitals leading to inadequate exposure of students to patients. Other challenges include: Limited funding and unstable disbursement of funds, poor infrastructure, shortage of learning materials as well as limited enrolment to cope with the existing demand for certain cadres such as laboratory and pharmaceutical staff. Moreover, there is weak quality management framework for ensuring quality of training in schools and adaptation of new technology to increase efficiency in training

is limited.

3.4 Recruitment and Retention

3.4.1 Status of recruitment:

There are several players dealing with HRHSW matters. At least four ministries or government departments are involved in HRHSW decisions, making it challenging to coordinate the recruitment process. There are sentiments that the recruitment process is cumbersome and less efficient. Councils complain that permissions are granted for cadres that were not requested. There are instances where permits granted consist of cadres that are not available in the market. The advertisements for recruiting health staff provide a chance for potential recruits to choose three regions they would like to be posted to. Consequently rural and hard to reach areas are less selected. Not all of the posted employees report. Others report and quit. For example Out of 4812 permits, which were utilised only 63%, reported to their respective stations. Out of the reported staff 13% left for several reasons such as delays in being entered into the payroll and receive salary payment on time


Figure 7: Utilisation of granted Permits (absolute numbers)

3.4.2 Recruitment Process

Recruitment in the health sector is a multisectoral function; it involves PMORALG through Councils which are charged with the responsibility of identification of new employment posts. Likewise PO-PSM is charged with the responsibility of rationalisation, validation and approves new employment posts. Ministry of Health and Social Welfare is responsible for advertising and posting of health workers to relevant authorities and lastly Ministry of Finance which is responsible for financing new posts in form of salaries.

Challenges in recruitment include low human resource management capacity in the councils, limited allocations for personnel emoluments, poor working conditions (roads, communication network, electricity, recreation, water, and schools for children) especially in rural areas, limited ability of the health and social welfare sector to meet the basic employee personal needs (including pay for extra/ heavy workloads, workplace hazard allowance and opportunities for self development) and brain drain within and outside the country.

For example Out of 4812 permits, which were utilised only 63%, reported to their respective stations. Out of the reported staff, 13% left for several reasons such as delays to clear their claims like subsistence allowance, moving costs and late incorporation into payroll; Poor working environment; un-availability of staff houses, bad roads and lack of essential social services.

3.4.3 Retention of Health Workers

The magnitude of retention problem is not well established. For example according to HRH research synthesis commissioned by GIZ in 2011, about 53% of skilled staffs in the districts are intending to leave services. The HRH synthesis recommended that, apart from the various “one-time focused studies on attrition” there is a need to have in place an institutionalised system for continuously and regularly tracking the attrition, identifying reasons and recommending strategies to address the problem.

3.4.4 Health Workers Motivation

Retaining HRH has been a problem due to challenges such as compensation and working conditions. The internal and external brain drain is one of the prominent factors. Efforts are underway to attract staff to public sector. The government has been increasing salaries almost annually since 2006. Pilots on ways to attract professionals in underserved areas were conducted to inform the government on issues for consideration both at national and council level. Although there is no national mechanism or guidance on retention of staff, some council specific initiatives to motivate staff have been tried. POPSM developed pay and incentive policy in 2010. The policy needs to be disseminated and operationalized.


3.5 Performance Management and Reward Systems

Currently, the government uses OPRAS as a mechanism to enhance performance of public servants including health workers. The use of Open Performance Review Appraisal System (OPRAS) began in 2004, which is one of the outcomes of public services reform of which health sector reform is part. Promotion and career advancement are still rewarded by considering staff working experience and not performance and OPRAS is less utilised. Supervisors are reluctant to use OPRAS due to inadequate knowledge and skills on application of OPRAS. Unfortunately there is limited guidance on how best to use the system to health professionals.

3.6 Human Resources for Health Financing

The most critical factor driving health system performance, the health worker, was neglected and overlooked for long. Of late, there is a growing awareness that human resources rank consistently among the most important system barriers to progress. Paradoxically, in countries of greatest need, the workforce is under “attack” from a combination of unsafe and unsupportive working conditions and workers departing for greener pastures. While more money and drugs are being mobilized, human resources for health, remains underfunded. This is contributed by the underfunding of the health sector. The Abuja declaration recommends allocation of 15% of national budget to health sector. Although health sector financing is considerably improving, it is still below the Abuja declaration targets (Table 8) and human resources for health is ill financed.

Table 8: Total Health Expenditure as a percent of national government budget (three years trend)

Year Budget (Billions)Total Health Expenditure as % of

national government budget

2012/2013 1,288.8 10%2011/2012 1,209.1 10%2010/2011 1,206 12%

MoHSW’s commitment to adding budget for HRH activities is vivid, but it is impinged by limited budget. For example since 2010/11 MoHSW has increased enrolment to training institutions but the training budget did not increase to cope with the increased enrolment – Figure 8.

Figure 8: HRH budget 2010/11 to 2012/13


3.7 Research and Utilisation of Research Findings

The government of the United Republic of Tanzania realises the importance of HRH research in the provision of information for health planning and decision-making. In 2005 and 2011, the Ministry of Health and Social Welfare collected and synthesized various HRH research studies. The 2011 research synthesis noted a research gap with regard to migration, partnership, production and performance of health care workers. The challenging part is the coordination and utilisation of HRH research to inform HRH plans, policies and strategies due to the fact that previous studies focused more on identifying “What and how much questions” and less on “How and why questions”

3.8 Stewardship and Partnership

There is need to provide strong leadership to effectively address the human resources crisis. A major challenge has been a chronic low investment on human resources functions. This challenge is attributed partly to limited sector dialogue and weak advocacy. The strengthening of human resources management systems and structure is required at relevant levels.

For the past five years the Ministry of Health and Social Welfare played a key leadership role to address the decentralisation challenges affecting Human Resources for Health Management. MoHSW on behalf of LGAs took a role of recruiting and posting HRH for regional and LGAs. Although there are some limitations that are partly attributable to coordination of various players in recruitment arena as well as peripheral capacity to handle the entrusted responsibilities, MoHSW’s involvement in recruitment process has reduced the impact of decentralising human resources for health recruitment process considerably. With regard to financing, MoHSW in recognition of central government’s financial limitations- leveraged government’s efforts by soliciting funds to address some key strategic interventions. In Global Fund Round Nine, the MoHSW has included a human resources component that contributed a lot in increasing efficiency in recruitment and staff retention. The implementation of this program is done in partnership with a non-government organization – The Benjamin William Mkapa Foundation. Moreover the implementation of outgoing strategic plan attracted several actors and it broadened the partnership base. However, coordination remained a challenge.

The challenges of enhancing leadership and stewardship in HRH still exist. These include

• Challenges of coordination such as limited transparency, duplication of activities and inadequate sharing of information

• Challenges in bringing together different actors in addressing HRH crisis such as leaders and the community from national to village level.


Chapter Four:

Key Result Areas, Objectives and Strategies

4.1 Introduction

The Key results areas, objectives and strategies of this strategic plan emanate from a thorough situation analysis enriched by data and information from different sources including HRHIS and TIIS reports, empirical information from field interviews, local research evidences and international literature. Important documents like Human Resource Policy Guidelines – 2005, Primary Health Services Development Program (PHSDP), 2007 – 2017, National Health Policy 2007, Tanzania Development Vision 2025, National Strategy for Growth and Reduction of Poverty and Millennium Development Goals (MDGs) were used to guide and inform the development of this plan. Series of Social Welfare Policies and Frameworks were also reviewed to identify key issues for social welfare. In addition the September 2013 Tanzania National HRH conference’s recommendations have been considered. The information created basis for setting priority HRH&SW issues. It helped in defining strategic goals and objectives to improve HRH policies, planning, production, distribution and HR management systems for improved individual performance and utilisation. From different sources of information the 2014-2019 HRH Strategic Plan carries forward the 2008-2013 strategic objectives because the issues are still relevant for addressing the crisis.

The government is dedicated to ensure availability of adequate and competent health and social welfare workforce that is motivated and equitably distributed to deliver quality services to all the people wherever they are. This Strategic Plan intends to achieve the following national HRH vision and mission.

4.2 Vision Statement and Mission Statements

4.2.1 Vision Statement

Making Tanzania a country with adequate health workforce with diversified competencies and motivated to deliver quality health and social welfare services

4.2.2 Mission Statement

To ensure availability of adequate number of health and social welfare workforce with the right skills mix that enable them to deliver effective and efficient health and social welfare services and interventions for the achievement of and promotion of a healthy community, through improved HRH &SW functions, strengthened collaboration and improved coordination with partners.

4.3 Strategic Planning Framework

To ensure the developed strategies contribute to the health sector’s priorities in terms of coverage and accessibility to quality health and social welfare services, the development of key result areas and related strategic objectives was guided by strategic direction as reflected in the HRH&SW strategic planning framework. As shown in Figure 9- the framework advocates for a comprehensive approach to national HRH&SW planning and implementation.


Figure 9: Strategic Planning Framework

The framework provided a comprehensive and coherent view for developing the different but interrelated domains of the health and social welfare sectors in a co-ordinated and balanced manner to work towards achieving the goals and objectives of the national health and social welfare strategies.

4.3.1 Key Result Areas

The following six areas are identified as key result areas:

Key Result Area 1 HRH&SW Policy and Planning

Strategic ObjectiveStrengthen HRH&SW policy development and planning at all levels

Rationale There has been limited evidence based information for production of comprehensive and realistic HRH&SW plans. The available sources for HRH&SW data are disintegrated, untimely updated, inadequately analyzed and utilized. As a result data users are often confused on what information to rely on when developing HRH&SW plans and policies. Similarly, there has been inadequate dissemination of HRH&SW policies to all levels, and miss-linkages between the national HRH&SW policies and those of the professional associations. The relevant strategies intend to address all critical issues related to HRH&SW policy development and planning including establishment of monitoring and evaluation framework to guide and facilitate effective functioning of Human Resources for Health Technical Working group (HRHTWG).

Key Result Area 2 HRH&SW Research

Strategic Objective Strengthen HRH&SW research and utilization at all levels

Rationale Most HRH&SW research are not coordinated and the focus has mainly been on answering the ‘what and how much’ questions and less on the ‘how’ and ‘why’ questions. In the same vein, most of the HRH&SW research findings are not shared amongst the key stakeholders. As a result most of HRH&SW interventions have been guided with limited evidence and thus become less responsive. This strategic objective focuses on addressing such urgent need by strengthening the capacity to conduct quality and comprehensive HRH&SW researches as well as ensuring effective coordination and utilization of the findings for HRH&SW policies improvement.


Key Result Area 3 Leadership and Advocacy

Strategic Objective Promote leadership and advocacy for HRH&SW at all levels

Rationale There are still challenges in the area of leadership and stewardship. Some of such challenges include inadequate coordination of HRH&SW initiatives, weak advocacy for HRH & SW funding during the budgeting process, unclear delineated areas of managerial authority, responsibility and accountability at different levels, and inadequate leadership skills. The strategies in this part focus on improving and promoting effective management and advocacy at all levels as key for the attainment of HRH&SW initiatives.

Key Result Area 4 HRH&SW Management

Strategic Objective Strengthen HRH&SW recruitment, retention, career development and utilization at all levels

Rationale There has been low performance and inadequate attraction of health workers to health and social welfare delivery systems. Such situation is highly associated with ineffective practices on recruitment, retention, development and utilization. The relevant strategies intend to enhance effectiveness and efficiency in the implementation of recruitment, retention, development and utilization of health and social welfare workers at all levels.

Key Result Area 5 Production and Quality of HRH&SW

Strategic Objective Increase and standardize production and quality of HRH&SW

Rationale The quality and production of health workers does not match with the need of the health care delivery system. The experiences with various cadres and convexities are mixed. While shortage in some cadres are more severe than others, the shortage in rural is higher than in urban. The related strategies intend enhance production and quality of health and social welfare workers with skill mix that corresponds to the new demand of the time.

Key Result Area 6 Partnership

Strategic Objective Strengthen/promote partnerships and coordination of HRH&SW interventions among stakeholders at all levels

Rationale The efforts of various HRH&SW stakeholders are disintegrated. As a result there have been gaps, duplication of activities, and disharmony in addressing the HRH&SW crisis in the country. The related strategic objective focuses on creating synergy among HRH&SW stakeholders through effective partnership, coordination and implementation of existing regulatory procedures.


4.3.2 Strategic Objectives

The following strategic objectives were identified as priorities to be accomplished during the period of the plan:

Strategic Objective 1: Strengthen policy development and HRH&SW planning at all levels

Specific Objectives:

1. To enhance evidence based HRH&SW planning at all levels by 2015

2. To increase responsiveness of HRH&SW policies to actual needs and demands of providers and clients at all levels by 2018

3. To increase access to HRH and HRH related policies to all levels by 2018

4. To improve monitoring and evaluation of HRH&SW initiatives by 2018

5. To increase effectiveness and efficiency in the implementation of HRH&SW and HRH&SW related policies at all levels by 2019

Strategic Objective 2: Strengthen HRH&SW research and utilization at all levels


1. To improve research activities and utilization for evidence based HRH & SW retention, performance, productivity and partnership by 2018

2. To enhance preciseness of existing HRH&SW research findings to easily inform policy, plan and practice 2016

3. To enhance utilization of existing HRH&SW research evidence for policy, plans and practice improvement by 2016

Strategic Objective 3: Strengthen leadership and advocacy for HRH&SW at all levels


1. To enhance coordination of HRH&SW stakeholders by 2019

2. To increase capacity of health managers on leadership, management and advocacy at all levels by 2019

Strategic Objective 4: Strengthen HRH&SW recruitment, retention, career development and utilization at all levels


1. To increase the number and capacity of health and social welfare workers at all levels and areas of the country based on needs by 2018

2. To enhance retention of health and social welfare workers at all levels by 2018

3. To improve utilization of health and social welfare workers at all levels by 2018


Strategic Objective 5: Improve production and quality of HRH&SW


1. To improve management capacity of managers working in all Health and Social Welfare Training Institutions (SWTIs) by 2019

2. To improve capacity of HSWTIs by 2019

3. To enhance the quality and effectiveness of Continuing Professional Development (CPD) Programs by 2016

4. To improve the quality of curricula for all health and social welfare programs by 2018

5. To improve collaboration between MoHSW, professional bodies and NACTE in accrediting and regulating health and social welfare training institutions

6. To improve the quality and utilization of medical attendants and day care assistants by the year 2018

Strategic Objective 6: Support private sector to scale up training of health workers in line with PHSDP/MMAM


1. To improve coordination and alignment of HRH&SW priorities across four key ministries: MOHSW, PMO-RALG, POPSM, MOF and with private HRH&SW stakeholders

2. To improve networking and coordination among HRH&SW stakeholders at all levels by 2018

3. To improve communication between HRH&SW actors both public and private by 2018


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pter

Fiv

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ls

and

tool

s

Num

ber o

f hos

pita

ls

supp

lied

with

WIS

N

mat

eria

ls a

nd to

ols

WIS

N m

ater

ials

and

tool

s

1.1.

3.2

Trai

n re

spon

sibl

e ho

spita

l tea

ms

in

dete

rmin

ing

staf

fing

need

s us

ing

WIS

N

Hos

pita

l tea

ms

train

ed in

WIS

N

appl

icat

ion

Num

ber o

f peo

ple

and

hosp

ital t

eam

s tra

ined

in

dete

rmin

atio

n of

sta

ff

need

s us

ing

WIS

N

�

Trai

ning

repo

rts

�

Trai

ning

mat

eria

ls

1.1.

3.3

Supe

rvis

e an

d su

ppor

t the

app

licat

ion

of

WIS

N in

hos

pita

ls

Hos

pita

ls

supe

rvis

ed a

nd

supp

orte

d in

de

term

inin

g st

aff n

eeds

usi

ng

WIS

N

Num

ber o

f su

perv

ised

hos

pita

ls

on a

pplic

atio

n of

W

ISN

Supe

rvis

ion

repo

rts

1.1.

4 A

ccel

erat

ing

cove

rage

and

1.

1.4.

1 Se

nsiti

ze k

ey

Key

N

umbe

r of

ut

iliza

tion

of H

RH

IS/T

IIS

at a

ll le

vels

.

stak

ehol

ders

on

HR

HIS

/TII

S da

taba

se a

t al

l lev

els

stak

ehol

ders

Se

nsiti

zed

on

HR

HIS

/TII

S da

taba

se

sens

itiza

tions

don

e at

al

l lev

els

�

Sens

itiza

tion

mat

eria

ls

�

Rep

orts

1.1.

4.2

Con

duct

refr

eshe

r tra

inin

gs o

n th

e pr

oper

op

erat

iona

lizat

ion

of th

e H

RH

IS/T

IIS

Trai

ned

HR

H

man

ager

s on

the

prop

er

oper

atio

naliz

atio

n of

the

HR

HIS

/TII

S

Num

ber o

f Ref

resh

er

train

ings

con

duct

ed

to H

RH

&SW

m

anag

ers

on th

e pr

oper

op

erat

iona

lizat

ion

of

the

HR

HIS

/TII

S

�

Trai

ning

Mat

eria

ls

�

Trai

ning

Rep

orts

1.1.

4.3.

Con

duct

on

site

su

ppor

t sup

ervi

sion

to

ensu

re p

rope

r m

aint

enan

ce a

nd u

pdat

e of

the

syst

em

Hea

lth fa

cilit

ies

and

Trai

ning

in

stitu

tions

su

ppor

ted

on th

e m

aint

enan

ce a

nd

upda

te o

f H

RH

IS/T

IIS

Num

ber o

f su

perv

ised

hea

lth

faci

litie

s an

d tra

inin

g in

stitu

tions

.

Supe

rvis

ion

repo

rts

1.1.

4.4.

Bui

ld c

apac

ity o

f he

alth

off

icia

ls a

t all

leve

ls o

n H

RH

IS/T

IIS

data

ana

lysi

s an

d ut

iliza

tion

Hea

lth

Man

ager

s w

ith

Skill

s an

d kn

owle

dge

to

anal

yze

and

utili

ze

HR

HIS

/TII

S da

ta

Num

ber o

f C

apac

itate

d H

RH

&SW

man

ager

s on

HR

HIS

/TII

S da

ta

anal

ysis

and

dat

a ut

iliza

tion

�

Cap

acity

bui

ldin

g m

ater

ials

�

C

apac

ity b

uild

ing

repo

rts

1.1.

5 G

ener

atin

g H

RH

&SW

pl

anni

ng p

roce

dure

s th

at is

in

tegr

al to

the

natio

nal p

lann

ing

syst

em

1.1.

5.1

Dev

elop

H

RH

&SW

pla

nnin

g gu

idel

ines

Dev

elop

ed

HR

H&

SW

Pl

anni

ng

docu

men

t

HR

H&

SW

P

lann

ing

docu

men

t in

pla

ce

�

HR

H&

SW p

lann

ing

guid

elin

es

�

HR

H&

SW p

lan

1.1.

5.2.

Dev

elop

H

RH

&SW

su

cces

sion

an

d ca

reer

dev

elop

men

t pl

ans

Dev

elop

ed

HR

H&

SW

succ

essi

on a

nd

care

er

deve

lopm

ent

plan

and

im

plem

enta

tion

at a

ll le

vels

HR

H&

SW

succ

essi

on a

nd c

aree

r de

velo

pmen

t pla

n in

pl

ace

�

Sess

ions

pla

ns fo

r C

aree

r dev

elop

men

t �

Im

plem

enta

tion

repo

rt

1.1.

5.3.

Adv

ocat

e an

d se

nsiti

ze to

pla

nner

s,

man

ager

s, tr

aine

rs,

empl

oyer

s an

d

Adv

ocat

ed a

nd

sens

itize

d pl

anne

rs,

man

ager

s,

Num

ber o

f pla

nner

s,

man

ager

s, tr

aine

rs,

empl

oyer

s an

d em

ploy

ees

�

Adv

ocac

y an

d se

nsiti

zatio

n m

ater

ials

�

Im

plem

enta

tion


empl

oyee

s on

de

velo

pmen

t and

im

plem

enta

tion

of

HR

H&

SW P

lans

at a

ll le

vels

train

ers,

em

ploy

ers

and

empl

oyee

s on

H

RH

&SW

Pl

ans

at a

ll le

vels

impl

emen

ting

HR

H

activ

ities

re

ports

1.2

To in

crea

se

resp

onsi

vene

ss o

f H

RH

&SW

pol

icie

s to

ac

tual

nee

ds a

nd

dem

ands

of p

rovi

ders

an

d cl

ient

s at

all

leve

ls

by 2

018

1.2.

1 U

tiliz

atio

n of

exi

stin

g H

RH

&SW

in

form

atio

n an

d co

nsul

tatio

n of

a w

ider

sco

pe o

f st

akeh

olde

rs to

upd

ates

exi

stin

g an

d fo

rmul

ate

new

HR

H p

olic

ies

to re

flect

the

real

situ

atio

n

1.2.

1.1

Upd

ate

exis

ting

HR

H&

SW

polic

ies,

st

anda

rds

and

guid

elin

es;

form

ulat

e ne

w o

nes

and;

di

ssem

inat

e

Upd

ated

and

ne

w H

RH

&SW

Po

licie

s,

Stan

dard

s an

d G

uide

lines

and

; di

ssem

inat

ed to

ke

y st

akeh

olde

rs

�

Num

ber o

f N

atio

nal H

RH

Po

licie

s,

stan

dard

s an

d G

uide

lines

�

N

umbe

r of

stak

ehol

ders

w

ith u

pdat

ed a

nd

new

pol

icie

s,

stan

dard

s an

d gu

idel

ines

�

Upd

ated

and

new

H

RH

pol

icie

s,

stan

dard

s an

d gu

idel

ines

�

D

isse

min

atio

n pl

an

�

Dis

sem

inat

ion

repo

rt

1.3

To im

prov

e m

onito

ring

and

eval

uatio

n of

H

RH

&SW

in

itiat

ives

by

201

8

1.3.

1 D

esig

ning

and

exe

cute

fr

amew

orks

for m

onito

ring

impl

emen

tatio

n of

HR

H

initi

ativ

es a

t all

leve

ls

1.3.

1.1

Dev

elop

m

onito

ring

and

eval

uatio

n fr

amew

orks

fo

r HR

H in

itiat

ives

Dev

elop

ed

fram

ewor

ks fo

r m

onito

ring

and

eval

uatio

n of

H

RH

initi

ativ

es

Num

ber o

f M&

E fr

amew

orks

de

velo

ped

for H

RH

in

itiat

ives

�

Rep

ort o

n H

RH

fr

amew

orks

de

velo

pmen

t pro

cess

�

H

RH

&SW

Fr

amew

orks

1.

3.1.

2 R

egul

ar re

view

of

staf

fing

leve

l acc

ordi

ng

to re

quire

men

ts a

nd

mon

itor i

ts e

ffec

ts

Rev

iew

ed a

nd

impl

emen

ted

HR

H s

taff

ing

leve

l s a

ccor

ding

to

requ

irem

ents

Num

ber o

f rev

iew

s of

HR

H re

quire

men

t an

d m

onito

red

cond

ucte

d

Rep

orts

on

the

revi

ew o

f st

affin

g le

vels

1.3.

1.3

Car

ry o

ut

supp

ortiv

e su

perv

isio

n in

th

e im

plem

enta

tion

of th

e N

HR

H S

trate

gic

plan

at

all l

evel

s

Supp

ortiv

e su

perv

isio

n fo

r im

plem

enta

tion

of H

RH

St

rate

gic

plan

C

ondu

cted

Num

ber o

f su

ppor

tive

supe

rvis

ion

cond

ucte

d

�

Plan

on

supp

ortiv

e su

perv

isio

n

�

Supp

ortiv

e su

perv

isio

n re

ports

1.3.

1.4

Dev

elop

ne

cess

ary

tool

s an

d tra

in

HR

at C

entra

l lev

el to

im

plem

ent a

nd fa

cilit

ate

prop

er

M&

E fo

r H

RH

&SW

Pla

ns a

nd

stra

tegi

es

�

Nec

essa

ry

tool

s fo

r pr

oper

M

&E

deve

lope

d

�

HR

at

cent

ral l

evel

Tr

aine

d on

ho

w to

�

Num

ber o

f too

ls

for p

rope

r M&

E of

HR

H

initi

ativ

es

�

Num

ber o

f HR

tra

ined

to

impl

emen

t and

fa

cilit

ate

HR

H

plan

s an

d

�

Tool

s fo

r M&

E of

H

RH

&SW

pla

ns

�

Trai

ning

repo

rts o

n M

&E

of H

RH

&SW

pl

an

utili

zatio

n of

HR

HIS

/TII

S at

all

leve

ls.

stak

ehol

ders

on

HR

HIS

/TII

S da

taba

se a

t al

l lev

els

stak

ehol

ders

Se

nsiti

zed

on

HR

HIS

/TII

S da

taba

se

sens

itiza

tions

don

e at

al

l lev

els

�

Sens

itiza

tion

mat

eria

ls

�

Rep

orts

1.1.

4.2

Con

duct

refr

eshe

r tra

inin

gs o

n th

e pr

oper

op

erat

iona

lizat

ion

of th

e H

RH

IS/T

IIS

Trai

ned

HR

H

man

ager

s on

the

prop

er

oper

atio

naliz

atio

n of

the

HR

HIS

/TII

S

Num

ber o

f Ref

resh

er

train

ings

con

duct

ed

to H

RH

&SW

m

anag

ers

on th

e pr

oper

op

erat

iona

lizat

ion

of

the

HR

HIS

/TII

S

�

Trai

ning

Mat

eria

ls

�

Trai

ning

Rep

orts

1.1.

4.3.

Con

duct

on

site

su

ppor

t sup

ervi

sion

to

ensu

re p

rope

r m

aint

enan

ce a

nd u

pdat

e of

the

syst

em

Hea

lth fa

cilit

ies

and

Trai

ning

in

stitu

tions

su

ppor

ted

on th

e m

aint

enan

ce a

nd

upda

te o

f H

RH

IS/T

IIS

Num

ber o

f su

perv

ised

hea

lth

faci

litie

s an

d tra

inin

g in

stitu

tions

.

Supe

rvis

ion

repo

rts

1.1.

4.4.

Bui

ld c

apac

ity o

f he

alth

off

icia

ls a

t all

leve

ls o

n H

RH

IS/T

IIS

data

ana

lysi

s an

d ut

iliza

tion

Hea

lth

Man

ager

s w

ith

Skill

s an

d kn

owle

dge

to

anal

yze

and

utili

ze

HR

HIS

/TII

S da

ta

Num

ber o

f C

apac

itate

d H

RH

&SW

man

ager

s on

HR

HIS

/TII

S da

ta

anal

ysis

and

dat

a ut

iliza

tion

�

Cap

acity

bui

ldin

g m

ater

ials

�

C

apac

ity b

uild

ing

repo

rts

1.1.

5 G

ener

atin

g H

RH

&SW

pl

anni

ng p

roce

dure

s th

at is

in

tegr

al to

the

natio

nal p

lann

ing

syst

em

1.1.

5.1

Dev

elop

H

RH

&SW

pla

nnin

g gu

idel

ines

Dev

elop

ed

HR

H&

SW

Pl

anni

ng

docu

men

t

HR

H&

SW

P

lann

ing

docu

men

t in

pla

ce

�

HR

H&

SW p

lann

ing

guid

elin

es

�

HR

H&

SW p

lan

1.1.

5.2.

Dev

elop

H

RH

&SW

su

cces

sion

an

d ca

reer

dev

elop

men

t pl

ans

Dev

elop

ed

HR

H&

SW

succ

essi

on a

nd

care

er

deve

lopm

ent

plan

and

im

plem

enta

tion

at a

ll le

vels

HR

H&

SW

succ

essi

on a

nd c

aree

r de

velo

pmen

t pla

n in

pl

ace

�

Sess

ions

pla

ns fo

r C

aree

r dev

elop

men

t �

Im

plem

enta

tion

repo

rt

1.1.

5.3.

Adv

ocat

e an

d se

nsiti

ze to

pla

nner

s,

man

ager

s, tr

aine

rs,

empl

oyer

s an

d

Adv

ocat

ed a

nd

sens

itize

d pl

anne

rs,

man

ager

s,

Num

ber o

f pla

nner

s,

man

ager

s, tr

aine

rs,

empl

oyer

s an

d em

ploy

ees

�

Adv

ocac

y an

d se

nsiti

zatio

n m

ater

ials

�

Im

plem

enta

tion


impl

emen

t an

d fa

cilit

ate

HR

H&

SW

plan

s an

d st

rate

gies

stra

tegi

es

1.3.

1.5

Dev

elop

pla

n fo

r m

onito

ring

and

eval

uatio

n of

HR

H&

SW

initi

ativ

es a

t all

leve

ls

Plan

for

mon

itorin

g an

d ev

alua

tion

of

HR

H&

SW

initi

ativ

es

deve

lope

d

Mon

itorin

g an

d ev

alua

tion

plan

s in

pl

ace

�

Rep

ort o

n de

velo

pmen

t pro

cess

of

M&

E pl

an

�

Plan

for M

&E

of

HR

H&

SW in

itiat

ives

1.

3.1.

6 C

ondu

ct M

id

Term

and

fina

l Rev

iew

of

the

NH

RH

Stra

tegi

c Pl

an a

nd m

ake

use

of th

e fin

ding

s to

impr

ove

perf

orm

ance

Mid

-term

s an

d fin

al re

view

s of

N

HR

H S

trate

gic

Plan

s co

nduc

ted

and

utili

zed

Num

ber o

f rev

iew

s co

nduc

ted

�

M

idte

rm re

view

R

epor

ts o

f the

N

HR

H s

trate

gic

plan

�

Fi

nal r

evie

w R

epor

ts

of th

e N

HR

H

stra

tegi

c pl

an

�

Rep

ort o

n th

e us

e of

th

e fin

ding

s of

re

view

s 1.

3.1.

7 C

ondu

ct m

onth

ly

HR

H T

echn

ical

Wor

king

G

roup

Mee

tings

(H

RH

TWG

)

Mon

thly

HR

H

Tech

nica

l W

orki

ng G

roup

M

eetin

gs

cond

ucte

d

Num

ber o

f HR

H

Tech

nica

l Wor

king

G

roup

Mee

tings

co

nduc

ted

Min

utes

of t

he m

onth

ly

HR

HTW

G

1.3.

1.8

Con

duct

HR

H

stak

ehol

ders

’ mee

ting

annu

ally

Con

duct

ed

annu

al H

RH

st

akeh

olde

rs’

mee

ting

Num

ber o

f ann

ual

HR

H s

take

hold

ers’

m

eetin

g

Min

utes

of t

he a

nnua

l m

eetin

g of

HR

H

stak

ehol

ders

1.4

To e

nhan

ce

effe

ctiv

enes

s an

d ef

ficie

ncy

in th

e im

plem

enta

tion

of H

RH

an

d H

RH

rela

ted

polic

ies

and

guid

elin

es

at a

ll le

vels

by

2019

1.4.

1 Pr

omot

e de

velo

pmen

t of

HR

H c

apac

ity to

tran

slat

e an

d ut

ilize

the

exis

ting

HR

H p

olic

ies

and

guid

elin

es

1.4.

1.1

Trai

n re

leva

nt

HR

H o

n po

licy

and

guid

elin

es tr

ansl

atio

n an

d ut

iliza

tion

Rel

evan

t HR

H

train

ed o

n po

licy

and

guid

elin

es

trans

latio

n an

d ut

iliza

tion

Num

ber o

f rel

evan

t H

RH

trai

ned

on

polic

y an

d gu

idel

ines

tra

nsla

tion

and

utili

zatio

n

�

Trai

ning

repo

rts

�

Cer

tific

ate

of

parti

cipa

tion

1.4.

1.2.

Follo

w u

p tra

nsla

tion

of v

ario

us

HR

H&

SW p

olic

ies

and

guid

elin

es

Tran

slat

ion

of

vario

us

HR

H&

SW

polic

ies

and

Num

ber o

f pol

icie

s an

d gu

idel

ines

tra

nsla

tion

and

Follo

w u

p re

ports

on

polic

ies

and

guid

elin

es

trans

latio

n

empl

oyee

s on

de

velo

pmen

t and

im

plem

enta

tion

of

HR

H&

SW P

lans

at a

ll le

vels

train

ers,

em

ploy

ers

and

empl

oyee

s on

H

RH

&SW

Pl

ans

at a

ll le

vels

impl

emen

ting

HR

H

activ

ities

re

ports

1.2

To in

crea

se

resp

onsi

vene

ss o

f H

RH

&SW

pol

icie

s to

ac

tual

nee

ds a

nd

dem

ands

of p

rovi

ders

an

d cl

ient

s at

all

leve

ls

by 2

018

1.2.

1 U

tiliz

atio

n of

exi

stin

g H

RH

&SW

in

form

atio

n an

d co

nsul

tatio

n of

a w

ider

sco

pe o

f st

akeh

olde

rs to

upd

ates

exi

stin

g an

d fo

rmul

ate

new

HR

H p

olic

ies

to re

flect

the

real

situ

atio

n

1.2.

1.1

Upd

ate

exis

ting

HR

H&

SW

polic

ies,

st

anda

rds

and

guid

elin

es;

form

ulat

e ne

w o

nes

and;

di

ssem

inat

e

Upd

ated

and

ne

w H

RH

&SW

Po

licie

s,

Stan

dard

s an

d G

uide

lines

and

; di

ssem

inat

ed to

ke

y st

akeh

olde

rs

�

Num

ber o

f N

atio

nal H

RH

Po

licie

s,

stan

dard

s an

d G

uide

lines

�

N

umbe

r of

stak

ehol

ders

w

ith u

pdat

ed a

nd

new

pol

icie

s,

stan

dard

s an

d gu

idel

ines

�

Upd

ated

and

new

H

RH

pol

icie

s,

stan

dard

s an

d gu

idel

ines

�

D

isse

min

atio

n pl

an

�

Dis

sem

inat

ion

repo

rt

1.3

To im

prov

e m

onito

ring

and

eval

uatio

n of

H

RH

&SW

in

itiat

ives

by

201

8

1.3.

1 D

esig

ning

and

exe

cute

fr

amew

orks

for m

onito

ring

impl

emen

tatio

n of

HR

H

initi

ativ

es a

t all

leve

ls

1.3.

1.1

Dev

elop

m

onito

ring

and

eval

uatio

n fr

amew

orks

fo

r HR

H in

itiat

ives

Dev

elop

ed

fram

ewor

ks fo

r m

onito

ring

and

eval

uatio

n of

H

RH

initi

ativ

es

Num

ber o

f M&

E fr

amew

orks

de

velo

ped

for H

RH

in

itiat

ives

�

Rep

ort o

n H

RH

fr

amew

orks

de

velo

pmen

t pro

cess

�

H

RH

&SW

Fr

amew

orks

1.

3.1.

2 R

egul

ar re

view

of

staf

fing

leve

l acc

ordi

ng

to re

quire

men

ts a

nd

mon

itor i

ts e

ffec

ts

Rev

iew

ed a

nd

impl

emen

ted

HR

H s

taff

ing

leve

l s a

ccor

ding

to

requ

irem

ents

Num

ber o

f rev

iew

s of

HR

H re

quire

men

t an

d m

onito

red

cond

ucte

d

Rep

orts

on

the

revi

ew o

f st

affin

g le

vels

1.3.

1.3

Car

ry o

ut

supp

ortiv

e su

perv

isio

n in

th

e im

plem

enta

tion

of th

e N

HR

H S

trate

gic

plan

at

all l

evel

s

Supp

ortiv

e su

perv

isio

n fo

r im

plem

enta

tion

of H

RH

St

rate

gic

plan

C

ondu

cted

Num

ber o

f su

ppor

tive

supe

rvis

ion

cond

ucte

d

�

Plan

on

supp

ortiv

e su

perv

isio

n

�

Supp

ortiv

e su

perv

isio

n re

ports

1.3.

1.4

Dev

elop

ne

cess

ary

tool

s an

d tra

in

HR

at C

entra

l lev

el to

im

plem

ent a

nd fa

cilit

ate

prop

er

M&

E fo

r H

RH

&SW

Pla

ns a

nd

stra

tegi

es

�

Nec

essa

ry

tool

s fo

r pr

oper

M

&E

deve

lope

d

�

HR

at

cent

ral l

evel

Tr

aine

d on

ho

w to

�

Num

ber o

f too

ls

for p

rope

r M&

E of

HR

H

initi

ativ

es

�

Num

ber o

f HR

tra

ined

to

impl

emen

t and

fa

cilit

ate

HR

H

plan

s an

d

�

Tool

s fo

r M&

E of

H

RH

&SW

pla

ns

�

Trai

ning

repo

rts o

n M

&E

of H

RH

&SW

pl

an


gu

idel

ines

Fo

llow

ed u

p

Men

torin

g se

ssio

ns o

n

utili

zatio

n fo

llow

ed

ups

1.4.

1.3

Prov

ide

men

torin

g se

ssio

ns to

fa

cilit

ate

polic

y tra

nsla

tion

and

utili

zatio

n

Polic

ies

and

guid

elin

es

trans

latio

n an

d ut

iliza

tion

are

prov

ided

.

Num

ber o

f rel

evan

t H

RH

men

tore

d on

po

licie

s an

d gu

idel

ines

tran

slat

ion

and

utili

zatio

n

Men

tors

hip

Rep

orts

1.5

To in

crea

se a

cces

s to

HR

H&

SW a

nd

rela

ted

polic

ies

to a

ll le

vels

by

2016

1.5.

1 Pr

omot

e di

ssem

inat

ion

of

HR

H&

SW a

nd re

late

d po

licie

s

1.5.

1.1

Des

ign

freq

uent

ly

upda

ted

HR

H&

SW a

nd

rela

ted

polic

ies

inve

ntor

ies

Inve

ntor

y of

H

RH

&SW

an

d re

late

d po

licie

s de

velo

ped

Inve

ntor

y of

exi

stin

g H

RH

&SW

and

re

late

d po

licie

s in

pl

ace

Rep

ort o

n th

e de

velo

pmen

t of t

he

inve

ntor

y

1.

5.1.

2 D

esig

n a

mec

hani

sm to

freq

uent

ly

cont

acts

rele

vant

di

rect

orat

es, d

epar

tmen

ts,

sect

ions

and

sta

keho

lder

s to

dis

sem

inat

e H

RH

and

re

late

d po

licie

s

A m

echa

nism

fo

r fre

quen

t co

ntac

ts o

f di

rect

orat

e,

depa

rtmen

ts,

sect

ions

and

st

akeh

olde

rs

deve

lope

d

A m

echa

nism

s fo

r fr

eque

nt c

onta

cts

of

dire

ctor

ate,

de

partm

ents

, sec

tions

an

d st

akeh

olde

rs

�

Inve

ntor

y of

HR

H

and

rela

ted

polic

ies

�

R

epor

t on

the

deve

lopm

ent o

f a

mec

hani

sm

�

Rep

ort o

n th

e fr

eque

nt c

onta

ct o

f di

rect

orat

e,

depa

rtmen

ts, s

ectio

ns

and

stak

ehol

ders

impl

emen

t an

d fa

cilit

ate

HR

H&

SW

plan

s an

d st

rate

gies

stra

tegi

es

1.3.

1.5

Dev

elop

pla

n fo

r m

onito

ring

and

eval

uatio

n of

HR

H&

SW

initi

ativ

es a

t all

leve

ls

Plan

for

mon

itorin

g an

d ev

alua

tion

of

HR

H&

SW

initi

ativ

es

deve

lope

d

Mon

itorin

g an

d ev

alua

tion

plan

s in

pl

ace

�

Rep

ort o

n de

velo

pmen

t pro

cess

of

M&

E pl

an

�

Plan

for M

&E

of

HR

H&

SW in

itiat

ives

1.

3.1.

6 C

ondu

ct M

id

Term

and

fina

l Rev

iew

of

the

NH

RH

Stra

tegi

c Pl

an a

nd m

ake

use

of th

e fin

ding

s to

impr

ove

perf

orm

ance

Mid

-term

s an

d fin

al re

view

s of

N

HR

H S

trate

gic

Plan

s co

nduc

ted

and

utili

zed

Num

ber o

f rev

iew

s co

nduc

ted

�

M

idte

rm re

view

R

epor

ts o

f the

N

HR

H s

trate

gic

plan

�

Fi

nal r

evie

w R

epor

ts

of th

e N

HR

H

stra

tegi

c pl

an

�

Rep

ort o

n th

e us

e of

th

e fin

ding

s of

re

view

s 1.

3.1.

7 C

ondu

ct m

onth

ly

HR

H T

echn

ical

Wor

king

G

roup

Mee

tings

(H

RH

TWG

)

Mon

thly

HR

H

Tech

nica

l W

orki

ng G

roup

M

eetin

gs

cond

ucte

d

Num

ber o

f HR

H

Tech

nica

l Wor

king

G

roup

Mee

tings

co

nduc

ted

Min

utes

of t

he m

onth

ly

HR

HTW

G

1.3.

1.8

Con

duct

HR

H

stak

ehol

ders

’ mee

ting

annu

ally

Con

duct

ed

annu

al H

RH

st

akeh

olde

rs’

mee

ting

Num

ber o

f ann

ual

HR

H s

take

hold

ers’

m

eetin

g

Min

utes

of t

he a

nnua

l m

eetin

g of

HR

H

stak

ehol

ders

1.4

To e

nhan

ce

effe

ctiv

enes

s an

d ef

ficie

ncy

in th

e im

plem

enta

tion

of H

RH

an

d H

RH

rela

ted

polic

ies

and

guid

elin

es

at a

ll le

vels

by

2019

1.4.

1 Pr

omot

e de

velo

pmen

t of

HR

H c

apac

ity to

tran

slat

e an

d ut

ilize

the

exis

ting

HR

H p

olic

ies

and

guid

elin

es

1.4.

1.1

Trai

n re

leva

nt

HR

H o

n po

licy

and

guid

elin

es tr

ansl

atio

n an

d ut

iliza

tion

Rel

evan

t HR

H

train

ed o

n po

licy

and

guid

elin

es

trans

latio

n an

d ut

iliza

tion

Num

ber o

f rel

evan

t H

RH

trai

ned

on

polic

y an

d gu

idel

ines

tra

nsla

tion

and

utili

zatio

n

�

Trai

ning

repo

rts

�

Cer

tific

ate

of

parti

cipa

tion

1.4.

1.2.

Follo

w u

p tra

nsla

tion

of v

ario

us

HR

H&

SW p

olic

ies

and

guid

elin

es

Tran

slat

ion

of

vario

us

HR

H&

SW

polic

ies

and

Num

ber o

f pol

icie

s an

d gu

idel

ines

tra

nsla

tion

and

Follo

w u

p re

ports

on

polic

ies

and

guid

elin

es

trans

latio

n


Str

ateg

ic O

bje

ctiv

e 2:

Str

engt

hen

HR

H&

SW

res

earc

h a

nd

uti

liza

tion

at a

ll le

vels

Spec

ific

obj

ectiv

es

Stra

tegi

es

Act

iviti

es

Out

put

Indi

cato

rs

Mea

ns o

f ver

ific

atio

n

2.1

To

impr

ove

rese

arch

ac

tiviti

es a

nd u

tiliz

atio

n by

20

19

2.1.

1 C

oord

inat

e H

RH

&SW

rese

arch

ac

tiviti

es a

nd p

rom

ote

its u

tiliz

atio

n

2.1.

1.1

Dev

elop

HR

H&

SW

rese

arch

age

nda

and

diss

emin

ate

to k

ey

stak

ehol

ders

HR

H&

SW re

sear

ch a

gend

a de

velo

ped

and

diss

emin

ated

�

Num

ber o

f Id

entif

ied

HR

H&

SW re

late

d re

sear

ch a

reas

&

topi

cs

�

Num

ber o

f re

leva

nt

stak

ehol

ders

with

H

RH

&SW

re

sear

ch a

gend

a

�

Rep

ort o

n th

e de

velo

pmen

t pro

cess

of

the

rese

arch

age

nda

�

R

esea

rch

agen

da

2.1.

1.2

Adv

ocat

e im

plem

enta

tion

of re

sear

ch

agen

da to

key

sta

keho

lder

s.

Impl

emen

tatio

n of

rese

arch

ag

enda

adv

ocat

ed to

key

st

akeh

olde

rs

Num

ber o

f key

st

akeh

olde

rs

impl

emen

ting

the

rese

arch

age

nda

�

Plan

of t

he a

dvoc

ate

of

the

rese

arch

age

nda

�

R

epor

t of t

he a

dvoc

ate

of th

e re

sear

ch a

gend

a

2.1.

1.3

Tra

in H

RH

&SW

m

anag

ers

and

rele

vant

he

alth

car

e pr

ofes

sion

als

on

rese

arch

and

util

izat

ion

of

find

ings

.

HR

H&

SW m

anag

ers

Tra

ined

in re

sear

ch a

nd

deve

lopm

ent.

Num

ber o

f tra

ined

H

RH

&SW

man

ager

s in

re

sear

ch a

nd

deve

lopm

ent.

�

Tra

inin

g m

ater

ials

on

rese

arch

and

util

izat

ion

of fi

ndin

gs

�

Tra

inin

g re

port

s

2.1.

1.4

Map

ping

of

pote

ntia

l loc

al a

nd

inte

rnat

iona

l HR

H re

sear

ch

orga

niza

tions

and

in

stitu

tions

and

; est

ablis

h th

e re

sear

ch li

nkag

es

�

Pote

ntia

l loc

al a

nd

inte

rnat

iona

l HR

H

rese

arch

org

aniz

atio

ns

and

inst

itutio

ns

iden

tifie

d

�

Pote

ntia

l loc

al a

nd

inte

rnat

iona

l HR

H

rese

arch

org

aniz

atio

ns

and

inst

itutio

ns li

ked

for H

RH

rese

arch

�

Num

ber o

f loc

al

and

inte

rnat

iona

l or

gani

zatio

ns a

nd

inst

itutio

ns a

ctiv

e in

HR

rese

arch

id

entif

ied

�

N

umbe

r of

linka

ges

esta

blis

hed

with

H

RH

rese

arch

O

rgan

izat

ion

and

inst

itutio

ns

�

Rep

ort o

f the

map

ping

of

rese

arch

or

gani

zatio

ns a

nd

inst

itutio

ns

�

Rep

ort o

f the

agr

eed

linka

ges

for r

esea

rch

2.1.

1.5

Com

mis

sion

and

su

perv

ise

HR

H re

late

d re

sear

ch s

tudi

es.

Com

mis

sion

ed a

nd

supe

rvis

ed H

RH

rela

ted

rese

arch

stu

dies

.

Num

ber o

f C

omm

issi

oned

and

su

perv

ised

HR

H

rela

ted

rese

arch

stu

dies

in

pla

ce

�

Rep

ort o

f the

pro

cess

to

iden

tify

rese

arch

er

�

Prop

osal

s

�

Rep

orts

on

supe

rvis

ion

of th

e co

mm

issi

oned

re

sear

ch

�

Res

earc

h re

port

s

2.1.

1.6

Dis

sem

inat

e fi

ndin

gs fr

om H

RH

rela

ted

rese

arch

stu

dies

and

�

Find

ings

from

HR

H

rela

ted

rese

arch

st

udie

s di

ssem

inat

ed

�

Num

ber o

f fi

ndin

gs fr

om

HR

H re

late

d

�

Plan

for d

isse

min

atio

n of

find

ings

and

pr

ogra

m im

plic

atio

ns


Spec

ific

obje

ctiv

es

Stra

tegi

es

Act

iviti

es

Out

put

Indi

cato

rs

Mea

ns o

f ver

ifica

tion

iden

tify

polic

y an

d pr

ogra

mm

e im

plic

atio

ns

and

�

Impl

icat

ions

of

rese

arch

find

ings

in

polic

ies a

nd

prog

ram

me

iden

tifie

d

rese

arch

stud

ies

diss

emin

ate

� N

umbe

r of H

RH

re

sear

ch

impl

icat

ions

for

polic

ies a

nd

prog

ram

me

iden

tifie

d

� D

isse

min

atio

n re

ports

2.1.

1.7

Coo

rdin

ate

and

mon

itor H

RH

rese

arch

and

ut

ilise

find

ings

in d

ecis

ion

mak

ing.

� H

RH

rese

arch

C

oord

inat

ed a

nd

mon

itore

d

� H

RH

rese

arch

fin

ding

s util

ised

for

HR

H d

ecis

ion

mak

ing

� N

umbe

r of H

RH

re

sear

ch

coor

dina

ted

and

mon

itore

d

� N

umbe

r of

findi

ngs u

tilis

ed

for H

RH

dec

isio

n m

akin

g

� R

epor

t of t

he p

roce

ss

for u

nder

taki

ng

coor

dina

tion

and

mon

itorin

g

� R

epor

t on

coor

dina

tion

and

mon

itorin

g of

H

RH

&SW

rese

arch

an

d ut

iliza

tion

2.2

To e

nhan

ce a

vaila

bilit

y of

up

to d

ate

rese

arch

dat

a on

Com

mun

ity H

ealth

W

orke

rs (C

HW

s)

2.2.

1 Pr

omot

e re

sear

ches

on

Com

mun

ity H

ealth

W

orke

rs (C

HW

s)

2.2.

1.1

Con

duct

rese

arch

on

com

mun

ity h

ealth

sy

stem

Res

earc

h on

com

mun

ity

heal

th sy

stem

con

duct

ed

Num

ber o

f res

earc

hes

on c

omm

unity

hea

lth

syst

em c

ondu

cted

Res

earc

h re

ports

on

com

mun

ity h

ealth

syst

em

cond

ucte

d 2.

2.1.

2 C

ondu

ct re

sear

ch

on h

arm

oniz

atio

n of

co

mm

unity

hea

lth

indi

cato

rs

Res

earc

h on

har

mon

izat

ion

of c

omm

unity

hea

lth

indi

cato

rs c

ondu

cted

Num

ber o

f res

earc

hes

on h

arm

oniz

atio

n of

co

mm

unity

hea

lth

indi

cato

rs c

ondu

cted

Res

earc

h re

ports

on

harm

oniz

atio

n of

co

mm

unity

hea

lth

indi

cato

rs c

ondu

cted

2.

2.1.

3 C

ondu

ct re

sear

ch

on m

obili

zatio

n an

d m

anag

emen

t of c

omm

unity

ge

nera

ted

reso

urce

s for

he

alth

Res

earc

h on

mob

iliza

tion

and

man

agem

ent o

f co

mm

unity

gen

erat

ed

reso

urce

s for

hea

lth

cond

ucte

d

Num

ber o

f res

earc

hes

on m

obili

zatio

n an

d m

anag

emen

t of

com

mun

ity g

ener

ated

re

sour

ces f

or h

ealth

co

nduc

ted

Res

earc

h re

ports

on

mob

iliza

tion

and

man

agem

ent o

f com

mun

ity

gene

rate

d re

sour

ces f

or

heal

th c

ondu

cted

2.2.

1.4

Con

duct

rese

arch

on

com

mun

ity

mob

iliza

tion,

par

ticip

atio

n an

d em

pow

erm

ent

Res

earc

h on

com

mun

ity

mob

iliza

tion,

par

ticip

atio

n an

d em

pow

erm

ent

cond

ucte

d

Num

ber o

f res

earc

hes

on c

omm

unity

m

obili

zatio

n,

parti

cipa

tion

and

empo

wer

men

t co

nduc

ted

Res

earc

h re

ports

on

com

mun

ity m

obili

zatio

n,

parti

cipa

tion

and

empo

wer

men

t con

duct

ed

2.2.

1.5

Con

duct

rese

arch

on

bot

tom

-up

vers

us to

p-do

wn

plan

ning

app

roac

hes

Res

earc

h on

bot

tom

-up

vers

us to

p-do

wn

plan

ning

ap

proa

ches

con

duct

ed

Num

ber o

f res

earc

hes

on b

otto

m-u

p ve

rsus

to

p-do

wn

plan

ning

ap

proa

ches

con

duct

ed

Res

earc

h re

ports

on

botto

m-u

p ve

rsus

top-

dow

n pl

anni

ng a

ppro

ache

s

2.2.

1.6

Con

duct

rese

arch

on

fina

ncin

g m

echa

nism

R

esea

rch

on fi

nanc

ing

mec

hani

sm fo

r com

mun

ity

Num

ber o

f res

earc

hes

on fi

nanc

ing

Res

earc

h re

ports

on

finan

cing

mec

hani

sm fo

r


Spec

ific

obje

ctiv

es

Stra

tegi

es

Act

iviti

es

Out

put

Indi

cato

rs

Mea

ns o

f ver

ifica

tion

for c

omm

unity

hea

lth

inte

rven

tions

he

alth

inte

rven

tions

co

nduc

ted

m

echa

nism

for C

HW

s in

terv

entio

ns

cond

ucte

d

CH

Ws i

nter

vent

ions

2.2.

1.7

Con

duct

rese

arch

on

cos

t eff

ectiv

enes

s of

com

mun

ity h

ealth

in

terv

entio

ns

Res

earc

h on

cos

t ef

fect

iven

ess o

f com

mun

ity

heal

th in

terv

entio

ns

cond

ucte

d

Num

ber o

f res

earc

hes

on c

ost e

ffec

tiven

ess o

f C

HW

s int

erve

ntio

ns

cond

ucte

d

Res

earc

h re

ports

on

cost

ef

fect

iven

ess o

f CH

Ws

inte

rven

tions

2.2.

1.8

Con

duct

rese

arch

on

coo

rdin

atio

n of

co

mm

unity

hea

lth

stak

ehol

ders

and

thei

r pr

ogra

ms

Res

earc

h on

coo

rdin

atio

n of

com

mun

ity h

ealth

st

akeh

olde

rs a

nd th

eir

prog

ram

s con

duct

ed

Num

ber o

f res

earc

hes

on c

oord

inat

ion

of

CH

Ws a

nd th

eir

prog

ram

s c

ondu

cted

Res

earc

h re

ports

on

coor

dina

tion

of C

HW

s and

th

eir p

rogr

ams

2.3

To e

nhan

ce u

tiliz

atio

n of

ex

istin

g H

RH

&SW

re

sear

ch

evid

ence

fo

r Po

licy,

Pla

ns a

nd P

ract

ice

impr

ovem

ent b

y 20

19

2.3.

1 M

onito

r ut

iliza

tion

of th

e H

RH

&SW

rese

arch

fin

ding

s

2.3.

1.1

Dis

sem

inat

e ex

istin

g H

RH

&SW

re

sear

ch fi

ndin

gs to

st

akeh

olde

rs a

t all

leve

ls

� Ex

istin

g H

RH

&SW

re

sear

ch fi

ndin

gs

diss

emin

ated

to

stak

ehol

ders

at a

ll le

vels

� N

umbe

r of

HR

H&

SW

rese

arch

find

ings

di

ssem

inat

ed

� R

epor

t on

diss

emin

atio

n of

H

RH

&SW

rese

arch

fin

ding

s

2.3.

1.2

Follo

w u

p ut

iliza

tion

of

HR

H&

SWfin

ding

s in

polic

ies,

plan

s and

pr

actic

es

�

Util

izat

ion

of

HR

H&

SW re

sear

ch

findi

ngs F

ollo

wed

up

�

Num

ber o

f st

akeh

olde

rs

follo

wed

up

for

utili

zatio

n of

H

RH

&SW

re

sear

ch fi

ndin

gs

�

Rep

orts

on

follo

w u

p of

stak

ehol

ders

2.4

To

impr

ove

repa

ckag

ing

of

exis

ting

HR

H&

SW

rese

arch

fin

ding

s to

eas

ily i

nfor

m

polic

y,

plan

an

d pr

actic

e 20

16

2.4.

1 Tr

ansl

ate

HR

H&

SW re

sear

ch

evid

ence

into

sim

ple

and

prec

ise

term

s

2.4.

1.1.

Des

ign

a da

ta b

ase

for v

ario

us H

RH

&SW

re

sear

ch fi

ndin

gs

� D

ata

base

for v

ario

us

HR

H re

sear

ch

findi

ngs d

esig

ned

� D

ata

base

for

vario

us H

RH

re

sear

ch fi

ndin

gs

in p

lace

� R

epor

ts fo

r de

velo

pmen

t dat

a ba

se

for H

RH

rese

arch

fin

ding

s

2.4.

1.2

Des

ign

a m

echa

nism

to tr

ansl

ate

vario

us H

RH

rese

arch

fin

ding

s int

o si

mpl

ified

and

ea

sy to

use

term

s for

po

licy,

pla

ns a

nd p

ract

ice

impr

ovem

ents

�

Mec

hani

sm to

tra

nsla

te v

ario

us H

RH

re

sear

ch fi

ndin

gs

desi

gned

�

� M

echa

nism

to

trans

late

var

ious

H

RH

rese

arch

fin

ding

s in

plac

e

� D

ata

base

for H

RH

fin

ding

s �

Rep

orts

for d

esig

n a

mec

hani

sm to

tran

slat

e va

rious

HR

H re

sear

ch

findi

ngs

�


Spec

ific

obje

ctiv

es

Stra

tegi

es

Act

iviti

es

Out

put

Indi

cato

rs

Mea

ns o

f ver

ifica

tion

2.4.

1.3

Dev

elop

a

mec

hani

sms f

or sh

arin

g tra

nsla

ted

HR

H re

sear

ch

findi

ngs

� M

echa

nism

s for

sh

arin

g tra

nsla

ted

HR

H re

sear

ch

findi

ngs d

evel

oped

� M

echa

nism

s for

sh

arin

g tra

nsla

ted

HR

H re

sear

ch

findi

ngs

deve

lope

d

� M

echa

nism

for

trans

latio

n of

var

ious

H

RH

rese

arch

find

ings

�

Rep

ort f

or

deve

lopm

ent o

f m

echa

nism

for s

harin

g tra

nsla

ted

HR

H

rese

arch

find

ings

�

Mec

hani

sms f

or

shar

ing

trans

late

d H

RH

rese

arch

find

ings


55

Stra

tegi

c O

bjec

tive

3:

Stre

ngth

en le

ader

ship

and

adv

ocac

y of

HR

H&

SW a

t al

l lev

el

Spec

ific

Obj

ectiv

e St

rate

gies

A

ctiv

ities

O

utpu

t In

dica

tors

M

eans

of V

erif

icat

ion

3.1

To e

nhan

ce

coor

dina

tion

of

HR

H&

SW is

sues

am

ong

stak

ehol

ders

by

2019

3.1.

1 D

esig

n an

d im

plem

ent a

co

ordi

natin

g m

echa

nism

of H

RH

is

sues

am

ong

stak

ehol

ders

3.1.

1.1D

evel

op a

nd

supp

ort m

echa

nism

s fo

r in

tra

and

inte

rsec

tora

l co

llabo

ratio

n in

sup

port

of

HR

H&

SW is

sues

Mec

hani

sms

for i

ntra

and

in

ter-

sect

ora

l co

llabo

ratio

n in

sup

port

of

HR

H&

SW is

sues

D

evel

oped

and

sup

port

ed

� M

echa

nism

s fo

r in

tra

and

inte

r-se

ct

oral

col

labo

ratio

n in

su

ppor

t of

HR

H&

SW is

sues

in

plac

e

� N

umbe

r of s

uppo

rt

prov

ided

to th

e m

echa

nism

for i

ntra

an

d in

ter-

sect

ora

l co

llabo

ratio

n in

su

ppor

t of

HR

H&

SW is

sues

� R

epor

ts o

f the

de

sign

ing

proc

ess

of a

co

ordi

natin

g m

echa

nism

�

Coo

rdin

atin

g m

echa

nism

3.1.

1.2

Con

duct

qua

rter

ly

refle

ctio

n m

eetin

g w

ith a

ll st

akeh

olde

rs in

HR

H&

SW

impl

emen

tatio

n in

itiat

ives

Qua

rter

ly re

flect

ion

mee

ting

with

all

stak

ehol

ders

in H

RH

&SW

im

plem

enta

tion

initi

ativ

es

cond

ucte

d

Num

ber o

f qua

rter

ly

refle

ctio

n m

eetin

g w

ith

all s

take

hold

ers

in

HR

H&

SW

impl

emen

tatio

n in

itiat

ives

con

duct

ed

Min

utes

of t

he re

flect

ion

mee

ting

3.2

To in

crea

se c

apac

ity o

f he

alth

man

ager

s on

le

ader

ship

, man

agem

ent

and

advo

cacy

of t

he

heal

th s

yste

m a

ll le

vels

by

2019

3.2.

1 D

efin

e di

men

sion

s of

hea

lth m

anag

ers

auth

ority

; tra

in h

ealth

m

anag

ers

on le

ader

ship

an

d m

anag

emen

t ski

lls

Lead

ersh

ip a

nd;

cond

uct f

ollo

w u

ps o

n le

ader

ship

and

m

anag

emen

t pra

ctic

es

3.2.

1.1

Del

inea

te

dim

ensi

ons

of h

ealth

m

anag

ers’

aut

hori

ty,

resp

onsi

bilit

y an

d ac

coun

tabi

lity

at d

iffer

ent

leve

ls.

Dim

ensi

ons

of h

ealth

m

anag

er, a

utho

rity

, re

spon

sibi

lity

and

acco

unta

bilit

y de

linea

ted

Del

inea

ted

dim

ensi

ons

of h

ealth

man

ager

s to

ex

erci

se a

utho

ritie

s,

resp

onsi

bilit

ies

and

acco

unta

bilit

y in

pla

ce

� R

epor

t of t

he

dim

ensi

ons

of h

ealth

m

anag

ers

� Tr

aini

ng m

ater

ials

on

lead

ersh

ip a

nd

man

agem

ent

� Tr

aini

ng re

port

on

lead

ersh

ip a

nd

man

agem

ent

3.2.

1.2

Con

duct

a

com

preh

ensi

ve

man

agem

ent c

apac

ity

audi

t of f

unct

ions

, st

ruct

ures

and

ski

lls a

t all

leve

ls.

Com

preh

ensi

ve

man

agem

ent c

apac

ity

audi

t of f

unct

ions

, st

ruct

ures

and

ski

lls o

f he

alth

car

e m

anag

ers

Con

duct

ed

Man

agem

ent c

apac

ity

audi

t of f

unct

ions

, st

ruct

ures

and

ski

lls o

f he

alth

car

e m

anag

ers

in

plac

e.

� In

cept

ion

repo

rts

on

the

proc

ess

of

unde

rtak

ing

audi

t �

Aud

it re

port

s

3.2.

1.3

Iden

tify

prob

lem

atic

ar

eas

and

syst

emic

gap

s an

d m

anag

emen

t/le

ader

ship

ne

eds.

Prob

lem

atic

are

as a

nd

syst

emic

gap

s an

d m

anag

emen

t/le

ader

ship

ne

eds

Iden

tifie

d

Prob

lem

atic

are

as a

nd

syst

emic

gap

s an

d m

anag

emen

t/le

ader

ship

ne

eds

in p

lace

� In

cept

ion

repo

rts

on

the

proc

ess

for

iden

tifyi

ng

prob

lem

atic

are

as,

gaps

and

nee

ds

� R

epor

ts o

n th

e

Str

ateg

ic O

bje

ctiv

e 3:

Str

engt

hen

lead

ersh

ip a

nd

ad

voca

cy o

f H

RH

&S

W a

t all

leve

l


56

Spec

ific

Obj

ectiv

e St

rate

gies

A

ctiv

ities

O

utpu

t In

dica

tors

M

eans

of V

erif

icat

ion

iden

tifie

d pr

oble

mat

ic

area

s, s

yste

mic

gap

s an

d m

anag

emen

t/le

ader

shi

p ne

eds

�

3.

2.1.

4 D

evel

op re

leva

nt

heal

th le

ader

ship

and

m

anag

emen

t dev

elop

men

t pr

ogra

mm

es fo

r str

ateg

ic

inte

rven

tion

Rel

evan

t hea

lth le

ader

ship

an

d m

anag

emen

t de

velo

pmen

t pro

gram

mes

fo

r str

ateg

ic in

terv

entio

n D

evel

oped

Rel

evan

t lea

ders

hip

and

man

agem

ent

deve

lopm

ent

prog

ram

mes

for

stra

tegi

c in

terv

entio

n in

pl

ace

Lead

ersh

ip a

nd

man

agem

ent d

evel

opm

ent

prog

ram

s

3.2.

1.5

Eval

uate

the

impa

ct

of h

ealth

lead

ersh

ip a

nd

man

agem

ent i

nter

vent

ions

an

d in

itiat

ed

impr

ovem

ents

The

impa

ct o

f hea

lth

lead

ersh

ip a

nd

man

agem

ent i

nter

vent

ions

an

d in

itiat

ed

impr

ovem

ents

eva

luat

ed

Eval

uatio

n of

the

impa

ct

of in

terv

entio

ns a

nd

initi

ated

impr

ovem

ents

in

pla

ce

� In

cept

ion

repo

rt to

un

dert

ake

eval

uatio

n of

impa

ct o

f hea

lth

lead

ersh

ip a

nd

man

agem

ent

� Ev

alua

tion

repo

rts

3.

2.1.

6 C

ondu

ct a

co

mpr

ehen

sive

m

anag

emen

t cap

acity

au

dit o

f fun

ctio

ns,

stru

ctur

es a

nd s

kills

at a

ll le

vels

Com

preh

ensi

ve

man

agem

ent c

apac

ity

audi

t of f

unct

ions

, st

ruct

ures

and

ski

lls o

f he

alth

car

e m

anag

ers

Con

duct

ed

Man

agem

ent c

apac

ity

audi

t of f

unct

ions

, st

ruct

ures

and

ski

lls o

f he

alth

car

e m

anag

ers

in

plac

e

� In

cept

ion

repo

rt to

un

dert

ake

audi

t �

Rep

ort o

f the

aud

it


Str

ateg

ic O

bje

ctiv

e 4:

Str

engt

hen

HR

H&

SW

rec

ruit

men

t, re

ten

tion

, car

eer

dev

elop

men

t an

d u

tili

zati

on a

t all

leve

ls

57

Stra

tegi

c O

bjec

tive

4:

Stre

ngth

en H

RH

&SW

rec

ruit

men

t, r

eten

tion

, car

eer

deve

lopm

ent

and

utili

zati

on a

t al

l lev

els

Spec

ific

Obj

ectiv

e St

rate

gies

A

ctiv

ities

O

utpu

t In

dica

tors

M

eans

of

Ver

ific

atio

n 4.

1 To

incr

ease

the

num

ber

of H

ealth

and

Soc

ial

Wel

fare

wor

kers

from

the

curr

ent 6

6,34

8 to

98,

226

and

impr

ove

the

skill

s m

ix

from

the

curr

ent

com

posi

tion

of h

igh

leve

l 11

.9%

, mid

leve

l 53.

6%

and

supp

ort l

evel

34.

4% to

12

.6%

, 56.

5% a

nd 3

0.9%

re

spec

tivel

y by

201

9 an

d de

ploy

them

at a

ll le

vels

an

d ar

eas

of th

e co

untr

y ba

sed

on n

eeds

by

2019

4.1.

1 A

ccel

erat

ing

recr

uitm

ent

proc

edur

es, c

apac

ity

build

ing

and

ensu

re

equi

ty d

istr

ibut

ion

of

heal

th w

orke

rs a

t all

leve

ls

4.1.

1.1

Prep

are

and

subm

it to

the

Trea

sury

pri

or to

co

mm

ence

men

t of t

he

recr

uitm

ent p

roce

ss a

de

taile

d 5-

Yea

r R

ecru

itmen

t Pla

n to

obt

ain

‘aut

hori

ty to

recr

uit’

34,0

98

heal

th a

nd s

ocia

l wel

fare

w

orke

rs a

nd a

chie

ve a

sk

ills

mix

of h

igh

leve

l 12

.6%

, mid

leve

l 56.

5% a

nd

supp

ort l

evel

of 3

0.9%

by

2019

Det

aile

d 5-

Yea

r re

crui

tmen

t pla

n to

obt

ain

‘aut

hori

ty to

recr

uit’

prio

r to

com

men

cem

ent o

f the

re

crui

tmen

t pro

cess

pr

epar

ed a

nd s

ubm

itted

to

the

Trea

sury

Det

aile

d 5-

Yea

r re

crui

tmen

t pla

n of

he

alth

wor

kers

in p

lace

� 5-

Yea

rs re

crui

tmen

t pl

an

� Su

bmis

sion

lette

r to

trea

sury

4.1.

1.2

Con

duct

bi-a

nnua

l R

ecru

itmen

t Cam

paig

ns

thro

ugh

the

loca

l pri

nt

med

ia a

s w

ell a

s ra

dio

and

TV to

attr

act h

ealth

w

orke

rs w

ho h

ave

retir

ed,

resi

gned

or c

hang

ed th

eir

prof

essi

ons

to re

-join

the

heal

th s

ervi

ce.

Rec

ruitm

ent c

ampa

igns

to

attr

act h

ealth

wor

kers

to

re-jo

in th

e he

alth

ser

vice

fo

r wor

k co

nduc

ted

� N

umbe

r of

recr

uitm

ent

cam

paig

ns

cond

ucte

d.

� N

umbe

r of h

ealth

w

orke

rs re

-join

ed

the

heal

th s

ervi

ce

for w

orki

ng

� D

esig

ned

Rec

ruitm

ent

cam

paig

ns fo

r pri

nt

med

ia, r

adio

and

TV

�

Lette

r of s

ubm

issi

on to

th

e re

leva

nt m

edia

, ra

dio

and

TV

4.1.

1.3

Col

labo

rate

with

he

alth

wor

kers

em

ploy

men

t aut

hori

ties

in

all r

ecru

itmen

t mat

ters

i.e.

fr

om p

lann

ing

to

impl

emen

tatio

n

Empl

oym

ent a

utho

ritie

s in

al

l rec

ruitm

ent m

atte

rs i.

e.

from

pla

nnin

g to

im

plem

enta

tion

Col

labo

rate

d

� N

umbe

r of h

ealth

w

orke

rs

empl

oym

ent

auth

oriti

es

iden

tifie

d

� N

umbe

r of

recr

uitm

ent

mat

ters

of h

ealth

w

orke

rs

colla

bora

ted

Rep

ort o

n co

llabo

rativ

e ac

tiviti

es in

all

empl

oym

ent m

atte

rs

4.1.

1.4

Con

duct

key

st

akeh

olde

rs m

eetin

g to

id

entif

y bo

ttlen

eck

of

recr

uitm

ents

and

pos

ting

proc

ess

of H

RH

Stak

ehol

ders

mee

tings

on

iden

tifyi

ng b

ottle

neck

s of

he

alth

wor

kers

recr

uitm

ent

and

post

ing

cond

ucte

d

� N

umbe

r of

Stak

ehol

ders

m

eetin

gs

cond

ucte

d

� N

umbe

r of

stak

ehol

ders

pa

rtic

ipat

ed in

the

mee

ting

Min

utes

of t

he k

ey

stak

ehol

ders

mee

ting


58

Spec

ific

Obj

ectiv

e St

rate

gies

A

ctiv

ities

O

utpu

t In

dica

tors

M

eans

of

Ver

ific

atio

n �

Num

ber o

f bo

ttlen

ecks

of

heal

th w

orke

rs

recr

uitm

ent a

nd

post

ing

iden

tifie

d

4.1.

1.5

Con

duct

key

HR

H

stak

ehol

ders

mee

tings

to

shar

e th

e H

RH

pos

ting

and

recr

uitm

ents

eva

luat

ion

findi

ngs

Stak

ehol

ders

mee

tings

to

shar

e H

RH

pos

ting

and

recr

uitm

ent f

indi

ngs

cond

ucte

d

� N

umbe

r of H

RH

st

akeh

olde

rs

mee

tings

to s

hare

th

e H

RH

re

crui

tmen

t and

po

stin

g fin

ding

s co

nduc

ted

�

Num

ber o

f HR

H

recr

uitm

ent a

nd

post

ing

findi

ngs

shar

ed

� N

umbe

r of

Stak

ehol

ders

with

w

ho th

e H

RH

re

crui

tmen

t and

po

stin

g fin

ding

s ha

ve b

een

shar

ed

with

Min

utes

of t

he k

ey

stak

ehol

ders

mee

ting

4.1.

1.6

Con

duct

adv

ocac

y m

eetin

g re

gard

ing

recr

uitm

ent a

nd

depl

oym

ent o

f HR

H

amon

g ke

y st

akeh

olde

rs

Mee

tings

rega

rdin

g re

crui

tmen

t and

de

ploy

men

t of H

RH

am

ong

key

stak

ehol

ders

co

nduc

ted

� N

umbe

r of

advo

cacy

mee

tings

co

nduc

ted

� N

umbe

r of

recr

uitm

ent a

nd

depl

oym

ent i

ssue

s di

scus

sed

Min

utes

of t

he k

ey

stak

ehol

ders

mee

ting

4.1.

2 Pr

omot

e sm

ooth

re

crui

tmen

t pro

cess

4.

1.2.

1 To

revi

ew th

e cu

rren

t rec

ruitm

ent

proc

ess

in o

rder

to re

duce

de

lays

in H

RH

recr

uitm

ent

and

othe

r cha

lleng

es

rela

ted

to p

ostin

gs a

nd

mis

mat

ch

The

recr

uitm

ent p

roce

ss

revi

ewed

�

Num

ber o

f iss

ues

addr

esse

d to

sm

ooth

en

recr

uitm

ent

proc

ess

� R

evie

w re

port

�

Rec

ruitm

ent r

epor

ts

4.1.

3 Pr

omot

e bu

dget

in

crea

se fo

r HR

H

rete

ntio

n ac

tiviti

es

4.1.

3.1

To a

dvoc

ate

for t

he

revi

ew o

f the

cur

rent

C

CH

P gu

idel

ines

so

as to

ac

com

mod

ates

mor

e H

RH

co

mpo

nent

s w

ith

subs

tant

ial a

mou

nt s

et fo

r

Perc

enta

ge in

crea

se o

f bu

dget

for H

RH

rete

ntio

n ac

tiviti

es

� N

umbe

r of H

RH

re

tent

ion

activ

ities

pl

anne

d

� N

umbe

r of H

RH

re

tent

ion

activ

ities

im

plem

ente

d

� C

CH

P pl

ans

� C

ounc

ils re

port

s on

im

plem

enta

tion

of

CC

HP

59

Spec

ific

Obj

ectiv

e St

rate

gies

A

ctiv

ities

O

utpu

t In

dica

tors

M

eans

of

Ver

ific

atio

n H

RH

rete

ntio

n 4.

2 To

enh

ance

rete

ntio

n of

H

RH

at a

ll le

vels

by

2018

4.2.

1 Es

tabl

ish

and

impl

emen

t ret

entio

n m

echa

nism

s of

hea

lth

wor

kers

4.2.

1.1

Build

cap

acity

for

Hum

an R

esou

rce

Dev

elop

men

t (H

RD

) and

H

uman

Res

ourc

e M

anag

emen

t (H

RM

) at a

ll le

vels

to im

prov

e de

ploy

men

t and

util

izat

ion

of H

RH

Enha

nced

cap

acity

for

Hum

an R

esou

rce

Dev

elop

men

t (H

RD

) and

H

uman

Res

ourc

e M

anag

emen

t (H

RM

) at a

ll le

vels

of h

ealth

� Ty

pes

of tr

aini

ng

prog

ram

mes

for

HR

D a

nd H

RM

de

velo

ped

� N

umbe

r of

trai

ning

s co

nduc

ted

� N

umbe

r of

man

ager

s tr

aine

d �

Num

ber o

f m

anag

ers

depl

oyed

at a

ll le

vels

� Tr

aini

ng re

port

s �

List

of m

anag

ers

trai

ned

� V

acan

cies

for H

RD

an

d H

RM

cre

ated

and

fil

led

4.2.

1.2

Impr

ove

the

pay

and

com

pens

atio

n pa

ckag

es a

nd te

rms

and

cond

ition

s of

em

ploy

men

t to

impr

ove

mot

ivat

ion,

pr

oduc

tivity

and

co

mm

itmen

t of t

he h

ealth

w

orkf

orce

The

pay

and

com

pens

atio

n pa

ckag

es a

nd te

rms

and

cond

ition

s of

em

ploy

men

t im

prov

ed

Impr

oved

pay

and

co

mpe

nsat

ion

pack

ages

an

d te

rms

and

cond

ition

of

empl

oym

ent i

n pl

ace

� R

epor

ts o

n th

e de

velo

pmen

t pro

cess

f th

e pa

y an

d co

mpe

nsat

ion

pack

ages

4.2.

1.3

Dev

elop

and

Im

plem

ent t

he

com

preh

ensi

ve M

otiv

atio

n an

d R

eten

tion

mec

hani

sm

com

preh

ensi

ve m

otiv

atio

n an

d re

tent

ion

mec

hani

sms

deve

lope

d an

d im

plem

ente

d

� C

ompr

ehen

sive

m

otiv

atio

n an

d re

tent

ion

mec

hani

ms

in

plac

e �

Num

ber o

f co

mpr

ehen

sive

m

otiv

atio

n an

d re

tent

ion

mec

hani

ms

impl

emet

ed

� R

epor

t of t

he

deve

lopm

ent p

roce

ss

of th

e m

otiv

atio

n an

d re

tent

ion

mec

hani

sm

� M

otiv

atio

n an

d re

tent

ion

mec

hani

sm

4.2.

1.4

Dev

elop

gui

delin

es

and

proc

edur

es fo

r m

anag

ing

the

mov

emen

t of

hea

lth a

nd s

ocia

l wel

fare

w

orke

rs w

ithin

the

publ

ic

sect

or a

nd a

cros

s th

e pu

blic

/pri

vate

sec

tor

inte

rfac

e

Gui

delin

es a

nd p

roce

dure

s fo

r man

agin

g th

e m

ovem

ent o

f hea

lth a

nd

soci

al w

elfa

re w

orke

rs

with

in th

e pu

blic

sec

tor

and

acro

ss th

e pu

blic

/pri

vate

sec

tor

inte

rfac

e de

velo

ped

� G

uide

lines

and

pr

oced

ures

for

man

agin

g th

e m

ovem

ent o

f he

alth

and

soc

ial

wel

fare

wor

kers

w

ithin

the

publ

ic

sect

or a

nd a

cros

s th

e pu

blic

/pri

vate

se

ctor

inte

rfac

e in

� R

epor

t on

the

deve

lopm

ent p

roce

ss


59

Spec

ific

Obj

ectiv

e St

rate

gies

A

ctiv

ities

O

utpu

t In

dica

tors

M

eans

of

Ver

ific

atio

n H

RH

rete

ntio

n 4.

2 To

enh

ance

rete

ntio

n of

H

RH

at a

ll le

vels

by

2018

4.2.

1 Es

tabl

ish

and

impl

emen

t ret

entio

n m

echa

nism

s of

hea

lth

wor

kers

4.2.

1.1

Build

cap

acity

for

Hum

an R

esou

rce

Dev

elop

men

t (H

RD

) and

H

uman

Res

ourc

e M

anag

emen

t (H

RM

) at a

ll le

vels

to im

prov

e de

ploy

men

t and

util

izat

ion

of H

RH

Enha

nced

cap

acity

for

Hum

an R

esou

rce

Dev

elop

men

t (H

RD

) and

H

uman

Res

ourc

e M

anag

emen

t (H

RM

) at a

ll le

vels

of h

ealth

� Ty

pes

of tr

aini

ng

prog

ram

mes

for

HR

D a

nd H

RM

de

velo

ped

� N

umbe

r of

trai

ning

s co

nduc

ted

� N

umbe

r of

man

ager

s tr

aine

d �

Num

ber o

f m

anag

ers

depl

oyed

at a

ll le

vels

� Tr

aini

ng re

port

s �

List

of m

anag

ers

trai

ned

� V

acan

cies

for H

RD

an

d H

RM

cre

ated

and

fil

led

4.2.

1.2

Impr

ove

the

pay

and

com

pens

atio

n pa

ckag

es a

nd te

rms

and

cond

ition

s of

em

ploy

men

t to

impr

ove

mot

ivat

ion,

pr

oduc

tivity

and

co

mm

itmen

t of t

he h

ealth

w

orkf

orce

The

pay

and

com

pens

atio

n pa

ckag

es a

nd te

rms

and

cond

ition

s of

em

ploy

men

t im

prov

ed

Impr

oved

pay

and

co

mpe

nsat

ion

pack

ages

an

d te

rms

and

cond

ition

of

empl

oym

ent i

n pl

ace

� R

epor

ts o

n th

e de

velo

pmen

t pro

cess

f th

e pa

y an

d co

mpe

nsat

ion

pack

ages

4.2.

1.3

Dev

elop

and

Im

plem

ent t

he

com

preh

ensi

ve M

otiv

atio

n an

d R

eten

tion

mec

hani

sm

com

preh

ensi

ve m

otiv

atio

n an

d re

tent

ion

mec

hani

sms

deve

lope

d an

d im

plem

ente

d

� C

ompr

ehen

sive

m

otiv

atio

n an

d re

tent

ion

mec

hani

ms

in

plac

e �

Num

ber o

f co

mpr

ehen

sive

m

otiv

atio

n an

d re

tent

ion

mec

hani

ms

impl

emet

ed

� R

epor

t of t

he

deve

lopm

ent p

roce

ss

of th

e m

otiv

atio

n an

d re

tent

ion

mec

hani

sm

� M

otiv

atio

n an

d re

tent

ion

mec

hani

sm

4.2.

1.4

Dev

elop

gui

delin

es

and

proc

edur

es fo

r m

anag

ing

the

mov

emen

t of

hea

lth a

nd s

ocia

l wel

fare

w

orke

rs w

ithin

the

publ

ic

sect

or a

nd a

cros

s th

e pu

blic

/pri

vate

sec

tor

inte

rfac

e

Gui

delin

es a

nd p

roce

dure

s fo

r man

agin

g th

e m

ovem

ent o

f hea

lth a

nd

soci

al w

elfa

re w

orke

rs

with

in th

e pu

blic

sec

tor

and

acro

ss th

e pu

blic

/pri

vate

sec

tor

inte

rfac

e de

velo

ped

� G

uide

lines

and

pr

oced

ures

for

man

agin

g th

e m

ovem

ent o

f he

alth

and

soc

ial

wel

fare

wor

kers

w

ithin

the

publ

ic

sect

or a

nd a

cros

s th

e pu

blic

/pri

vate

se

ctor

inte

rfac

e in

� R

epor

t on

the

deve

lopm

ent p

roce

ss


60

Spec

ific

Obj

ectiv

e St

rate

gies

A

ctiv

ities

O

utpu

t In

dica

tors

M

eans

of

Ver

ific

atio

n pl

ace

4.2.

1.5

Dis

sem

inat

e he

alth

w

orks

rs m

otiv

atio

n an

d re

tent

ion

mec

hani

sms

Hea

lth w

orke

rs m

otiv

atio

n an

d re

tent

ion

mec

hani

sm

diss

emin

ated

� N

umbe

r of

mec

hani

sms

diss

emin

ated

�

Num

ber o

f st

akeh

olde

rs a

war

e of

hea

lth w

orke

rs

mot

ivat

ion

and

rete

ntio

n m

echa

nism

s �

Num

ber o

f st

akeh

olde

rs w

ith

a co

py o

f hea

lth

wor

kers

m

otiv

atio

n an

d re

tent

ion

mec

hani

sms

� Pl

an o

f dis

sem

inat

ion

of th

e m

otiv

atio

n an

d re

tent

ion

mec

hani

sm

� R

epor

t of t

he

diss

emin

atio

n of

the

mot

ivat

ion

and

rete

ntio

n m

echa

nism

4.2.

1.6

Des

ign

and

impl

emen

t com

preh

ensi

ve

indu

ctio

n pr

ogra

mm

es fo

r al

l cad

res

who

are

new

ly

appo

inte

d he

alth

wor

kers

.

Indu

ctio

n pr

ogra

mm

es fo

r al

l hea

lth c

adre

s w

ho a

re

new

ly a

ppoi

nted

hea

lth

wor

kers

des

igne

d an

d im

plem

ente

d

� In

duct

ion

prog

ram

mes

for a

ll he

alth

cad

res

who

ar

e ne

wly

ap

poin

ted

in p

lace

. �

Num

ber o

f in

duct

ion

cond

ucte

d to

ne

wly

app

oint

ed

heal

th c

adre

s �

Num

ber o

f new

ly

appo

inte

d he

alth

ca

dres

who

hav

e re

ceiv

ed in

duct

ion

� R

epor

t on

the

desi

gnin

g pr

oces

s of

in

duct

ion

prog

ram

�

Indu

ctio

n pr

ogra

m

4.2.

1.7

Dev

elop

, est

ablis

h an

d en

forc

e ne

w ty

pes

of

cont

ract

ual a

gree

men

ts

such

as

bond

ing

syst

em fo

r st

uden

ts re

ceiv

ing

fello

wsh

ips

or lo

ans

from

pu

blic

fund

s

New

type

s of

con

trac

tual

ag

reem

ents

for s

tude

nts

rece

ivin

g fe

llow

dhip

or

loan

s fr

om p

ublic

fund

s de

velo

ped

and

enfo

rced

� N

umbe

r and

type

s of

con

trac

ts in

pl

ace

� N

umbe

r of

stud

ents

sig

ned

cont

ract

s

� R

epor

ts o

f de

velo

pmen

t pro

cess

�

Cop

ies

of s

igne

d co

ntra

cts

4.3

To in

crea

se u

tiliz

atio

n of

HR

H a

t all

leve

ls b

y 20

19

4.3.

1 Es

tabl

ish

the

nece

ssar

y to

ol (s

) to

faci

litat

e pe

rfor

man

ce

man

agem

ent a

nd

care

er d

evel

opm

ent

4.3.

1.1

Upd

ate

and

deve

lop

job

desc

ript

ions

for a

ll po

sitio

ns o

f hea

lth c

adre

s.

Job

desc

ript

ions

for a

ll po

sitio

ns o

f hea

lth c

adre

s up

date

d an

d de

velo

ped.

� Jo

b de

scri

ptio

n fo

r al

l hea

lth c

adre

s in

pl

ace

� R

epor

t on

the

deve

lopm

ent p

roce

ss

of jo

b de

scri

ptio

ns

� Jo

b de

scri

ptio

n


61

Spec

ific

Obj

ectiv

e St

rate

gies

A

ctiv

ities

O

utpu

t In

dica

tors

M

eans

of

Ver

ific

atio

n an

d; im

plem

ent a

nd

follo

w u

ps.

4.

3.1.

2 D

isse

min

ate

job

desc

ript

ion

for H

RH

to a

ll le

vels

Job

desc

ript

ion

diss

emin

ated

�

Num

ber o

f di

ssem

inat

ion

cond

ucte

d

� N

umbe

r of h

ealth

w

orke

rs a

war

e of

th

eir j

ob

desc

ript

ion

�

Num

ber o

f hea

lth

wor

kers

with

job

desc

ript

ion

� D

isse

min

atio

n pl

an

� R

epor

t of

diss

emin

atio

n of

job

desc

ript

ions

4.

3.1.

3 D

evel

op a

nd

dist

ribu

te H

R c

aree

r in

form

atio

n pa

cks

and

cond

uct c

aree

r tal

ks a

t all

leve

ls

HR

car

eer i

nfor

mat

ion

pack

s an

d ca

reer

talk

s at

all

leve

ls d

evel

oped

and

di

stri

bute

d

� H

R c

aree

r in

form

atio

n pa

cks

in p

lace

�

Num

ber o

f HR

ca

reer

info

rmat

ion

pack

s di

stri

bute

d �

Num

ber c

aree

r ta

lks

cond

ucte

d

� R

epor

ts o

f the

de

velo

pmen

t pro

cess

of

car

eer i

nfor

mat

ion

pack

age

�

Car

eer i

nfor

mat

ion

pack

age

�

Rep

ort o

f the

car

eer

talk

s

4.4

To im

prov

e th

e m

anag

emen

t of h

ealth

in

stitu

tions

by

crea

ting

a un

iver

sity

le

vel p

rofe

ssio

nal

man

agem

ent c

adre

w

ith a

car

eer l

adde

r

4.4.

1 C

reat

e a

univ

ersi

ty le

vel

prof

essi

onal

m

anag

emen

t cad

re

with

a c

aree

r lad

der

4.4.

1.1

Rev

iew

the

curr

ent

heal

th m

anag

emen

t pr

ogra

mm

es w

ith th

e co

ncer

ned

univ

ersi

ties

and

impr

ove

them

acc

ordi

ngly

Uni

vers

ity le

vel h

ealth

m

anag

emen

t tra

inin

g cu

rric

ula

revi

ewed

� R

evie

wed

un

iver

sity

leve

l he

alth

m

anag

emen

t tr

aini

ng c

urri

cula

in

pla

ce

� R

epor

t on

the

revi

ew

proc

ess

4.4.

1.2

Wor

k w

ith

univ

ersi

ties

to e

nsur

e

valid

atio

n of

the

curr

icul

a by

TC

U

Trai

ning

cur

ricu

la

valid

ated

by

TCU

�

TCU

val

idat

ed

univ

ersi

ty le

vel

heal

th

man

agem

ent

trai

ning

cur

ricu

la

in p

lace

� TC

U v

alid

atio

n ce

rtifi

cate

4.4.

1.3

Wor

k w

ith P

OPS

M

to e

stab

lish

heal

th

inst

itutio

ns m

anag

er’s

ca

dre

with

a c

aree

r st

ruct

ure

Hea

lth in

stitu

tions

m

anag

ers’

cad

re w

ith

care

er s

truc

ture

est

ablis

hed

� H

ealth

man

ager

s’

cadr

e w

ith c

aree

r st

ruct

ure

in p

lace

� R

epor

t of t

he

deve

lopm

ent p

roce

ss

4.4.

1.4

App

oint

gra

duat

es

of h

ealth

man

agem

ent

prog

ram

mes

with

the

nece

ssar

y ex

peri

ence

to

Gra

duat

es o

f uni

vers

ity

leve

l hea

lth m

anag

emen

t tr

aini

ng p

rogr

amm

es

appo

inte

d as

man

ager

s of

� N

umbe

r of

posi

tions

of

man

ager

s of

hea

lth

inst

itutio

ns fi

lled

� Li

st o

f hea

lth

inst

itutio

ns b

eing

m

anag

ed b

y pr

ofes

sion

al m

anag

ers


62

Spec

ific

Obj

ectiv

e St

rate

gies

A

ctiv

ities

O

utpu

t In

dica

tors

M

eans

of

Ver

ific

atio

n m

anag

e he

alth

inst

itutio

ns

heal

th in

stitu

tions

by

deg

ree

leve

l gr

adua

tes

of h

ealth

m

anag

emen

t

4.5

To e

nhan

ce u

tiliz

atio

n of

Med

ical

Atte

ndan

ts

(Com

mun

ity H

ealth

W

orke

rs, S

ocia

l Wel

fare

as

sist

ants

and

Med

ical

A

ttend

ants

) by

2019

4.5.

1 Fo

rmal

izat

ion

of

CH

W c

adre

s in

to th

e na

tiona

l hea

lth s

yste

m

4.5.

1.1

Con

duct

adv

ocac

y se

ssio

ns fo

r est

ablis

hmen

t of

sch

eme

of s

ervi

ce

Adv

ocac

y se

ssio

ns fo

r es

tabl

ishm

ent o

f sch

eme

of

serv

ice

for C

HW

s co

nduc

ted

� N

umbe

r of

advo

cacy

ses

sion

s co

nduc

ted

�

Num

ber o

f st

akeh

olde

rs

invo

lved

in th

e ad

voca

cy

� R

epor

t on

the

advo

cacy

ses

sion

s

4.5.

1.2

Follo

w u

p of

es

tabl

ishm

ent o

f sch

eme

of

serv

ices

for c

omm

unity

he

alth

wor

kers

(CH

Ws)

Esta

blis

hmen

t of s

chem

e of

se

rvic

es fo

r CH

Ws

follo

wed

up

� Sc

hem

e of

ser

vice

fo

r CH

Ws

in p

lace

�

Rep

ort o

n th

e es

tabl

ishm

ent p

roce

ss

of C

HW

s sc

hem

e of

se

rvic

es

� Sc

hem

e of

ser

vice

for

CH

Ws

4.5.

2 Pr

omot

e th

e re

crui

tmen

t of C

HW

s 4.

5.2.

1 D

evel

op C

HW

s re

quir

emen

t pla

n

CH

Ws

requ

irem

ent p

lan

deve

lope

d

CH

Ws

requ

irem

ent

plan

in p

lace

�

Rep

ort o

n th

e de

velo

pmen

t pro

cess

of

CH

Ws

requ

irem

ent

plan

�

CH

Ws

requ

irem

ent

plan

4.

5.2.

2 A

dvoc

ate

the

recr

uitm

ent o

f CH

Ws

R

ecru

itmen

t of C

HW

s ad

voca

ted

N

umbe

r of C

HW

s re

crui

ted

� R

epor

t on

the

recr

uitm

ent o

f CH

Ws

� Em

ploy

men

t let

ters

4.5.

3 Pr

omot

e st

anda

rdiz

atio

n of

m

otiv

atio

n pa

ckag

e fo

r co

mm

unity

hea

lth

wor

kers

4.5.

3.1

Upd

ate

inve

ntor

y lis

t of C

HW

s an

d re

plac

e th

e dr

op o

ut

Inve

ntor

y lis

t of C

HW

s an

d re

plac

emen

t of t

he d

rop

out u

pdat

e

� U

pdat

ed in

vent

ory

list o

f CH

Ws

in

plac

e

Num

ber o

f CH

Ws

drop

ou

t rep

lace

d

� R

epor

ts o

f the

upd

ate

proc

ess

of in

vent

ory

list o

f CH

Ws

� R

epor

t of t

he C

HW

s dr

op o

uts

repl

aced


Str

ateg

ic O

bje

ctiv

e 5:

Im

pro

ve p

rod

uct

ion

an

d q

ual

ity

of H

RH

&S

W a

t all

leve

lsSp

ecifi

c O

bjec

tive

Stra

tegi

es

Act

iviti

es

Out

put

Indi

cato

r M

eans

of v

erif

icat

ion

5.1

To e

nhan

ce

man

agem

ent c

apac

ity

of m

anag

ers

wor

king

in

all H

ealth

and

Soc

ial

Wel

fare

Tra

inin

g In

stitu

tions

by

2019

5.1.

1 Im

parti

ng

man

ager

ial s

kills

to

all m

anag

ers

in a

ll H

SWTI

s an

d fo

llow

up

s- (h

ere

the

man

ager

s re

fers

: Pr

inci

pal/H

ead

of

Scho

ols,

Aca

dem

ic

Off

icer

s, V

ice

Prin

cipa

ls, W

arde

ns,

Adm

inis

trato

rs,

Acc

ount

ants

, Su

pplie

s O

ffic

er)

5.1.

1.1

Con

duct

trai

ning

on

man

ager

ial s

kills

to

all m

anag

ers

in

HSW

TIs

Trai

ning

on

man

ager

ial

skill

s to

all

man

ager

s in

H

SWTI

s C

ondu

cted

Num

ber o

f m

anag

ers

in

HSW

TIS

train

ed

on M

anag

eria

l sk

ills

�

Trai

ning

Mat

eria

ls

�

Trai

ning

repo

rts

5.1.

1.2

Con

duct

follo

w

up to

eva

luat

e th

e ef

fect

of

the

train

ing

on

man

ager

ial p

ract

ices

Follo

w u

p to

eva

luat

e th

e ef

fect

of t

he tr

aini

ng o

n m

anag

eria

l pra

ctic

es

cond

ucte

d

�

Num

ber o

f fo

llow

ups

to

eval

uate

the

effe

ct o

f the

tra

inin

g on

m

anag

eria

l pr

actic

es

cond

ucte

d �

N

umbe

r of

man

ager

s fo

llow

ed u

ps

to e

valu

ate

the

effe

ct o

f the

tra

inin

g on

m

anag

eria

l pr

actic

es

�

Follo

w u

p re

ports

5.2

Solic

it an

d m

otiv

ate

the

parti

cipa

tion

of a

ll pu

blic

and

priv

ate

univ

ersi

ties

and

heal

th

and

soci

al w

elfa

re

train

ing

inst

itutio

ns to

co

ntrib

ute

tow

ards

the

real

izat

ion

of th

e H

RH

Pr

oduc

tion

Plan

201

4-20

24 g

oals

and

ob

ject

ives

5.2.

1 D

isse

min

ate

the

HR

H P

rodu

ctio

n Pl

an 2

014-

2024

to

all p

ublic

and

priv

ate

train

ing

inst

itutio

ns

and

solic

it fo

r the

ir co

ntrib

utio

n to

its

real

izat

ion

5.2.

1.1

Prod

uce

and

dist

ribut

e co

pies

of t

he

Prod

uctio

n Pl

an 2

014-

2024

to a

ll pu

blic

and

pr

ivat

e un

iver

sitie

s an

d he

alth

and

soc

ial

wel

fare

trai

ning

in

stitu

tions

, rel

evan

t m

inis

tries

and

de

velo

pmen

t par

tner

s

Cop

ies

of th

e Pr

oduc

tion

Plan

dis

tribu

ted

to p

ublic

an

d pr

ivat

e un

iver

sitie

s an

d he

alth

trai

ning

in

stitu

tions

, rel

evan

t m

inis

tries

and

de

velo

pmen

t par

tner

s

�

Num

ber o

f co

pies

di

strib

uted

�

N

umbe

r of

inst

itutio

ns

with

cop

ies

of

the

Prod

uctio

n Pl

an.

�

Cop

ies

of th

e Pr

oduc

tion

Plan

do

cum

ent

�

Ack

now

ledg

emen

t re

ports

from

st

akeh

olde

rs

5.2.

1.1

Con

duct

m

eetin

gs w

ith

stak

ehol

ders

Mee

tings

with

st

akeh

olde

rs c

ondu

cted

�

N

umbe

r of

mee

tings

with

st

akeh

olde

rs

held

�

Mee

ting

repo

rts

5.3

To in

crea

se

capa

city

of H

ealth

and

So

cial

Wel

fare

Tra

inin

g In

stitu

tions

(HSW

TIs)

so

as

to e

nhan

ce

5.3.

1 D

evel

op a

m

ore

deta

iled

train

ing

busi

ness

pl

an w

ith th

e in

volv

emen

t of

5.3.

1.1

Con

duct

w

orks

hops

with

un

iver

sitie

s an

d he

alth

an

d so

cial

wel

fare

tra

inin

g in

stitu

tions

to

Wor

ksho

ps w

ith

stak

ehol

ders

hel

d an

d co

mm

itmen

ts o

f st

akeh

olde

rs id

entif

ied

�

Num

ber o

f w

orks

hops

he

ld

�

Num

ber o

f st

akeh

olde

rs

�

Wor

ksho

p re

ports


Spec

ific

Obj

ectiv

e St

rate

gies

A

ctiv

ities

O

utpu

t In

dica

tor

Mea

ns o

f ver

ifica

tion

prod

uctio

n of

HR

H b

y in

crea

sing

stu

dent

en

rolm

ent i

n un

iver

sitie

s an

d he

alth

an

d so

cial

wel

fare

tra

inin

g in

stitu

tions

fr

om th

e cu

rren

t 6,0

59

to 1

7,77

8 an

d im

prov

e th

e sk

ills

mix

from

the

curr

ent c

ompo

sitio

n of

hi

gh le

vel 1

1.9%

, mid

le

vel 5

3.6%

and

su

ppor

t lev

el 3

4.4%

to

12.6

%, 5

6.5%

and

30

.9%

resp

ectiv

ely

by

2019

.

publ

ic a

nd p

rivat

e un

iver

sitie

s an

d he

alth

and

soc

ial

wel

fare

trai

ning

in

stitu

tions

.

guid

e th

e de

velo

pmen

t of

the

Trai

ning

Bus

ines

s Pl

an a

nd it

s re

quire

men

ts

invo

lved

5.3.

1.2

Ass

ign

univ

ersi

ties

and

heal

th

and

soci

al w

elfa

re

train

ing

inst

itutio

ns fo

r th

e pr

oduc

tion

of

spec

ific

heal

th a

nd

soci

al w

elfa

re c

adre

s in

re

quire

d nu

mbe

rs

Ass

igne

d ro

les

and

com

mitm

ents

of

univ

ersi

ties

and

heal

th

and

soci

al w

elfa

re

train

ing

inst

itutio

ns

iden

tifiie

d

�

Num

ber o

f un

iver

sitie

s an

d he

alth

and

so

cial

wel

fare

tra

inin

g in

stitu

tions

in

volv

ed

�

List

of

com

mitm

ents

fo

r the

in

volv

ed

train

ing

inst

itutio

ns

�

Mee

ting

repo

rts

�

List

of c

omm

itmen

ts

5.3.

1.3

Rec

eive

trai

ning

bu

sine

ss p

lans

from

un

iver

sitie

s an

d he

alth

an

d so

cial

wel

fare

tra

inin

g in

stitu

tions

Trai

ning

bus

ines

s pl

ans

from

uni

vers

ities

and

he

alth

and

soc

ial w

elfa

re

train

ing

inst

itutio

ns

rece

ived

�

Num

bers

of

train

ing

busi

ness

pla

ns

rece

ived

�

Cop

ies

of tr

aini

ng

busi

ness

pla

ns

5.3.

1.4

Com

pile

and

ha

rmon

ize

the

busi

ness

pl

ans

from

uni

vers

ities

an

d he

alth

and

soc

ial

wel

fare

inst

itutio

ns in

to

a O

ne P

lan

(The

B

usin

ess

Plan

)

A c

ompi

led

and

harm

oniz

ed T

rain

ing

Bus

ines

s Pl

an

�

A s

ingl

e N

atio

nal

Trai

ning

B

usin

ess

Plan

in

pla

ce

�

Cop

ies

of th

e N

atio

nal

Trai

ning

Bus

ines

s Pl

an

5.3.

2 Ex

pand

and

im

prov

e H

SWTI

s in

fras

truct

ure

in to

su

ppor

t the

requ

ired

inta

ke o

f the

st

uden

ts

5.3.

2.1

Ren

ovat

e,

exte

nd e

xist

ing

build

ings

and

Con

stru

ct

new

stru

ctur

es

(bui

ldin

gs/s

ites)

for

HSW

TIs

Exis

ting

and

new

st

ruct

ures

(b

uild

ings

/site

s) fo

r H

SWTI

s re

nova

ted

and

cons

truct

ed

�

Num

ber o

f bu

ildin

g/si

tes

reno

vate

d �

N

umbe

r bu

ildin

gs

cons

truct

ed

�

Ren

ovat

ion

repo

rts

�

Con

stru

ctio

n re

ports

�

En

rolm

ent r

epor

t

5.3.

3 Ex

pand

en

rolm

ent b

y in

crea

sing

mor

e ca

dres

in in

stitu

tions

5.3.

3.1

Enro

ls m

ore

cadr

es in

inst

itutio

ns

that

trai

n ra

re c

adre

s (O

ptom

etry

,

Mor

e ca

dres

in

inst

itutio

ns th

at tr

aini

ng

rare

cad

res

enro

lled

Perc

enta

ge o

f en

rolm

ent i

ncre

ase

in in

stitu

tions

that

tra

in ra

re c

adre

s

Enro

lmen

t rep

orts

on

rare

ca

dres


Spec

ific

Obj

ectiv

e St

rate

gies

A

ctiv

ities

O

utpu

t In

dica

tor

Mea

ns o

f ver

ific

atio

n

that

trai

n m

ono

cadr

es

Phys

ioth

erap

y,

anae

sthe

sia,

ph

arm

aceu

tical

te

chni

cian

s, H

ealth

la

bora

tory

tech

nolo

gist

s,

radi

olog

y, h

ealth

as

sist

ants

and

em

ergi

ng)

5.3.

3.2

Supp

ly h

ealth

tr

aini

ng in

stitu

tions

with

cu

rren

t hea

lth le

arni

ng

and

teac

hing

mat

eria

ls

incl

udin

g ta

blet

s to

su

ppor

t tea

chin

g an

d le

arni

ng

Hea

lth tr

aini

ng

inst

itutio

ns s

uppl

ied

with

he

alth

lear

ning

and

te

achi

ng m

ater

ials

�

Num

ber o

f H

ealth

le

arni

ng a

nd

teac

hing

m

ater

ials

su

pplie

d �

N

umbe

r of

heal

th tr

aini

ng

inst

itutio

ns

rece

ived

le

arni

ng a

nd

teac

hing

m

ater

ials

�

Rep

orts

of t

he re

ceiv

ed

lear

ning

and

teac

hing

m

ater

ials

5.3.

4 M

ake

effe

ctiv

e- s

uppo

rt

skill

s la

bora

tory

for

appr

opri

ate

stud

ents

pr

actic

al le

arni

ng

expe

rien

ces

5.3.

4.1

Ren

ovat

e su

ppor

t ski

lls la

bora

tory

ro

oms

Supp

ort s

kills

labo

rato

ry

room

s in

all

heal

th

trai

ning

inst

itutio

ns

reno

vate

d

�

Num

ber o

f su

ppor

t ski

lls

labo

rato

ry

reno

vate

d

�

Ten

der d

ocum

ents

�

R

enov

atio

n re

port

s

5.3.

4.2

Supp

ly s

uppo

rt

skill

s la

bora

tory

with

ne

cess

ary

equi

pmen

t an

d m

ater

ials

Supp

ort s

kills

labo

rato

ry

room

s in

all

heal

th

trai

ning

inst

itutio

ns

supp

lied

with

nec

essa

ry

equi

pmen

t’s

and

mat

eria

ls

�

Num

ber o

f eq

uipm

ent a

nd

mat

eria

ls

supp

lied

to

heal

th tr

aini

ng

inst

itutio

ns

�

Inve

ntor

y re

gist

er

�

Supp

ly re

port

s

5.3.

4.3

Proc

ure

vehi

cles

fo

r stu

dent

s su

perv

isio

n an

d fi

eld

visi

ts

Veh

icle

s fo

r stu

dent

s su

perv

isio

n an

d fi

eld

visi

ts p

rocu

red

Num

ber o

f veh

icle

s pr

ocur

ed fo

r st

uden

ts

supe

rvis

ion

and

fiel

d vi

sits

�

Veh

icle

Pur

chas

e do

cum

ents

�

V

ehic

le p

urch

ase

repo

rt

5.3.

5 In

crea

se

enro

lmen

t of o

ff

cam

pus

stud

ents

5.3.

5.1

Enr

ol o

ff-

cam

pus

stud

ents

in a

t le

ast 2

HT

Is p

er z

one

Off

-cam

pus

stud

ents

in a

t le

ast t

wo

HT

Is p

er z

one

per a

nnum

enr

olle

d

�

Num

ber o

f off

-ca

mpu

s st

uden

ts

�

App

licat

ion

lette

rs

�

Adm

issi

on le

tters

�

St

uden

ts re

gist

ratio

n


Spec

ific

Obj

ectiv

e St

rate

gies

A

ctiv

ities

O

utpu

t In

dica

tor

Mea

ns o

f ver

ifica

tion

per a

nnum

enro

lled

repo

rts

5.3.

6 En

hanc

e ca

paci

ty o

f tra

inin

g

in h

ealth

trai

ning

in

stitu

tions

5.3.

6.1

Rec

ruit

and

post

th

e re

quire

d nu

mbe

r of

teac

hing

sta

ffs

to h

ealth

an

d so

cial

wel

fare

tra

inin

g in

stitu

tions

The

requ

ired

num

ber o

f te

achi

ng s

taff

s to

hea

lth

and

soci

al w

elfa

re

train

ing

inst

itutio

ns

recr

uite

d an

d po

sted

�

Num

ber o

f te

achi

ng s

taff

re

crui

ted

and

post

ed

�

Num

ber o

f tra

inin

g in

stitu

tions

w

ith n

ew

teac

hing

sta

ff

Num

ber o

f he

alth

trai

ning

in

stitu

tions

w

ith th

e re

quire

d nu

mbe

r te

ache

rs

�

Empl

oym

ent l

ette

rs o

f ne

wly

recr

uite

d st

aff

�

Payr

oll

�

Dis

tribu

tion

repo

rt of

ne

wly

recr

uite

d st

aff

5.3.

6.2

Esta

blis

h a

sche

me

of s

ervi

ce fo

r H

ealth

and

Soc

ial

wel

fare

tuto

rs

Sche

me

of s

ervi

ce fo

r he

alth

and

soc

ial w

elfa

re

tuto

rs e

stab

lishe

d

Sche

me

of s

ervi

ce

for h

ealth

and

so

cial

wel

fare

tu

tors

in p

lace

�

Sc

hem

e of

ser

vice

for

heal

th a

nd s

ocia

l w

elfa

re tu

tors

5.3.

7 B

uild

cap

acity

of

teac

hing

sta

ff in

he

alth

trai

ning

in

stitu

tions

on

teac

hing

m

etho

dolo

gy

5.3.

7.1

Con

duct

trai

ning

on

teac

hing

m

etho

dolo

gy a

nd n

ew

deve

lopm

ents

to

teac

hing

sta

ffs

in

train

ing

inst

itutio

ns

Trai

ning

on

teac

hing

m

etho

dolo

gy a

nd n

ew

deve

lopm

ents

of t

each

ing

staf

fs in

trai

ning

in

stitu

tions

�

Num

ber o

f tra

inin

g on

te

achi

ng

met

hodo

logy

fo

r tea

chin

g st

aff i

n he

alth

tra

inin

g in

stitu

tions

co

nduc

ted

�

Num

ber o

f te

achi

ng s

taff

tra

ined

on

teac

hing

m

etho

dolo

gy

�

Num

ber o

f te

achi

ng s

taff

pr

actic

ing

�

Trai

ning

mat

eria

ls o

n te

achi

ng m

etho

dolo

gy

�

Trai

ning

repo

rts o

n te

achi

ng m

etho

dolo

gy


Spec

ific

Obj

ectiv

e St

rate

gies

A

ctiv

ities

O

utpu

t In

dica

tor

Mea

ns o

f ver

ific

atio

n

prop

er

teac

hing

m

etho

dolo

gy

5.

3.8

Supp

ort

tech

nica

lly H

SWT

Is

5.3.

8.1

Con

duct

su

ppor

tive

supe

rvis

ion

in a

ll H

SWT

Is

Supp

ortiv

e su

perv

isio

n in

al

l HSW

TIs

con

duct

ed

�

Num

ber o

f su

ppor

tive

supe

rvis

ion

cond

ucte

d �

N

umbe

r of

trai

ning

in

stitu

tions

th

at re

ceiv

ed

supp

ortiv

e su

perv

isio

n

�

Supp

ortiv

e su

perv

isio

n pl

an

�

Supp

ortiv

e su

perv

isio

n re

port

s

5.4

To

enha

nce

the

qual

ity a

nd

effe

ctiv

enes

s of

C

ontin

uing

Pr

ofes

sion

al

Dev

elop

men

t (C

PD)

Prog

ram

s by

201

9

5.4.

1 St

reng

then

C

PD p

rogr

ams

5.4.

1.1

Dev

elop

m

echa

nism

s fo

r re

cogn

ition

and

ac

cred

itatio

n of

in-

serv

ice

trai

ning

by

invo

lvin

g he

alth

pr

ofes

sion

al re

gula

tory

bo

dies

and

ass

ocia

tions

Mec

hani

sms

for

reco

gniti

on a

nd

accr

edita

tion

of in

-se

rvic

e tr

aini

ng b

y in

volv

ing

heal

th

prof

essi

onal

regu

lato

ry

bodi

es a

nd a

ssoc

iatio

n de

velo

ped

Mec

hani

sms

for

reco

gniti

on a

nd

accr

edita

tion

of in

-se

rvic

e tr

aini

ng in

pl

ace

�

Rep

ort o

n th

e de

velo

pmen

t of

mec

hani

sms

for

reco

gniti

on a

nd

accr

edita

tion

of in

-se

rvic

e tr

aini

ng

�

Acc

redi

tatio

n ce

rtif

icat

es fo

r ap

prov

ed in

-ser

vice

tr

aini

ng

5.4.

1.2

Upd

ate

CPD

gu

idel

ine

to in

corp

orat

e cu

rren

t dev

elop

men

t

CPD

gui

delin

e to

in

corp

orat

e cu

rren

t de

velo

pmen

t upd

ated

Upd

ated

CPD

gu

idel

ine

in p

lace

R

epor

t of t

he u

pdat

es o

f C

PD g

uide

lines

5.4.

1.3

Intr

oduc

e lic

ensi

ng a

nd re

-lic

ensi

ng o

f hig

her l

evel

ca

dres

to m

aint

ain

stan

dard

s of

pra

ctic

e

Lic

ensi

ng a

nd re

-lic

ensi

ng p

roce

dure

s in

corp

orat

ed in

to th

e le

gisl

atio

ns o

f the

di

ffer

ent p

rofe

ssio

nal

coun

cils

and

the

CPD

gu

idel

ines

Upd

ated

le

gisl

atio

ns o

f di

ffer

ent

prof

essi

onal

co

unci

ls a

nd C

PD

guid

elin

es in

pla

ce

Rep

orts

of t

he u

pdat

es o

f th

e le

gisl

atio

ns o

f the

di

ffer

ent p

rofe

ssio

nal

coun

cils

and

CPD

gu

idel

ines

5.4.

1.3

Prom

ote

oper

atio

naliz

atio

n of

C

PD g

uide

line

Ope

ratio

naliz

atio

n of

C

PD g

uide

line

prom

oted

N

umbe

r of

prom

otio

n ac

tiviti

es c

ondu

cted

Rep

ort o

n ac

tiviti

es

cond

ucte

d fo

r pro

mot

ion

CPD

gui

delin

es

5.4.

1.4

Dev

elop

da

taba

se fo

r in-

serv

ice

trai

ning

Dat

abas

e fo

r in-

serv

ice

trai

ning

dev

elop

ed

Dat

abas

e fo

r in-

serv

ice

trai

ning

in

plac

e

Rep

ort o

n de

velo

pmen

t of

the

data

bas

e


Spec

ific

Obj

ectiv

e St

rate

gies

A

ctiv

ities

O

utpu

t In

dica

tor

Mea

ns o

f ver

ific

atio

n

5.4.

1.5

Prom

ote

utili

satio

n of

oth

er

met

hods

for i

n-se

rvic

e tr

aini

ng s

uch

as

dist

ance

, e-l

earn

ing,

on

job

trai

ning

Util

isat

ion

of o

ther

m

etho

ds fo

r in-

serv

ice

trai

ning

suc

h as

dis

tanc

e,

e-le

arni

ng, o

n jo

b tr

aini

ng p

rom

oted

Num

ber o

f m

etho

ds u

tilis

ed

for i

n-se

rvic

e tr

aini

ng

Num

ber o

f stu

dent

s tr

aine

d us

ing

the

dist

ance

, e-l

earn

ing

and

on jo

b tr

aini

ng

�

Rep

ort o

n pr

omot

ed

met

hods

for i

n-se

rvic

e tr

aini

ng

�

Inve

ntor

y of

stu

dent

s us

ing

the

dist

ance

, e-

lear

ning

and

on

job

trai

ning

met

hods

5.5

To

impr

ove

the

qual

ity o

f cur

ricu

la fo

r al

l hea

lth a

nd s

ocia

l w

elfa

re p

rogr

ams

by

2019

5.5.

1 U

pdat

e an

d en

rich

cur

ricu

la fo

r al

l hea

lth a

nd s

ocia

l w

elfa

re p

rogr

ams

5.5.

1.1

Rev

iew

and

fi

naliz

e th

e cu

rric

ula

for

all h

ealth

and

soc

ial

wel

fare

pro

gram

s

Cur

ricu

la fo

r all

heal

th

and

soci

al w

elfa

re

prog

ram

s re

view

ed a

nd

fina

lised

Num

ber o

f cu

rric

ula

revi

ewed

an

d fi

naliz

ed

�

Rep

orts

of t

he

revi

ewed

cir

cula

rs fo

r al

l hea

lth a

nd s

ocia

l w

elfa

re p

rogr

ams

�

Rev

iew

ed c

ircu

lars

for

all h

ealth

and

soc

ial

wel

fare

pro

gram

s

5.5.

1.2

Ado

pt W

HO

gu

idel

ine

for t

ask

shar

ing

and

In

corp

orat

e T

ask

shar

ing

in H

ealth

and

So

cial

Wel

fare

cur

ricu

la

with

the

invo

lvem

ent o

f pr

ofes

sion

al b

odie

s

5.5.

2 V

alid

ate

curr

icul

a fo

r all

heal

th a

nd s

ocia

l w

elfa

re p

rogr

ams

5.5.

2.1

Subm

it re

view

ed

and

fina

lized

cur

ricu

la

to N

AC

TE

for

valid

atio

n

Rev

iew

ed a

nd fi

naliz

ed

curr

icul

a to

NA

CT

E fo

r va

lidat

ion

subm

itted

�

Num

ber o

f re

view

ed a

nd

fina

lized

cu

rric

ula

subm

itted

�

N

umbe

r of

revi

ewed

and

fi

naliz

ed

curr

icul

a va

lidat

ed

�

Subm

issi

on le

tter o

f ci

rcul

ar to

NE

CT

A

�

Val

idat

ed c

ircu

lar b

y N

EC

TA

5.6

To

impr

ove

colla

bora

tion

betw

een

MoH

SW, p

rofe

ssio

nal

bodi

es a

nd N

AC

TE

in

accr

editi

ng a

nd

regu

latin

g he

alth

and

so

cial

wel

fare

trai

ning

5.6.

1 Se

t sta

ndar

ds

for a

ccre

dita

tion

and

regu

latio

n of

hea

lth

trai

ning

inst

itutio

ns

and;

est

ablis

h co

mpl

ianc

e am

ong

the

key

stak

ehol

ders

5.6.

1.1

Map

ping

of

heal

th tr

aini

ng

stak

ehol

ders

Stak

ehol

ders

for h

ealth

tr

aini

ng m

appe

d N

umbe

r of

stak

ehol

ders

id

entif

ied

Rep

ort o

f the

map

ping

of

heal

th tr

aini

ng s

take

hold

ers

5.6.

1.2

Con

duct

nee

ds

and

expe

ctat

ions

as

sess

men

t of

Nee

ds a

nd e

xpec

tatio

ns

asse

ssm

ent o

f st

akeh

olde

rs c

ondu

cted

Nee

ds a

nd

expe

ctat

ions

of

heal

th tr

aini

ng

�

Ince

ptio

n re

port

s of

the

asse

ssm

ent p

roce

ss

�

Rep

ort o

f the

nee

ds


Spec

ific

Obj

ectiv

e St

rate

gies

A

ctiv

ities

O

utpu

t In

dica

tor

Mea

ns o

f ver

ifica

tion

inst

itutio

ns

stak

ehol

ders

st

akeh

olde

rs in

pl

ace

and

expe

ctat

ion

of

stak

ehol

ders

5.

6.1.

3 D

evel

op T

OR

s an

d M

OU

for

colla

bora

tion

in h

ealth

tra

inin

g

TOR

s an

d M

OU

for

colla

bora

tion

in h

ealth

tra

inin

g

�

Num

ber o

f TO

Rs

and

MO

U

deve

lope

d �

N

umbe

r of

colla

bora

tion

in h

ealth

tra

inin

g en

tere

d �

N

umbe

r of

colla

bora

tion

in h

ealth

tra

inin

g in

the

proc

ess

to b

e en

tere

d

�

Term

s of

Ref

eren

ces

(TO

Rs)

for

colla

bora

tion

in h

ealth

tra

inin

g

�

Mem

oran

dum

of

Und

erst

andi

ng (M

OU

) fo

r col

labo

ratio

n in

he

alth

trai

ning

5.6.

2 Pr

omot

e re

gula

tion

of c

linic

al

offic

ers

and

clin

ical

as

sist

ants

5.6.

2.1

Col

labo

rate

with

M

edic

al C

ounc

il of

Ta

ngan

yika

for

incl

usio

n of

clin

ical

of

ficer

and

clin

ical

as

sist

ant i

n th

eir

regu

lato

ry s

yste

m

Reg

ulat

ion

of c

linic

al

offic

er a

nd c

linic

al

assi

stan

t inc

lude

d in

the

Med

ical

Cou

ncil

of

Tang

anyi

ka

�

Reg

ulat

ion

of

clin

ical

off

icer

an

d cl

inic

al

assi

stan

ce

proc

edur

e in

th

e M

edic

al

Cou

ncil

of

Tang

anyi

ka

�

Rep

orts

of

colla

bora

tive

activ

ities

fo

r inc

lusi

on o

f clin

ical

of

ficer

and

clin

ical

as

sist

ance

pro

cedu

re in

th

e M

edic

al C

ounc

il of

Ta

ngan

yika

5.6.

3 En

sure

ef

fect

ive

exec

utio

n of

def

ined

role

s am

ong

colla

bora

tive

partn

ers

5.6.

3.1

Iden

tify

foca

l pe

rson

s Fo

cal p

erso

ns id

entif

ied

Num

ber o

f foc

al

pers

on id

entif

ied

App

oint

men

t let

ter o

f the

id

entif

ied

foca

l per

sons

5.

6.3.

2 D

efin

e ro

les

and

resp

onsi

bilit

ies

of e

ach

foca

l per

son

Rol

es a

nd re

spon

sibi

litie

s of

foca

l per

sons

def

ined

�

N

umbe

r of

defin

ed ro

les

and

resp

onsi

bilit

ies

for f

ocal

pe

rson

�

N

umbe

r of

foca

l per

son

with

def

ined

ro

les

and

resp

onsi

bilit

ies

Rol

es a

nd re

spon

sibi

litie

s fo

r the

foca

l per

son

5.6.

3.3

Dev

elop

a

mec

hani

sms

for

Mec

hani

sms

for

com

mun

icat

ion

and

Mec

hani

sms

for

com

mun

icat

ion

and

�

Rep

ort o

f the

de

velo

pmen

t pro

cess


Spec

ific

Obj

ectiv

e St

rate

gies

A

ctiv

ities

O

utpu

t In

dica

tor

Mea

ns o

f ver

ific

atio

n

com

mun

icat

ion

and

info

rmat

ion

shar

ing

amon

g co

llabo

rativ

e pa

rtner

s

info

rmat

ion

shar

ing

amon

g co

llabo

rativ

e pa

rtner

s de

velo

ped

shar

ing

info

rmat

ion

amon

g co

llabo

rativ

e pa

rtner

s in

pla

ce

of th

e m

echa

nism

�

M

echa

nism

s fo

r co

mm

unic

atio

n an

d in

form

atio

n sh

arin

g

5.7

To

impr

ove

the

qual

ity a

nd u

tiliz

atio

n of

Med

ical

atte

ndan

ts,

soci

al w

elfa

re

atte

ndan

ts a

nd

Com

mun

ity H

ealth

W

orke

rs b

y th

e ye

ar

2019

5.7.

1 E

stab

lish

Cur

ricu

lar f

or

Med

ical

atte

ndan

ts,

soci

al w

elfa

re

atte

ndan

ts a

nd

Com

mun

ity H

ealth

W

orke

rs’ t

rain

ings

5.7.

1.1

Con

duct

T

rain

ing

Nee

d A

sses

smen

t for

Med

ical

at

tend

ants

, soc

ial

wel

fare

atte

ndan

ts a

nd

Com

mun

ity H

ealth

W

orke

rs’ t

rain

ings

Tra

inin

g N

eed

Ass

essm

ent f

or M

edic

al

atte

ndan

ts, s

ocia

l wel

fare

at

tend

ants

and

C

omm

unity

Hea

lth

Wor

kers

’ tra

inin

gs

cond

ucte

d

Num

ber o

f kn

owle

dge

and

skill

s ga

ps fo

r M

edic

al a

ttend

ants

, so

cial

wel

fare

at

tend

ants

and

C

omm

unity

Hea

lth

Wor

kers

’ tra

inin

gs

iden

tifie

d

�

Ince

ptio

n re

port

of

train

ing

need

as

sess

men

t �

T

rain

ing

need

as

sess

men

t rep

ort

5.7.

1.2

Dev

elop

cu

rric

ula

for M

edic

al

atte

ndan

ts, s

ocia

l w

elfa

re a

ttend

ants

and

C

omm

unity

Hea

lth

Wor

kers

’ tra

inin

gs

Cur

ricu

lar f

or M

edic

al

atte

ndan

ts, s

ocia

l wel

fare

at

tend

ants

and

C

omm

unity

Hea

lth

Wor

kers

’ tra

inin

gs

Dev

elop

ed

Num

ber o

f cu

rric

ular

for

Med

ical

atte

ndan

ts,

soci

al w

elfa

re

atte

ndan

ts a

nd

Com

mun

ity H

ealth

W

orke

rs’ t

rain

ings

de

velo

ped

�

Rep

ort o

n de

velo

pmen

t pr

oces

s of

the

circ

ular

�

C

urri

cula

r for

med

ical

an

d so

cial

wel

fare

at

tend

ants

5.7.

1.3

Faci

litat

e ac

cred

itatio

n of

the

curr

icul

ar fo

r Med

ical

at

tend

ants

, soc

ial

wel

fare

atte

ndan

ts a

nd

Com

mun

ity H

ealth

W

orke

rs’ t

rain

ings

Cur

ricu

lar f

or M

edic

al

atte

ndan

ts, s

ocia

l wel

fare

at

tend

ants

and

C

omm

unity

Hea

lth

Wor

kers

’ tra

inin

gs

faci

litat

ed fo

r ac

cred

itatio

n

�

Num

ber o

f C

urri

cula

r for

M

edic

al

atte

ndan

ts,

soci

al w

elfa

re

atte

ndan

ts a

nd

Com

mun

ity

Hea

lth

Wor

kers

’ tra

inin

gs

faci

litat

ed fo

r ac

cred

itatio

n �

C

urri

cula

r ac

cred

ited

�

Acc

redi

ted

curr

icul

ar

5.7.

1.4

Dis

sem

inat

e

curr

icul

ar fo

r Med

ical

at

tend

ants

, soc

ial

wel

fare

atte

ndan

ts a

nd

Com

mun

ity H

ealth

W

orke

rs’ t

rain

ings

to

Cur

ricu

lar f

or M

edic

al

atte

ndan

ts, s

ocia

l wel

fare

at

tend

ants

and

C

omm

unity

Hea

lth

Wor

kers

’ tra

inin

gs to

the

rele

vant

inst

itutio

ns

�

Num

ber o

f cu

rric

ular

for

Med

ical

at

tend

ants

, so

cial

wel

fare

at

tend

ants

and

�

Dis

sem

inat

ion

plan

�

R

epor

ts o

n di

ssem

inat

ion

of

circ

ular

s

Spec

ific

Obj

ectiv

e St

rate

gies

A

ctiv

ities

O

utpu

t In

dica

tor

Mea

ns o

f ver

ific

atio

n

the

rele

vant

inst

itutio

ns

diss

emin

ated

C

omm

unity

H

ealth

W

orke

rs’

train

ings

di

ssem

inat

ed

�

Num

ber o

f re

leva

nt h

ealth

tra

inin

g in

stitu

tions

aw

are

of

curr

icul

um fo

r M

edic

al

atte

ndan

ts,

soci

al w

elfa

re

atte

ndan

ts a

nd

Com

mun

ity

Hea

lth

Wor

kers

’ tra

inin

gs

�

Num

ber o

f re

leva

nt h

ealth

tra

inin

g in

stitu

tions

w

ith

curr

icul

um fo

r M

edic

al

atte

ndan

ts,

soci

al w

elfa

re

atte

ndan

ts a

nd

Com

mun

ity

Hea

lth

Wor

kers

’ tra

inin

gs

�

Num

ber o

f re

leva

nt h

ealth

tra

inin

g in

stitu

tions

tra

inin

g M

edic

al

atte

ndan

ts,

soci

al w

elfa

re


Spec

ific

Obj

ectiv

e St

rate

gies

A

ctiv

ities

O

utpu

t In

dica

tor

Mea

ns o

f ver

ific

atio

n

the

rele

vant

inst

itutio

ns

diss

emin

ated

C

omm

unity

H

ealth

W

orke

rs’

train

ings

di

ssem

inat

ed

�

Num

ber o

f re

leva

nt h

ealth

tra

inin

g in

stitu

tions

aw

are

of

curr

icul

um fo

r M

edic

al

atte

ndan

ts,

soci

al w

elfa

re

atte

ndan

ts a

nd

Com

mun

ity

Hea

lth

Wor

kers

’ tra

inin

gs

�

Num

ber o

f re

leva

nt h

ealth

tra

inin

g in

stitu

tions

w

ith

curr

icul

um fo

r M

edic

al

atte

ndan

ts,

soci

al w

elfa

re

atte

ndan

ts a

nd

Com

mun

ity

Hea

lth

Wor

kers

’ tra

inin

gs

�

Num

ber o

f re

leva

nt h

ealth

tra

inin

g in

stitu

tions

tra

inin

g M

edic

al

atte

ndan

ts,

soci

al w

elfa

re

Spec

ific

Obj

ectiv

e St

rate

gies

A

ctiv

ities

O

utpu

t In

dica

tor

Mea

ns o

f ver

ific

atio

n

the

rele

vant

inst

itutio

ns

diss

emin

ated

C

omm

unity

H

ealth

W

orke

rs’

train

ings

di

ssem

inat

ed

�

Num

ber o

f re

leva

nt h

ealth

tra

inin

g in

stitu

tions

aw

are

of

curr

icul

um fo

r M

edic

al

atte

ndan

ts,

soci

al w

elfa

re

atte

ndan

ts a

nd

Com

mun

ity

Hea

lth

Wor

kers

’ tra

inin

gs

�

Num

ber o

f re

leva

nt h

ealth

tra

inin

g in

stitu

tions

w

ith

curr

icul

um fo

r M

edic

al

atte

ndan

ts,

soci

al w

elfa

re

atte

ndan

ts a

nd

Com

mun

ity

Hea

lth

Wor

kers

’ tra

inin

gs

�

Num

ber o

f re

leva

nt h

ealth

tra

inin

g in

stitu

tions

tra

inin

g M

edic

al

atte

ndan

ts,

soci

al w

elfa

re

Spec

ific

Obj

ectiv

e St

rate

gies

A

ctiv

ities

O

utpu

t In

dica

tor

Mea

ns o

f ver

ifica

tion

atte

ndan

ts a

nd

Com

mun

ity

Hea

lth

Wor

kers

5.

7.1.

5 B

uild

cap

acity

of

Med

ical

atte

ndan

ts,

soci

al w

elfa

re a

ttend

ants

an

d C

omm

unity

Hea

lth

Wor

kers

Trai

ned

Med

ical

at

tend

ants

, soc

ial w

elfa

re

atte

ndan

ts a

nd

Com

mun

ity H

ealth

W

orke

rs’ t

rain

ings

usi

ng

the

deve

lope

d cu

rric

ular

Num

ber o

f Med

ical

at

tend

ants

, soc

ial

wel

fare

atte

ndan

ts

and

Com

mun

ity

Hea

lth W

orke

rs

train

ed

� Tr

aini

ng m

ater

ials

on

capa

city

bui

ldin

gs o

f M

edic

al a

ttend

ants

, so

cial

wel

fare

at

tend

ants

and

C

omm

unity

Hea

lth

Wor

kers

�

Trai

ning

repo

rts


Spec

ific

Obj

ectiv

e St

rate

gies

A

ctiv

ities

O

utpu

t In

dica

tor

Mea

ns o

f ver

ifica

tion

atte

ndan

ts a

nd

Com

mun

ity

Hea

lth

Wor

kers

5.

7.1.

5 B

uild

cap

acity

of

Med

ical

atte

ndan

ts,

soci

al w

elfa

re a

ttend

ants

an

d C

omm

unity

Hea

lth

Wor

kers

Trai

ned

Med

ical

at

tend

ants

, soc

ial w

elfa

re

atte

ndan

ts a

nd

Com

mun

ity H

ealth

W

orke

rs’ t

rain

ings

usi

ng

the

deve

lope

d cu

rric

ular

Num

ber o

f Med

ical

at

tend

ants

, soc

ial

wel

fare

atte

ndan

ts

and

Com

mun

ity

Hea

lth W

orke

rs

train

ed

� Tr

aini

ng m

ater

ials

on

capa

city

bui

ldin

gs o

f M

edic

al a

ttend

ants

, so

cial

wel

fare

at

tend

ants

and

C

omm

unity

Hea

lth

Wor

kers

�

Trai

ning

repo

rts

Spec

ific

Obj

ectiv

e St

rate

gies

A

ctiv

ities

O

utpu

t In

dica

tor

Mea

ns o

f ver

ifica

tion

atte

ndan

ts a

nd

Com

mun

ity

Hea

lth

Wor

kers

5.

7.1.

5 B

uild

cap

acity

of

Med

ical

atte

ndan

ts,

soci

al w

elfa

re a

ttend

ants

an

d C

omm

unity

Hea

lth

Wor

kers

Trai

ned

Med

ical

at

tend

ants

, soc

ial w

elfa

re

atte

ndan

ts a

nd

Com

mun

ity H

ealth

W

orke

rs’ t

rain

ings

usi

ng

the

deve

lope

d cu

rric

ular

Num

ber o

f Med

ical

at

tend

ants

, soc

ial

wel

fare

atte

ndan

ts

and

Com

mun

ity

Hea

lth W

orke

rs

train

ed

� Tr

aini

ng m

ater

ials

on

capa

city

bui

ldin

gs o

f M

edic

al a

ttend

ants

, so

cial

wel

fare

at

tend

ants

and

C

omm

unity

Hea

lth

Wor

kers

�

Trai

ning

repo

rts


Str

ateg

ic O

bje

ctiv

e 6:

Str

engt

hen

par

tner

ship

s an

d c

oord

inat

ion

of

HR

H&

SW

inte

rven

tion

s am

ong

stak

ehol

der

s at

all

leve

ls

Spec

ific

Obj

ectiv

e St

rate

gies

A

ctiv

ities

Out

put

Indi

cato

r M

eans

of V

erif

icat

ion

6.1

To

impr

ove

coor

dina

tion

and

alig

nmen

t of H

RH

&SW

pr

iori

ties

acro

ss fo

ur k

ey

min

istr

ies-

MO

HSW

, PM

O-R

AL

G, P

OPS

M,

MO

F an

d w

ith o

ther

H

RH

sta

keho

lder

s by

20

19

6.1.

1 E

stab

lish

regu

lar f

orum

and

w

orks

hops

for

shar

ing

HR

H&

SW

prio

ritie

s

6.1.

1.1

Dev

elop

a

min

iste

rial

coo

rdin

atin

g te

am

Min

iste

rial

Coo

rdin

atin

g te

am d

evel

oped

M

inis

teri

al

coor

dina

ting

team

in

plac

e

�

Lis

t of t

eam

m

embe

rs

�

Tea

m d

evel

opm

ent

repo

rt

6.1.

1.2

Dev

elop

gu

idel

ines

for f

orum

s an

d w

orks

hops

Gui

delin

es fo

r m

inis

teri

al fo

rum

s an

d w

orks

hops

dev

elop

ed

Num

ber o

f gui

delin

es

deve

lope

d �

R

epor

t on

deve

lopm

ent o

f gu

idel

ines

�

G

uide

lines

6.

1.1.

3 C

ondu

ct fo

rum

s an

d w

orks

hops

as

per

guid

elin

es

Foru

ms

and

wor

ksho

ps

for c

ondu

cted

as

per

guid

elin

es

Num

ber o

f for

ums

and

wor

ksho

ps

cond

ucte

d

Foru

ms

and

wor

ksho

ps

repo

rts

6.1.

2 Pr

omot

e sh

arin

g ne

w

HR

H&

SW

deve

lopm

ents

and

pr

iori

ties

6.1.

2.1

Dev

elop

leaf

lets

an

d po

licy

brie

f on

new

H

RH

dev

elop

men

ts a

nd

prio

ritie

s

Lea

flet

s an

d po

licy

brie

f on

new

HR

H

deve

lopm

ents

and

pr

iori

ties

deve

lope

d

Num

ber o

f lea

flet

s an

d po

licy

brie

f on

new

HR

H

deve

lopm

ents

and

pr

iori

ties

Lea

flet

s an

d po

licy

brie

f

6.1.

2.2

Des

ign

a m

echa

nism

incl

udin

g fr

eque

ncy

for s

hari

ng

new

HR

H d

evel

opm

ents

an

d pr

iori

ties

A m

echa

nism

incl

udin

g fr

eque

ncy

for s

hari

ng

new

HR

H d

evel

opm

ents

an

d pr

iori

ties

desi

gned

A m

echa

nism

in

clud

ing

freq

uenc

y fo

r sha

ring

new

HR

H

deve

lopm

ents

and

pr

iori

ties

in p

lace

Rep

ort o

n de

velo

pmen

t of

a m

echa

nism

s in

clud

ing

the

freq

uenc

y

6.1.

2.3

Shar

ing

new

H

RH

dev

elop

men

ts a

nd

prio

ritie

s

New

HR

H d

evel

opm

ents

an

d pr

iori

ties

shar

ed

Num

ber o

f New

H

RH

dev

elop

men

ts

and

prio

ritie

s sh

ared

Rep

ort o

n th

e in

vent

ory

of N

ew H

RH

de

velo

pmen

ts a

nd

prio

ritie

s sh

ared

6.

2 T

o im

prov

e ne

twor

king

and

co

ordi

natio

n am

ong

HR

H s

take

hold

ers

by

2019

6.2.

1 E

stab

lishi

ng a

m

echa

nism

s fo

r co

ordi

natio

n an

d co

llabo

ratio

n am

ong

HR

H&

SW

stak

ehol

ders

6.2.

1.1

Des

ign

and

impl

emen

t int

er-

min

iste

rial

HR

H

deve

lopm

ent a

nd

man

agem

ent c

omm

ittee

m

eetin

gs

Inte

r-m

inis

teri

al H

RH

de

velo

pmen

t and

m

anag

emen

t com

mitt

ee

mee

tings

des

igne

d an

d im

plem

ente

d

�

Inte

r -

min

iste

rial

de

velo

pmen

t and

m

anag

emen

t co

mm

ittee

m

eetin

gs

esta

blis

hed

�

N

umbe

r of I

nter

- m

inis

teri

al

deve

lopm

ent a

nd

man

agem

ent

com

mitt

ee

mee

tings

co

nduc

ted

Rep

ort o

f the

es

tabl

ishm

ent o

f int

er-

min

iste

rial

HR

H&

SW

com

mitt

ee

Min

utes

of t

he in

ter-

min

iste

rial

HR

H&

SW

deve

lopm

ent a

nd

man

agem

ent c

omm

ittee

Spec

ific

Obj

ectiv

e St

rate

gies

A

ctiv

ities

Out

put

Indi

cato

r M

eans

of V

erifi

catio

n

6.1

To im

prov

e co

ordi

natio

n an

d al

ignm

ent o

f HRH

&SW

pr

iorit

ies a

cros

s fou

r key

m

inist

ries-

MO

HSW

, PM

O-R

ALG

, PO

PSM

, M

OF

and

with

oth

er

HRH

stak

ehol

ders

by

2019

6.1.

1 Es

tabl

ish

regu

lar f

orum

and

w

orks

hops

for

shar

ing

HRH

&SW

pr

iorit

ies

6.1.

1.1

Dev

elop

a

min

ister

ial c

oord

inat

ing

team

Min

ister

ial C

oord

inat

ing

team

dev

elop

ed

Min

ister

ial

coor

dina

ting

team

in

plac

e

� Li

st of

team

m

embe

rs

� Te

am d

evel

opm

ent

repo

rt 6.

1.1.

2 D

evel

op

guid

elin

es fo

r for

ums

and

wor

ksho

ps

Gui

delin

es fo

r m

inist

eria

l for

ums a

nd

wor

ksho

ps d

evel

oped

Num

ber o

f gui

delin

es

deve

lope

d �

Repo

rt on

de

velo

pmen

t of

guid

elin

es

� G

uide

lines

6.

1.1.

3 Co

nduc

t for

ums

and

wor

ksho

ps a

s per

gu

idel

ines

Foru

ms a

nd w

orks

hops

fo

r con

duct

ed a

s per

gu

idel

ines

Num

ber o

f for

ums

and

wor

ksho

ps

cond

ucte

d

Foru

ms a

nd w

orks

hops

re

ports

6.1.

2 Pr

omot

e sh

arin

g ne

w

HRH

&SW

de

velo

pmen

ts an

d pr

iorit

ies

6.1.

2.1

Dev

elop

leaf

lets

and

polic

y br

ief o

n ne

w

HRH

dev

elop

men

ts an

d pr

iorit

ies

Leaf

lets

and

polic

y br

ief

on n

ew H

RH

deve

lopm

ents

and

prio

ritie

s dev

elop

ed

Num

ber o

f lea

flets

and

polic

y br

ief o

n ne

w H

RH

deve

lopm

ents

and

prio

ritie

s

Leaf

lets

and

polic

y br

ief

6.1.

2.2

Des

ign

a m

echa

nism

incl

udin

g fre

quen

cy fo

r sha

ring

new

HRH

dev

elop

men

ts an

d pr

iorit

ies

A m

echa

nism

incl

udin

g fre

quen

cy fo

r sha

ring

new

HRH

dev

elop

men

ts an

d pr

iorit

ies d

esig

ned

A m

echa

nism

in

clud

ing

frequ

ency

fo

r sha

ring

new

HRH

de

velo

pmen

ts an

d pr

iorit

ies i

n pl

ace

Repo

rt on

dev

elop

men

t of

a m

echa

nism

s in

clud

ing

the

frequ

ency

6.1.

2.3

Shar

ing

new

H

RH d

evel

opm

ents

and

prio

ritie

s

New

HRH

dev

elop

men

ts an

d pr

iorit

ies s

hare

d N

umbe

r of N

ew

HRH

dev

elop

men

ts an

d pr

iorit

ies s

hare

d

Repo

rt on

the

inve

ntor

y of

New

HRH

de

velo

pmen

ts an

d pr

iorit

ies s

hare

d 6.

2 To

impr

ove

netw

orki

ng a

nd

coor

dina

tion

amon

g H

RH st

akeh

olde

rs b

y 20

19

6.2.

1 Es

tabl

ishin

g a

mec

hani

sms f

or

coor

dina

tion

and

colla

bora

tion

amon

g H

RH&

SW

stake

hold

ers

6.2.

1.1

Des

ign

and

impl

emen

t int

er-

min

ister

ial H

RH

deve

lopm

ent a

nd

man

agem

ent c

omm

ittee

m

eetin

gs

Inte

r-min

ister

ial H

RH

deve

lopm

ent a

nd

man

agem

ent c

omm

ittee

m

eetin

gs d

esig

ned

and

impl

emen

ted

� In

ter -

m

inist

eria

l de

velo

pmen

t and

m

anag

emen

t co

mm

ittee

m

eetin

gs

esta

blish

ed

� N

umbe

r of I

nter

- m

inist

eria

l de

velo

pmen

t and

m

anag

emen

t co

mm

ittee

m

eetin

gs

cond

ucte

d

Repo

rt of

the

esta

blish

men

t of i

nter

-m

inist

eria

l HRH

&SW

co

mm

ittee

M

inut

es o

f the

inte

r-m

inist

eria

l HRH

&SW

de

velo

pmen

t and

m

anag

emen

t com

mitt

ee


Spec

ific

Obj

ectiv

e St

rate

gies

A

ctiv

ities

Out

put

Indi

cato

r M

eans

of V

erifi

catio

n

6.2.

1.2

Con

duct

at l

east

tw

o pe

r ann

um

HR

H&

SW s

take

hold

ers

mee

tings

to s

hare

H

RH

&SW

key

issu

es

and

impl

emen

tatio

n of

st

rate

gic

plan

At l

east

two

per a

nnum

H

RH

&SW

sta

keho

lder

s m

eetin

gs to

sha

re

HR

H&

SW k

ey is

sues

an

d im

plem

enta

tion

of

stra

tegi

c pl

an c

ondu

cted

Num

ber o

f H

RH

&SW

st

akeh

olde

rs

Mee

tings

con

duct

ed

Min

utes

of t

he

HR

H&

SW s

take

hold

ers

mee

tings

6.2.

1.3

Com

mis

sion

and

su

perv

ise

HR

H&

SW

rela

ted

rese

arch

stu

dies

.

Com

mis

sion

ed a

nd

supe

rvis

ed H

RH

rela

ted

rese

arch

stu

dies

.

Num

ber o

f C

omm

issi

oned

and

su

perv

ised

HR

H

rela

ted

rese

arch

st

udie

s in

pla

ce

�

Rep

ort o

n su

perv

isio

n H

RH

&SW

rela

ted

rese

arch

�

Res

earc

h re

port

rela

ted

to

HR

H&

SW

6.2.

1.4

Dis

sem

inat

e fin

ding

s fr

om H

RH

&SW

re

late

d re

sear

ch s

tudi

es

and

iden

tify

polic

y an

d pr

ogra

mm

e im

plic

atio

ns

�

Find

ings

from

H

RH

&SW

rela

ted

rese

arch

stu

dies

di

ssem

inat

ed

�

Im

plic

atio

ns o

f re

sear

ch fi

ndin

gs in

po

licie

s an

d pr

ogra

mm

e id

entif

ied

�

Num

ber o

f fin

ding

s fr

om

HR

H&

SW

rela

ted

rese

arch

st

udie

s di

ssem

inat

e

�

Num

ber o

f HR

H

rese

arch

im

plic

atio

ns fo

r po

licie

s an

d pr

ogra

mm

e id

entif

ied

�

Plan

on

diss

emin

atio

n of

H

RH

&SW

rese

arch

fin

ding

s

�

Dis

sem

inat

ion

repo

rts o

f H

RH

&SW

fini

ngs

6.2.

1.5

Coo

rdin

ate

and

mon

itor H

RH

rese

arch

an

d ut

ilise

find

ings

in

deci

sion

mak

ing.

�

HR

H re

sear

ch

Coo

rdin

ated

and

m

onito

red

�

H

RH

rese

arch

fin

ding

s ut

ilise

d fo

r H

RH

dec

isio

n m

akin

g

�

Num

ber o

f HR

H

rese

arch

co

ordi

nate

d an

d m

onito

red

�

Num

ber o

f fin

ding

s ut

ilise

d fo

r HR

H

deci

sion

mak

ing

�

Rep

ort o

n co

ordi

natio

n an

d m

onito

ring

of

HR

H&

SW re

sear

ch

�

R

epor

t on

the

utili

zatio

n of

H

RH

&SW

rese

arch

fin

ding

s on

dec

isio

n m

akin

g

6.2.

2 Fo

ster

sm

ooth

im

plem

enta

tion

of

6.2.

2.1

Dev

elop

pro

per

impl

emen

tatio

n �

Im

plem

enta

tion

guid

elin

e fo

r HR

H

�

Ava

ilabi

lity

of

guid

elin

es fo

r �

G

uide

lines

for H

RH

ac

tiviti

es


Spe

cifi

c O

bjec

tive

S

trat

egie

s A

ctiv

itie

s

Out

put

Indi

cato

r M

eans

of

Ver

ific

atio

n

HR

H&

SW

act

ivit

ies

guid

elin

e, w

hich

sha

ll

stat

e cl

ear

role

s an

d re

spon

sibi

liti

es o

f ea

ch

HR

H a

ctor

s.

acti

viti

es in

pla

ce

HR

H a

ctiv

itie

s

�

Rep

ort o

n im

plem

enta

tion

of

HR

H a

ctiv

itie

s

6.3

To

impr

ove

com

mun

icat

ion

betw

een

HR

H&

SW

act

ors

both

pu

blic

and

pri

vate

by

2018

6.3.

1 D

esig

n ap

prop

riat

e fe

edba

ck

mec

hani

sm

6.3.

1.1

Dev

elop

for

ms

whi

ch w

ill a

ckno

wle

dge

rece

ipt &

rea

ding

of

any

rele

vant

doc

umen

t

�

To

have

a w

ell

func

tion

ing

feed

back

m

echa

nism

by

2015

�

Num

ber

of

feed

back

fro

m

HR

H a

ctor

s.eg

on

str

ateg

ic

plan

s do

cum

ents

, po

lici

es e

tc.

�

N

umbe

r of

m

eeti

ngs

and

part

icip

ants

at

tend

ed to

di

scus

s H

RH

is

sues

. �

L

evel

of

inte

ract

ions

and

up

date

s on

HR

H

mat

ters

.

�

Fee

dbac

k fo

rms

avai

labl

e an

d ac

know

ledg

ed

�

Num

ber

of m

eeti

ngs

cond

ucte

d

6.3.

1.2

Sel

ect a

se

cret

aria

t whi

ch s

hall

su

perv

ise

feed

back

m

echa

nism

s 6.

3.1.

3 P

rom

ote

info

rmat

ion

exch

ange

am

ong

HR

H a

ctor

s 6.

3.1.

4 E

mph

asiz

e re

gula

r m

eeti

ngs

to

disc

uss

HR

H m

atte

rs.

6.4

Sup

port

pri

vate

se

ctor

to s

cale

up

trai

ning

of

heal

th

wor

kers

in li

ne w

ith

PH

SD

P/M

MA

M

6.4.

1 P

riva

te s

ecto

r en

gage

men

t in

HR

H

6.4.

1.1

Ass

ess

capa

city

of

Pri

vate

inst

itut

ions

in

Tra

inin

g an

d se

rvic

e de

live

ry

�

Cap

acit

y of

pri

vate

se

ctor

inst

itut

ions

as

sess

ed

Num

ber

of p

riva

te

inst

itut

ions

ass

esse

d �

A

sses

smen

t rep

ort

�

Lis

t of

priv

ate

sect

or in

stit

utio

ns

and

thei

r ca

pabi

lity

st

atem

ents

6.

4.1.

2 S

uppo

rt th

e pr

ivat

e se

ctor

to s

cale

up

trai

ning

of

heal

th a

nd

soci

al w

elfa

re w

orke

rs in

li

ne w

ith

PH

SD

P

�

Pri

vate

sec

tor

inst

itut

ions

su

ppor

ted

to s

cale

up

trai

ning

of

heal

th

and

soci

al w

elfa

re

wor

kers

Num

ber

of p

riva

te

sect

or in

stit

utio

ns

supp

orte

d

�

Lis

t of

priv

ate

sect

or in

stit

utio

ns

supp

orte

d

6.4.

1.2

Sub

-con

trac

t pr

ivat

e tr

aini

ng

inst

itut

ions

to c

ontr

ibut

e in

the

trai

ning

of

mid

�

Som

e pr

ivat

e he

alth

tr

aini

ng in

stit

utio

ns

sub-

cont

ract

ed to

tr

ain

mid

leve

l

Num

ber

of

inst

itut

ions

co

ntra

cted

to p

riva

te

sect

or to

trai

n m

id

�

Lis

t of

inst

itut

ions

co

ntra

cted

to p

riva

te

sect

or

�

Num

ber

of

Spec

ific

Obj

ectiv

e St

rate

gies

A

ctiv

ities

Out

put

Indi

cato

r M

eans

of V

erifi

catio

n

leve

l cad

res

cadr

es

leve

l cad

res

grad

uate

s fr

om

inst

itutio

ns

cont

ract

ed to

the

priv

ate

sect

or


Chapter Six:

Summary of Activity Cost

Human Resources for Health Strategic Plan Budget Estimates

Sn Strategic Objectives Activities Cost

1Strategic Objective 1: Strengthen policy development and HRH planning at all levels

18 7,118,159,300

2Strategic Objective 2: Strengthen HRH&SW research and utilization at all levels

12 5,557,936,000

3Strategic Objective 3: Strengthen leadership and advocacy of HRH at all level

8 2,441,075,000

4Strategic Objective 4: Strengthen HRH&SW recruitment, retention, career development and utilization at all levels

14 2,225,160,000

5 Strategic Objective 5: Improve Production and quality of HRH&SW 31 55,347,586,000

6Strategic Objective 6: Strengthen partnership and coordination of HRH&SW stakeholders at all levels

11 1,230,550,000

Grand Total 94 73,920,466,300


Chapter Seven

Monitoring and Evaluation

7.1 HRH Monitoring and Evaluation Framework

Monitoring of this section is designed to provide information regarding progress and achievement at different stages during the implementation period. An M&E framework for the national HRH strategic plan will be developed. This will lay down a foundation for a sound empirical evidence for informed policy decision-making and monitor the progress of HRH development interventions both at strategic and operational levels. It will serve as powerful and effective monitoring tool that will be used by HRH managers at different levels of the health system to gather, analyze, generate timely information, submitting reports and getting feedback to solve problems related to human resources on timely manner and explore new solutions to overcome chronic HRH issues.

The framework will in addition:

• Provide systematic mechanism for monitoring HRH in health sector

• Provide evidence to inform HRH policy and planning & decision making

• Reinforce HRH accountability within the health sector

• Enhance better understanding of the trends in HRH

• Create a basis to measure and monitor impact of HRH interventions

• Enhance sub-national comparability

• Harmonization and alignment with other M&E frameworks and information systems

• It will also assist in capturing lessons learned, identify and document the best practices to be shared in-country and globally

7.2 Things to be monitored

In order to be able to measure change key targets for some specific areas have been set below.

Areas of Focus Develop Targets Source Of Information

1. Recruitment Shortage of staff reduced from 52% in 2014 to 30% in 2019

Utilisation of granted permits increased from 60% in 2014 to 100% in 2019

HRHIS/TIIS

POPSM permits on annual basis

Posting report on annual basis

2. Production Production of health workers increased based on demand from 7,000 graduates in 2014 to 10,000 graduates 2019

TIIS

3. Retention 70% of staff posted to districts are retained within the health sector

HRHIS/TIIS

Key Indicators for HRH Production Plan


The following are key monitoring indicators for the HRH Production Plan

1. Total health personnel

2. Population per worker

3. Health worker per 100,000 population

4. Physicians (including AMOs) per 100,000 population

5. Nursing and midwifery personnel per 100,000 population

7.3 Progress monitoring

While most of the indicators are strategic objective specific and denotes to certain activities, a sensitive set of CORE HRH indicators will be identified. This will emanate from the MOHSW milestones and other key strategic documents. Specifically the following will be tracked. The reporting process will take into consideration vertical and horizontal strategies to ensure total coverage of partners and relevant stakeholders for HRH&SW. In order to capture data adequately; an Input – Output – Outcome – Impact data collection, analysis and reporting approach will be applied. Specifically the following will be tracked.

Accomplishment status of planned activities

In order to establish whether activities are implemented as planned. Progress reporting mechanism will be used to establish the status of implementation of planned activities at all levels. Progress indicators will be extracted from operational plans to establish whether the planned activities have been accomplished. To ensure that this happens, all levels develop an operational plan on annual basis with clear progress indicators. In addition there will be an inclusion and review of councils quarterly technical report tool to ensure key information on HRH is collected on quarterly basis.

Inputs availability

For activities to be implemented the identified inputs need to be available. The experience of the implementation of HRHSP 2008 -2013 indicates difficulties in capturing how much funding is set and utilised for HRH issues. A possibility of embedding an extra form in the existing information to capture HRH financing at all levels will sought so that financial data is collected.

HRH demand and supply

The developed HRHIS and TIIS will continue to be strengthened and its utilisation be promoted. Since this was 100% supported by a project a clear sustainability plan will be set to ensure a smooth exit of the supporting project and mainstreaming of the two systems into the overall government structure in terms of technical and financial support. The information about HRH available, recruitments, training and attrition will be captured. Enrolment, outputs from training institution will be tracked.

7.4 Information sources

Monitoring will be informed by activity reports from councils, ministries departments and partners, HRHIS, TIIS, DHIS and HMIS. The information will be harmonized to enhance consistency and reliability.

7.5 Strategy evaluation

In general, there will be two main categories of evaluations to be conducted within the lifespan of the strategic plan. These are midterm and final evaluation. Midterm Evaluation will focus on how the HRHSP 2014-2013 is being implemented to determine if the programme is on the right track towards the achievement of planned results and if not, what are the influencing factors. This will be done in year three. This will be an external evaluation. Final evaluation will be done at the end of year five. This will also be an external evaluation.


7.6 Utilization of Monitoring and Evaluation Results

In the monitoring and evaluation process, good and bad practices will be identified and documented to inform future design and implementation of HRH&SW strategic plan. In addition, the documented good practices will used to improve the ongoing implementation. To ensure effective use of M&E results, documented good practices will be shared with HRH&SW stakeholders.

7.7 Important Assumptions

The success in putting this strategic plan into action will highly depend on:

• Reliable financing of planned activities: It very clear that the government financing alone will not cater for all financial requirement of implementing this strategy. Support from other stakeholders is crucial for the realisation of the planned activities. To ensure that stakeholders access and are aspired of the strategic direction taken by the government in addressing HRH crisis and increase access to health services to its population, a resources mobilisation and a communication plan for this strategic plan will be developed to ensure that key stakeholders are informed of the strategic directions and envisaged changes.

• Committed implementers: With limited resources available implementers at all levels will translate the strategic plan into operational plans. CHMTs are expected to incorporate HRH issues into CCHPs.

• Accountability: The strategic plan implementation will be realised if the implementers inculcate a sense of accountability. This will be enhanced by ensuring activities are planned, implemented and reported. An extra mile will be achieved in this strategic plan if implementers at council level with leadership of RHMTs do both routine and innovative actions to increase numbers of human resources, enhance their retention and elevate their morale.

• Partnership and Coordination. Since resources are scarce putting efforts together in a coordinated manner will make the planned strategies and envisaged changes reality. Transparency and scaling up of support to cover areas that less resourced will enhance equitable distribution of HRH and avoid duplication of efforts.


References

United Republic of Tanzania, (2007), Health Sector Strategic Plan III, Dar es Salaam, Ministry of Health and social Welfare.

United Republic of Tanzania, (2008), National Human Resources for Health Strategic Plan (2008 – 2013), Dar es Salaam, Ministry of Health and social Welfare.

United Republic of Tanzania, (2013), Health Sector Strategic Plan III Midterm Evaluation, Dar es Salaam, Ministry of Health and social Welfare.

United Republic of Tanzania, (2013), Human Resources for Health Profile, Dar es Salaam, Ministry of Health and social Welfare.

Musau, Stephen, Grace Chee, Rebecca Patsika, Emmanuel Malangalila, Dereck Chitama, Eric Van Praag and Greta Schettler (2011), Tanzania Health System Assessment 2010. Bethesda, Abt Associates Inc.


App

endi

x: A

ctiv

ity

Cos

ts


79

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atio

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RH

re

sear

ch e

vide

nce

for P

olic

y, P

lans

an

d Pr

actic

e im

prov

emen

t by

2016

Mon

itor

utili

zatio

n of

the

HR

H re

sear

ch

findi

ngs

Dis

sem

inat

e ex

istin

g H

RH

re

sear

ch fi

ndin

gs to

st

akeh

olde

rs a

t all

leve

ls

3,

310,

700,

000

Follo

w u

p ut

iliza

tion

of

HR

H fi

ndin

gs in

pol

icie

s,

plan

s an

d pr

actic

es

31

,890

,000

To e

nhan

ce

prec

isen

ess

of

exis

ting

HR

H

rese

arch

find

ings

to

eas

ily in

form

po

licy,

pla

n an

d pr

actic

e 20

16

Tra

nsla

te H

RH

re

sear

ch e

vide

nce

into

sim

ple

and

prec

ise

term

s

Des

ign

a da

ta b

ase

for

vari

ous

HR

H re

sear

ch

findi

ngs

24

2,10

0,00

0

Des

ign

a m

echa

nism

to

tran

slat

e va

riou

s H

RH

re

sear

ch fi

ndin

gs in

to

sim

plifi

ed a

nd e

asy

to u

se

term

s fo

r pol

icy,

pla

ns a

nd

prac

tice

impr

ovem

ents

1,

042,

600,

000

84

Dev

elop

a m

echa

nism

s fo

r sh

arin

g tr

ansl

ated

HR

H

rese

arch

find

ings

52

,600

,000


85

Stra

tegi

c O

bjec

tive

3:

Stre

ngth

en le

ader

ship

and

adv

ocac

y of

HR

H a

t al

l lev

el

Spec

ific

O

bjec

tive

Stra

tegi

es

Act

iviti

es

Res

pons

ible

Bu

dget

TI

MEF

RA

ME

2014

/15

2015

/16

2016

/17

2017

/18

2018

/19

To e

nhan

ce

coor

dina

tion

of

HR

H is

sues

am

ong

stak

ehol

ders

by

2019

Des

ign

and

impl

emen

t a

coor

dina

ting

mec

hani

sm o

f H

RH

issu

es

amon

g st

akeh

olde

rs

Dev

elop

and

sup

port

m

echa

nism

s fo

r int

ra a

nd

inte

r-se

ct o

ral c

olla

bora

tion

in s

uppo

rt o

f HR

H is

sues

20,0

00,0

00

Con

duct

qua

rter

ly

refle

ctio

n m

eetin

g w

ith a

ll st

akeh

olde

rs in

HR

H&

SW

impl

emen

tatio

n in

itiat

ives

1

35,4

00,0

00

To in

crea

se

capa

city

of h

ealth

m

anag

ers

on

lead

ersh

ip,

man

agem

ent a

nd

advo

cacy

of t

he

heal

th s

yste

m a

ll le

vels

by

2019

Def

ine

dim

ensi

ons

of

heal

th m

anag

ers

auth

ority

; tra

in

heal

th m

anag

ers

on le

ader

ship

and

m

anag

emen

t sk

ills

Lead

ersh

ip

and;

con

duct

fo

llow

ups

on

lead

ersh

ip a

nd

man

agem

ent

prac

tices

Del

inea

te d

imen

sion

s of

he

alth

man

ager

s’

auth

ority

, res

pons

ibili

ty

and

acco

unta

bilit

y at

di

ffer

ent l

evel

s.

1,

143,

300,

000

Con

duct

a c

ompr

ehen

sive

m

anag

emen

t cap

acity

au

dit o

f fun

ctio

ns,

stru

ctur

es a

nd s

kills

at a

ll le

vels

.

342,

625,

000

Iden

tify

prob

lem

atic

are

as

and

syst

emic

gap

s an

d m

anag

emen

t/le

ader

ship

ne

eds.

342,

625,

000

Dev

elop

rele

vant

hea

lth

lead

ersh

ip a

nd

man

agem

ent d

evel

opm

ent

prog

ram

mes

for s

trat

egic

in

terv

entio

n

133,

700,

000

Eval

uate

the

impa

ct o

f he

alth

lead

ersh

ip a

nd

man

agem

ent i

nter

vent

ions

an

d in

itiat

ed

impr

ovem

ents

268,

425,

000

Con

duct

a c

ompr

ehen

sive

m

anag

emen

t cap

acity

au

dit o

f fun

ctio

ns,

stru

ctur

es a

nd s

kills

at a

ll

55

,000

,000

86

Spec

ific

O

bjec

tive

Stra

tegi

es

Act

iviti

es

Res

pons

ible

Bu

dget

TI

MEF

RA

ME

2014

/15

2015

/16

2016

/17

2017

/18

2018

/19

leve

ls


87

Stra

tegi

c O

bjec

tive

4:

Stre

ngth

en H

RH

&SW

rec

ruit

men

t, r

eten

tion

, car

eer

deve

lopm

ent

and

utili

zati

on a

t al

l lev

els

Spec

ific

O

bjec

tive

Stra

tegi

es

Act

iviti

es

Res

pons

ible

Bu

dget

TI

MEF

RA

ME

2014

/15

2015

/16

2016

/17

2017

/18

2018

/19

To in

crea

se th

e nu

mbe

r of

Hea

lth a

nd S

ocia

l W

elfa

re w

orke

rs

from

the

curr

ent

66,3

48 to

98,

226

and

impr

ove

the

skill

s m

ix fr

om

the

curr

ent

com

posi

tion

of

high

leve

l 11.

9%,

mid

leve

l 53.

6%

and

supp

ort l

evel

34

.4%

to 1

2.6%

, 56

.5%

and

30.

9%

resp

ectiv

ely

by

2019

and

dep

loy

them

at a

ll le

vels

an

d ar

eas

of th

e co

untr

y ba

sed

on

need

s by

201

9

Acc

eler

atin

g re

crui

tmen

t pr

oced

ures

, ca

paci

ty b

uild

ing

and

ensu

re e

quity

di

stri

butio

n of

he

alth

wor

kers

at

all l

evel

s

Prep

are

and

subm

it to

the

Trea

sury

pri

or to

co

mm

ence

men

t of t

he

recr

uitm

ent p

roce

ss a

de

taile

d 5-

Yea

r R

ecru

itmen

t Pla

n to

obt

ain

‘aut

hori

ty to

recr

uit’

34,0

98

heal

th a

nd s

ocia

l wel

fare

w

orke

rs a

nd a

chie

ve a

sk

ills

mix

of h

igh

leve

l 12

.6%

, mid

leve

l 56.

5% a

nd

supp

ort l

evel

of 3

0.9%

by

2019

DH

R

DA

P D

PP

85,2

70,0

00

Con

duct

bi-a

nnua

l R

ecru

itmen

t Cam

paig

ns

thro

ugh

the

loca

l pri

nt

med

ia a

s w

ell a

s ra

dio

and

TV to

attr

act h

ealth

w

orke

rs w

ho h

ave

retir

ed,

resi

gned

or c

hang

ed th

eir

prof

essi

ons

to re

-join

the

heal

th s

ervi

ce.

15

0,95

0,00

0

Col

labo

rate

with

hea

lth

wor

kers

em

ploy

men

t au

thor

ities

in a

ll re

crui

tmen

t mat

ters

i.e.

fr

om p

lann

ing

to

impl

emen

tatio

n

10

0,41

0,00

0

Con

duct

key

sta

keho

lder

s m

eetin

g to

iden

tify

bottl

enec

k of

recr

uitm

ents

an

d po

stin

g pr

oces

s of

H

RH

29

,470

,000

Con

duct

key

HR

H

stak

ehol

ders

mee

tings

to

shar

e th

e H

RH

pos

ting

and

28

,090

,000


88

Spec

ific

O

bjec

tive

Stra

tegi

es

Act

iviti

es

Res

pons

ible

Bu

dget

TI

MEF

RA

ME

2014

/15

2015

/16

2016

/17

2017

/18

2018

/19

recr

uitm

ents

eva

luat

ion

findi

ngs

Con

duct

adv

ocac

y m

eetin

g re

gard

ing

recr

uitm

ent a

nd

depl

oym

ent o

f HR

H

amon

g ke

y st

akeh

olde

rs

20

,130

,000

Prom

ote

smoo

th

recr

uitm

ent

proc

ess

To re

view

the

curr

ent

recr

uitm

ent p

roce

ss in

or

der t

o re

duce

del

ays

in

HR

H re

crui

tmen

t and

ot

her c

halle

nges

rela

ted

to

post

ings

and

mis

mat

ch

28,

090,

000

Prom

ote

budg

et

incr

ease

for H

RH

re

tent

ion

activ

ities

To a

dvoc

ate

for t

he re

view

of

the

cur

rent

CC

HP

guid

elin

es s

o as

to

acco

mm

odat

e m

ore

HR

H

com

pone

nts

with

su

bsta

ntia

l am

ount

set

for

HR

H re

tent

ion

32

9,52

0,00

0

To e

nhan

ce

rete

ntio

n of

HR

H

at a

ll le

vels

by

2018

Esta

blis

h an

d im

plem

ent

rete

ntio

n m

echa

nism

s of

he

alth

wor

kers

Build

cap

acity

for H

uman

R

esou

rce

Dev

elop

men

t (H

RD

) and

Hum

an

Res

ourc

e M

anag

emen

t (H

RM

) at a

ll le

vels

to

impr

ove

depl

oym

ent a

nd

utili

zatio

n of

HR

H

30

0,00

0,00

0

Impr

ove

the

pay

and

com

pens

atio

n pa

ckag

es

and

term

s an

d co

nditi

ons

of e

mpl

oym

ent t

o im

prov

e m

otiv

atio

n, p

rodu

ctiv

ity

and

com

mitm

ent o

f the

he

alth

wor

kfor

ce

20

0,00

0,00

0

Dev

elop

and

Impl

emen

t D

HR


89

Spec

ific

O

bjec

tive

Stra

tegi

es

Act

iviti

es

Res

pons

ible

Bu

dget

TI

MEF

RA

ME

2014

/15

2015

/16

2016

/17

2017

/18

2018

/19

the

com

preh

ensi

ve

Mot

ivat

ion

and

Ret

entio

n m

echa

nism

DA

P D

PP

329,

520,

000

Dev

elop

gui

delin

es a

nd

proc

edur

es fo

r man

agin

g th

e m

ovem

ent o

f hea

lth

and

soci

al w

elfa

re w

orke

rs

with

in th

e pu

blic

sec

tor

and

acro

ss th

e pu

blic

/pri

vate

sec

tor

inte

rfac

e

20

0,00

0,00

0

Dis

sem

inat

e he

alth

w

orks

rs m

otiv

atio

n an

d re

tent

ion

mec

hani

sms

DH

R

329,

520,

000

Des

ign

and

impl

emen

t co

mpr

ehen

sive

indu

ctio

n pr

ogra

mm

es fo

r all

cadr

es

who

are

new

ly a

ppoi

nted

he

alth

wor

kers

.

DH

R

41

0,68

0,00

0

Dev

elop

, est

ablis

h an

d en

forc

e ne

w ty

pes

of

cont

ract

ual a

gree

men

ts

such

as

bond

ing

syst

em fo

r st

uden

ts re

ceiv

ing

fello

wsh

ips

or lo

ans

from

pu

blic

fund

s

DH

R

200,

000,

000

To in

crea

se

utili

zatio

n of

H

RH

at a

ll le

vels

by

201

9

Esta

blis

h th

e ne

cess

ary

tool

(s)

to fa

cilit

ate

perf

orm

ance

m

anag

emen

t and

ca

reer

de

velo

pmen

t and

; im

plem

ent a

nd

follo

w u

ps.

Upd

ate

and

deve

lop

job

desc

ript

ions

for a

ll po

sitio

ns o

f hea

lth c

adre

s.

DH

R

DA

HR

M

RM

Os

DM

Os

33,2

00,0

00

Dis

sem

inat

e jo

b de

scri

ptio

n fo

r HR

H to

all

leve

ls

DH

R

330,

020,

000

Dev

elop

and

dis

trib

ute

HR

ca

reer

info

rmat

ion

pack

s an

d co

nduc

t car

eer t

alks

at

all l

evel

s

DH

R

10

2,29

0,00

0


90

Spec

ific

O

bjec

tive

Stra

tegi

es

Act

iviti

es

Res

pons

ible

Bu

dget

TI

MEF

RA

ME

2014

/15

2015

/16

2016

/17

2017

/18

2018

/19

To im

prov

e th

e m

anag

emen

t of

heal

th

inst

itutio

ns b

y cr

eatin

g a

univ

ersi

ty le

vel

prof

essi

onal

m

anag

emen

t ca

dre

with

a

care

er la

dder

Cre

ate

a un

iver

sity

leve

l pr

ofes

sion

al

man

agem

ent

cadr

e w

ith a

ca

reer

ladd

er

Rev

iew

the

curr

ent h

ealth

m

anag

emen

t pro

gram

mes

w

ith th

e co

ncer

ned

univ

ersi

ties

and

impr

ove

them

acc

ordi

ngly

DH

R

150,

000,

000

Wor

k w

ith u

nive

rsiti

es to

en

sure

val

idat

ion

of th

e cu

rric

ula

by T

CU

50

,000

,000

Wor

k w

ith P

OPS

M to

es

tabl

ish

heal

th in

stitu

tions

m

anag

er’s

cad

re w

ith a

ca

reer

str

uctu

re

DH

R

50,0

00,0

00

App

oint

gra

duat

es o

f he

alth

man

agem

ent

prog

ram

mes

with

the

nece

ssar

y ex

peri

ence

to

man

age

heal

th in

stitu

tions

PS

DA

P


91

Stra

tegi

c O

bjec

tive

5:

Impr

ove

Pro

duct

ion

and

qual

ity

of H

RH

&SW

Spec

ific

O

bjec

tive

Stra

tegi

es

Act

iviti

es

Res

pons

ible

Bu

dget

TI

MEF

RA

ME

2014

/15

2015

/16

2016

/17

2017

/18

2018

/19

To e

nhan

ce

man

agem

ent

capa

city

of

man

ager

s w

orki

ng in

all

Hea

lth a

nd S

ocia

l W

elfa

re T

rain

ing

Inst

itutio

ns

(SW

TIs)

by

2019

Impa

rtin

g

man

ager

ial s

kills

to

all

man

ager

s in

al

l HSW

TIs

and

follo

w u

ps- (

here

th

e m

anag

ers

refe

rs:

Prin

cipa

l/H

ead

of

Scho

ols,

A

cade

mic

O

ffic

ers,

Vic

e Pr

inci

pals

, W

arde

ns,

Adm

inis

trat

ors,

A

ccou

ntan

ts,

Supp

lies

Off

icer

)

Con

duct

trai

ning

on

man

ager

ial s

kills

to a

ll m

anag

ers

in H

SWTI

s

DH

R

DA

P R

MO

D

MO

297,

297,

000

Con

duct

follo

w u

p to

ev

alua

te th

e ef

fect

of t

he

trai

ning

on

man

ager

ial

prac

tices

DH

R

DA

P

49,6

05,0

00

Solic

it an

d m

otiv

ate

the

part

icip

atio

n of

al

l pub

lic a

nd

priv

ate

univ

ersi

ties

and

heal

th a

nd s

ocia

l w

elfa

re tr

aini

ng

inst

itutio

ns to

co

ntri

bute

to

war

ds th

e re

aliz

atio

n of

the

HR

H P

rodu

ctio

n Pl

an 2

014-

2024

go

als

and

obje

ctiv

es

Dis

sem

inat

e th

e H

RH

Pro

duct

ion

Plan

201

4-20

24 to

al

l pub

lic a

nd

priv

ate

trai

ning

in

stitu

tions

and

so

licit

for t

heir

co

ntri

butio

n to

its

real

izat

ion

Prod

uce

and

dist

ribu

te

copi

es o

f the

Pro

duct

ion

Plan

201

4-20

24 to

all

publ

ic a

nd p

riva

te

univ

ersi

ties

and

heal

th

and

soci

al w

elfa

re

trai

ning

inst

itutio

ns,

rele

vant

min

istr

ies

and

deve

lopm

ent p

artn

ers

DH

R

100,

000,

000

Con

duct

mee

tings

with

st

akeh

olde

rs

DH

R

150,

000,

000


92

Spec

ific

O

bjec

tive

Stra

tegi

es

Act

iviti

es

Res

pons

ible

Bu

dget

TI

MEF

RA

ME

2014

/15

2015

/16

2016

/17

2017

/18

2018

/19

To in

crea

se

capa

city

of

Hea

lth a

nd S

ocia

l W

elfa

re T

rain

ing

Inst

itutio

ns

(HSW

TIs)

so

as to

en

hanc

e pr

oduc

tion

of

HR

H b

y in

crea

sing

st

uden

t en

rolm

ent i

n un

iver

sitie

s an

d he

alth

and

soc

ial

wel

fare

trai

ning

in

stitu

tions

from

th

e cu

rren

t 6,0

59

to 1

7,77

8 an

d im

prov

e th

e sk

ills

mix

from

the

curr

ent

com

posi

tion

of

high

leve

l 11.

9%,

mid

leve

l 53.

6%

and

supp

ort l

evel

34

.4%

to 1

2.6%

, 56

.5%

and

30.

9%

resp

ectiv

ely

by

2019

.

Dev

elop

a m

ore

deta

iled

trai

ning

bu

sine

ss p

lan

with

the

invo

lvem

ent o

f pu

blic

and

pri

vate

un

iver

sitie

s an

d he

alth

and

soc

ial

wel

fare

trai

ning

in

stitu

tions

.

Con

duct

wor

ksho

ps w

ith

univ

ersi

ties

and

heal

th

and

soci

al w

elfa

re

trai

ning

inst

itutio

ns to

gu

ide

the

deve

lopm

ent o

f th

e Tr

aini

ng B

usin

ess

Plan

and

its

requ

irem

ents

DH

R

300,

000,

000

A

ssig

n un

iver

sitie

s an

d he

alth

and

soc

ial w

elfa

re

trai

ning

inst

itutio

ns fo

r th

e pr

oduc

tion

of s

peci

fic

heal

th a

nd s

ocia

l wel

fare

ca

dres

in re

quir

ed

num

bers

DH

R

-

R

ecei

ve tr

aini

ng b

usin

ess

plan

s fr

om u

nive

rsiti

es

and

heal

th a

nd s

ocia

l w

elfa

re tr

aini

ng

inst

itutio

ns

DH

R

-

Expa

nd a

nd

impr

ove

H

SWTI

s in

fras

truc

ture

in

to s

uppo

rt th

e re

quir

ed in

take

of

the

stud

ents

Ren

ovat

e, e

xten

d ex

istin

g bu

ildin

gs a

nd C

onst

ruct

ne

w s

truc

ture

s

(bui

ldin

gs/s

ites)

for

HSW

TIs

DH

R

DPP

PM

U

9,00

0,00

0,00

0

Purc

hase

furn

iture

(ta

bles

, des

ks e

tc)

DH

R

DPP

PM

U

3,00

0,00

0,00

0

Expa

nd

enro

lmen

t by

incr

easi

ng m

ore

cadr

es in

in

stitu

tions

that

tr

ain

mon

o ca

dres

Enro

ls m

ore

cadr

es in

in

stitu

tions

that

trai

n ra

re

cadr

es (O

ptom

etry

, Ph

ysio

ther

apy,

an

aest

hesi

a,

phar

mac

eutic

al

tech

nici

ans,

Hea

lth

labo

rato

ry te

chno

logi

sts,

DH

R

HTI

Pr

inci

pals

100,

000,

000


93

Spec

ific

O

bjec

tive

Stra

tegi

es

Act

iviti

es

Res

pons

ible

Bu

dget

TI

MEF

RA

ME

2014

/15

2015

/16

2016

/17

2017

/18

2018

/19

radi

olog

y, h

ealth

as

sist

ants

and

em

ergi

ng)

Supp

ly h

ealth

trai

ning

in

stitu

tions

with

cur

rent

he

alth

lear

ning

and

te

achi

ng m

ater

ials

in

clud

ing

tabl

ets

to

supp

ort t

each

ing

and

lear

ning

DH

R

HTI

Pr

inci

pals

5,00

0,00

0,00

0

Mak

e ef

fect

ive-

su

ppor

t ski

lls

labo

rato

ry fo

r ap

prop

riat

e st

uden

ts p

ract

ical

le

arni

ng

expe

rien

ces

Ren

ovat

e su

ppor

t ski

lls

labo

rato

ry ro

oms

DH

R

HTI

Pr

inci

pals

5,00

0,00

0,00

0

Supp

ly s

uppo

rt s

kills

la

bora

tory

with

ne

cess

ary

equi

pmen

t and

m

ater

ials

DH

R

HTI

Pr

inci

pals

5,00

0,00

0,00

0

Proc

ure

vehi

cles

for

stud

ents

sup

ervi

sion

and

fie

ld v

isits

DH

R

1,

300,

000,

000

Incr

ease

en

rolm

ent o

f off

ca

mpu

s st

uden

ts

Enro

l off

-cam

pus

stud

ents

in a

t lea

st 2

H

TIs

per z

one

per a

nnum

DH

R

23,1

60,0

00,0

00

Enha

nce

capa

city

of

trai

ning

in

heal

th tr

aini

ng

inst

itutio

ns

Rec

ruit

and

post

the

requ

ired

num

ber o

f te

achi

ng s

taff

s to

hea

lth

and

soci

al w

elfa

re

trai

ning

inst

itutio

ns

Esta

blis

h a

sche

me

of

serv

ice

for H

ealth

and

So

cial

wel

fare

tuto

rs

DH

R

DH

R

DA

P

45,0

00,0

00

160,

000,

000

Build

cap

acity

of

teac

hing

sta

ff in

he

alth

trai

ning

in

stitu

tions

on

teac

hing

m

etho

dolo

gy

Con

duct

trai

ning

on

teac

hing

met

hodo

logy

an

d ne

w d

evel

opm

ents

to

teac

hing

sta

ffs

in

trai

ning

inst

itutio

ns

DH

R

249,

612,

000


94

Spec

ific

O

bjec

tive

Stra

tegi

es

Act

iviti

es

Res

pons

ible

Bu

dget

TI

MEF

RA

ME

2014

/15

2015

/16

2016

/17

2017

/18

2018

/19

Supp

ort

tech

nica

lly

HSW

TIs

Con

duct

sup

port

ive

supe

rvis

ion

in a

ll H

SWTI

s

DH

R

43,

240,

000

To e

nhan

ce th

e qu

ality

and

ef

fect

iven

ess

of

Con

tinui

ng

Prof

essi

onal

D

evel

opm

ent

(CPD

) Pro

gram

s by

201

6

Stre

ngth

en C

PD

prog

ram

s D

evel

op m

echa

nism

s fo

r re

cogn

ition

and

ac

cred

itatio

n of

in-s

ervi

ce

trai

ning

by

invo

lvin

g he

alth

pro

fess

iona

l re

gula

tory

bod

ies

and

asso

ciat

ion

DH

R

NA

CTE

40

0,00

0,00

0

Upd

ate

CPD

gui

delin

e to

in

corp

orat

e cu

rren

t de

velo

pmen

t

DH

R

121,

000,

000

Intr

oduc

e lic

ensi

ng a

nd

re-li

cens

ing

of h

ighe

r le

vel c

adre

s to

mai

ntai

n st

anda

rds

of p

ract

ice

DH

R

MC

s 50

,000

,000

Prom

ote

oper

atio

naliz

atio

n of

C

PD g

uide

line

DH

R

80,0

00,0

00

Dev

elop

dat

abas

e fo

r in-

serv

ice

trai

ning

D

HR

63,8

20,0

00

Prom

ote

utili

satio

n of

ot

her m

etho

ds fo

r in-

serv

ice

trai

ning

suc

h as

di

stan

ce, e

-lear

ning

, on

job

trai

ning

DH

R

42

,000

,000

To im

prov

e th

e qu

ality

of

curr

icul

a fo

r all

heal

th a

nd s

ocia

l w

elfa

re p

rogr

ams

by 2

018

Upd

ate

and

enri

ch c

urri

cula

fo

r all

heal

th a

nd

soci

al w

elfa

re

prog

ram

s

Rev

iew

and

fina

lize

the

curr

icul

a fo

r all

heal

th

and

soci

al w

elfa

re

prog

ram

s A

dopt

WH

O g

uide

line

for t

ask

shar

ing

Inco

rpor

ate

Task

sha

ring

DH

R

84,0

90,0

00

77,7

40,0

00


95

Spec

ific

O

bjec

tive

Stra

tegi

es

Act

iviti

es

Res

pons

ible

Bu

dget

TI

MEF

RA

ME

2014

/15

2015

/16

2016

/17

2017

/18

2018

/19

in H

ealth

and

Soc

ial

Wel

fare

cur

ricu

la w

ith

the

invo

lvem

ent o

f pr

ofes

sion

al b

odie

s

44,7

20,0

00

Val

idat

e cu

rric

ula

for a

ll he

alth

and

so

cial

wel

fare

pr

ogra

ms

Subm

it re

view

ed a

nd

final

ized

cur

ricu

la to

N

AC

TE fo

r val

idat

ion

DH

R

0

To im

prov

e co

llabo

ratio

n be

twee

n M

oHSW

, pr

ofes

sion

al

bodi

es a

nd

NA

CTE

in

accr

editi

ng a

nd

regu

latin

g he

alth

an

d so

cial

wel

fare

tr

aini

ng

inst

itutio

ns

Set s

tand

ards

for

accr

edita

tion

and

regu

latio

n of

he

alth

trai

ning

in

stitu

tions

and

; es

tabl

ish

com

plia

nce

amon

g th

e ke

y st

akeh

olde

rs

Map

ping

of h

ealth

tr

aini

ng s

take

hold

ers

DH

R

1,0

50,0

00

Con

duct

nee

ds a

nd

expe

ctat

ions

ass

essm

ent

stak

ehol

ders

DH

R

38,

920,

000

Dev

elop

TO

Rs

and

MO

U

for c

olla

bora

tion

in

heal

th tr

aini

ng

DH

R

38,

920,

000

Prom

ote

regu

latio

n of

cl

inic

al o

ffic

ers

and

clin

ical

as

sist

ants

Col

labo

rate

with

Med

ical

C

ounc

il of

Tan

gany

ika

for i

nclu

sion

of c

linic

al

offic

er a

nd c

linic

al

assi

stan

t in

thei

r re

gula

tory

sys

tem

DH

R

0

Ensu

re e

ffec

tive

exec

utio

n of

de

fined

role

s am

ong

colla

bora

tive

part

ners

Iden

tify

foca

l per

sons

D

HR

0

Def

ine

role

s an

d re

spon

sibi

litie

s of

eac

h fo

cal p

erso

n

DH

R

0

Dev

elop

a m

echa

nism

s fo

r com

mun

icat

ion

and

info

rmat

ion

shar

ing

amon

g co

llabo

rativ

e pa

rtne

rs

DH

R

DA

P D

PP

7,00

0,00

0

To im

prov

e th

e qu

ality

and

ut

iliza

tion

of

med

ical

and

so

cial

wel

fare

Esta

blis

h C

urri

cula

r for

m

atte

ndan

ts,

Com

mun

ity

heal

th w

orke

rs

Con

duct

Tra

inin

g N

eed

Ass

essm

ent f

or M

edic

al,

com

mun

ity h

ealth

w

orke

rs a

nd s

ocia

l w

elfa

re A

ttend

ants

DH

R

39,

334,

000


96

Spec

ific

O

bjec

tive

Stra

tegi

es

Act

iviti

es

Res

pons

ible

Bu

dget

TI

MEF

RA

ME

2014

/15

2015

/16

2016

/17

2017

/18

2018

/19

atte

ndan

ts b

y th

e ye

ar 2

018

and

soci

al w

elfa

re

trai

ning

s D

evel

op c

urri

cula

for

med

ical

com

mun

ity

heal

th w

orke

rs, a

nd

soci

al w

elfa

re a

ttend

ants

DH

R

54,5

34,0

00

Faci

litat

e ac

cred

itatio

n of

th

e cu

rric

ular

for M

edia

co

mm

unity

hea

lth

wor

kers

and

soc

ial

wel

fare

atte

ndan

ts

DH

R

2,00

0,00

0

Dis

sem

inat

e c

urri

cula

r fo

r hea

lth c

omm

unity

he

alth

wor

kers

, and

so

cial

wel

fare

atte

ndan

ts

to th

e re

leva

nt

inst

itutio

ns

DH

R

47,

704,

000

Build

cap

acity

of

med

ical

, com

mun

ity

heal

th w

orke

rs a

nd s

ocia

l w

elfa

re a

ttend

ants

DH

R

1,80

0,00

0,00

0


Sp

ecif

ic

Ob

ject

ive

Str

ateg

ies

Act

ivit

ies

R

esp

onsi

ble

B

ud

get

TIM

EFR

AM

E

2014

/15

2015

/16

2016

/17

2017

/18

2018

/19

impl

emen

tati

on

of H

RH

act

ivit

ies

impl

emen

tati

on g

uide

line,

w

hich

sha

ll st

ate

clea

r ro

les

and

resp

onsi

bilit

ies

of e

ach

HR

H a

ctor

s.

133,

700,

000

�o

impr

ove

com

mun

icat

ion

betw

een

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acto

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ents

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ign

appr

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m

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will

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ipt �

re

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ent

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ect a

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reta

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whi

ch s

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sms

0

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mot

e in

form

atio

n e�

chan

ge

amon

g H

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act

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0

�on

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ular

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100,

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000

HRH STRATEGIC PLAN 2014 – 2019





STRATEGIC PLAN2014 - 2019

HU

MA

N R

ESO

UR

CE

FO

R H

EA

LT

H A

ND

SOC

IAL

WE

LFA

RE

STR

AT

EG

IC P

LA

N 2014 - 2019


September 2014

Supported by Japan International Cooperation Agency (JICA)

human resource for health and social ... strategic plan 2014 2019 i the united republic of tanzania...

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