report submitted to (1)

Report submitted to:

USAID-MAPS8th Floor, River Plaza 470

Agbogo Largema Street, Central Business District,Abuja

Nigeria

(Batch 2)Consultants Names:

Dr Agbenin Andrew - Team leader

Mrs Nwani Chinyere

Mr Nwazunku Augustine A

12th September-14th September, 2012

Final Approval

The USAID-MAPS Project is A 5 year Integrated Malaria Control Program Funded by Presidential Malaria Initiative through United States Agency for International Development

1

Management Capacity Building for Officers-in-charge of Primary Health Care Facilities and Local Government Area Malaria Focal Persons, Afikpo

North/South Local Government Areas, Ebonyi State.

http://www.fhi360.org/en/index.htm

Report approved and Signed off by:

(Note that final payments can only be made when reports are finally signed-off)

Table of ContentsSection Page No.Section 1 Title Page 1

Table of Contents 2Acronyms 3Acknowledgements 3

Section 2 1 page Executive Summary (summary of findings and recommendations)

3,4&5

Section 3 2 pages(max)

3.1 Background & Introduction 5&63.2 Objective of the Assignment 73.3 Approach and Methodology 7&8

10 pages(max)

3.4 Key activitieso Preparationo Opening sessiono Technical sessionso Selection of participants for the next activity

8-14

3.5 Emerging issues 143.6 Recommendations 153.7 Next Steps 15

Section 4 Annexes:Annex 1: Terms of ReferenceAnnex 2: Consultants profile-12 lines (max)Annex 3: Agenda for preparatory meeting Annex 4: Time tableAnnex 5: List of Participants – (disaggregated) Annex 6: Completed Assessment sheets Annex 7: Groups for Modules in practice session

15-99


2

Approval Date InitialsLead AdvisorChief of Party


Annex 8: How to organize the practice session Annex 9: Allocation of topics for Modules in practiceAnnex 10: Presentations (if any)

AcronymsACTs - Artemisinin Combination Treatments

EURO - Established systems, Usable technology, Respect for timeliness,

Organisational guidelines

MAPS - Malaria Action Program for States

MTEF - Medium Term Expenditure Framework

MoH - Ministry of Health

NEEDS - National Economic and Empowerment Development Strategy

NToT - National Training of Trainers

RAVES - Reliable, Appropriate, Valid, Easy and Sensitive

SWOT - Strength, Weakness, Opportunity and Threat

SToT - State Training of Trainers

SUFI - Scale Up For Impact

SuNMaP - Support to the National Malaria control Program

SMART - Specific, Measurable, Achievable, Realistic, Time-bound

SEEDS - State Economic and Empowerment Development Strategy

TOR - Terms Of Reference

USAID - United State Agency for International Development.

AcknowledgementsThe consultants are grateful to the following for their assistance in the production of this

report:

Name Position OrganisationMrs Igwe Uchenna Capacity Building

Officer(CBO)

MAPS

Disclaimer: The contents of this report are the sole responsibility of its authors and do

not necessarily reflect the views of USAID-MAPS project.


3


2.0 Executive SummaryThe system strengthening component of MAPS’ support is geared towards improving

capacity for malaria program management at the state and Local Government Area

levels. Setting the stage for this process involves State Executive Management

Orientation(SEMO) for senior state health executives, program management training to

enhance the capacities of heads of health facilities, Local Government Area Primary

Health Care(PHC) coordinators/medical officers of health and officers-in-charge(OICs)

of Primary Health Care(PHC) facilities. The aim is to build their capacity in program

management that will enable them to carry out their roles and responsibilities more

efficiently and effectively in resource and systems management, their roles and

responsibilities in malaria interventions, leadership and coordination of malaria

programs.

To accomplish this, the Local Government Area Management Training (LGAMT) for

batch 2 was held for OICs and malaria focal persons at Ebonyi Hotels, in Afikpo North

LGA of Ebonyi state on the 12th-14th September, 2012. To support the training activities,

three consultants including a coordinating consultant arrived Abakaliki, the capital of

Ebonyi state, on the 9th of September, 2012 to draw up a training plan for the program.

The preparatory meetings of 10th and 11th September were held in Abakaliki after which

the team of consultants moved to Ebonyi Hotels in Afikpo North LGA of Ebonyi state on

the 12th of September to deliver the training that ran from 12 th-14th of September

involving thirty (30) participants. These participants were trained on general

management, integrated supportive supervision and on-the-job capacity building,

planning and budgeting and monitoring and evaluation. At the end of each session, the

bridging of gap between management theory and practice form was administered to all

the participants who attended the session

The adult learning participatory approach was used to expose all the participants to the

four program management modules that were contextual and interactive in nature. The

training was able to emphasize the importance of program management for OICs and

malaria focal persons towards achieving malaria control programs for a strengthened

health sector. There was enthusiasm and passion to learn among the participants.The USAID-MAPS Project is A 5 year Integrated Malaria Control Program Funded by Presidential Malaria Initiative

through United States Agency for International Development4


In evaluating the training, 95% of participants rated the training as very good while 5%

of participants rated it as good, on the relevance of the training to their job, 85% of

participants described the training as very relevant to their schedules of duties as

against 15% who rated the training as relevant to their work. On methodology used in

delivering the training modules, all the participants (100%) rated the approach as very

satisfactory. Ninety five(95%) percent of the participants were satisfied with everything

that was done during the training and did not have issues that needed to be addressed

but 5% of the participants said they would have loved the training to be a residential one

for them because of issue of going and coming from home to the training venue

On the whole, the training did meet its overall specific objectives.

3.1 Background and IntroductionNigeria is committed to making progress towards the achievement of the Millennium

Development Goals (MDGs). An effective malaria control Program is required for the

achievement of the targets related to child mortality, maternal mortality, and reducing

the burden of communicable diseases.

A rapid baseline capacity building needs assessment for malaria control at federal level

and in six Nigerian States (SuNMaP, 2008 & 2010) found a wide range of training

materials for malaria control; many of them neither targeted nor domiciled in NMCP.

With support from SuNMaP (another Malaria Control program supported by UK

Aid/DfID), the National Malaria Control Program (NMCP) has developed a harmonized

capacity building package for program management and service delivery. The package

includes 14 modules developed through utilizing, re-aligning, re-working, and updating

existing materials and developing new ones where necessary. The Program

Management modules include:

- General Management

- Program Planning & Budgeting

- Integrated Supportive Supervision and

- On-the-Job capacity building and Monitoring and Evaluation

- Etc


5


USAID-funded Malaria Action Program for States (MAPS) is a 5 year project taking on

the USAID mandate of improving malaria control at scale in seven Nigerian States

(Benue, Cross-River, Ebonyi, Kogi, Nasarawa, Oyo and Zamfara). Health Partners

International (HPI) is part of a consortium led by FHI 360 implementing the MAPS

program on behalf of USAID. HPI is specifically responsible for the implementation of

improved capacity for malaria program management at the State and local government

levels. Treeshade Associates, Nigeria Ltd., a firm of Health and Social Development

Consultants is working with HPI during 2012 to provide technical assistance to the initial

roll-out of the Program Management Modules in the MAPS Project - supported States.

The overall objective of the assignment is to assist the six MAPS-supported States to

strengthen their capacity in the management of malaria control. More specifically, the

key activities include:

o Training plan development (undertaken separately by MAPS)

o National Training of Trainers

o 3-day state level orientation of health sector executives using the management

support modules

o State Training of Trainers (SToT)

o State level training of heads of health facilities, LGA PHC Coordinators/Medical

Officers of Health

. Training of officers in charge of PHC facilities

3.2 Objectives of the assignmentThe specific objectives of the Management Capacity Building for Officers in Charge of

Primary Health Care facilities and LGA Malaria Focal Persons include to:

i. Initiate the process of enhancing their capacity to apply the basic elements of

management

ii. Share with them the basic elements of general management required to make the

provision of quality health services more efficient, effective, and sustainable


6


iii. Introduce the Integrated Supportive Supervisory system and the On-the-Job

Training process, highlighting the roles and responsibilities of Officers in Charge of

Primary Health Care facilities and LGA Malaria Focal Persons in operating the

system

iv. Discuss the structure, process and importance of Monitoring and Evaluation (M&E)

and ways to improve the management of malaria specific data through the routine

Health Management Information System (HMIS) and other sources.

v. Identify proper planning and budgeting at LGA and health facility level as vital to

the achievement of national policies and strategies for malaria

vi. Discuss their roles and responsibilities in the development, implementation and

evaluation of State comprehensive operational plans and LGA action plans for

malaria control.

3.3 Approach and MethodologyThe adult learning participatory approach was used to facilitate the sessions through

participation and experiential learning and sharing and this involved group activities in

executing tasks and plenary sessions presentations.

The training involved thirty (30) participants who are OICs in their health facilities and

whose categorization by rank is as follows:

Rank Frequency % Frequency1 CCHEW 1 3.33

2 HSCHEW 3 10.0

3 PCHEW 4 13.3

4 JCHEW 3 10.0

5 ACCHO 1 3.33

6 SCHEW 6 20.0

7 MLT 3 10.0

8 JCHEW 2 6.67

9 HMIS officer 1 3.33

10 HCHEW 1 3.33The USAID-MAPS Project is A 5 year Integrated Malaria Control Program Funded by Presidential Malaria Initiative



11 PMLT 2 6.67

12 HMRT 1 3.33

13 PT 1 3.33

14 Nurse 1 3.33

TOTAL 30 100

The Table above Shows Categorization of OICs by Ranks/Designations

Key:

CCHEW -Chief community health extension workerHSCHEW -Higher senior community health extension workerPCHEW -Principal community health extension workerJCHEW -Junior community health extension workerACCHO -Assistant chief community health officerSCHEW -senior community health extension workerMLT -Medical laboratory technicianJCHEW -junior community health extension workerHMIS -Health management information systemHCHEW -Higher community health extension workerPMLT -Principal medical laboratory technicianHMRT -Higher medical record technicianPT -Pharmacy technician

NOTE: The senior community health extension workers (SCHEW) represent the highest

number 0f OICs that took part in the training and that represents 20% of the participants

and this was closely followed by principal community health extension workers

(PCHEW) with 13.3% of participants as OICs that were part of the training.

3.4 Key ActivitiesPreparatory meetingThe two day preparatory meeting for the Local Government Area Management Training

(LGAMT) commenced on the 10th September, 2012 at the MAPS office, Abakaliki, with

the lead consultant coordinating the session .


8


The activities of the first day started with self-introduction followed by the development

of the preparatory meeting agenda (see annex 3). The terms of reference was clarified

by the lead Consultant (see annex 1).The activities and roles of the Consultants were

also clarified (see annex 9). The time table for the meeting was developed and roles

assigned (see annex 4). The opening session agenda (see annex 7) and the opening

session plan (see annex 8) were developed. The Consultants worked on the technical

session plans (see annex 9) after which the filling of the bridging the gap form between

management theory and practice was discussed and issues clarified on how to fill them

(see annex 11)On the second day, 11th of September, 2012, all the materials and equipment

requested for were sighted, inspected and assembled ready for transportation to the

venue of the meeting in Afikpo North LGA of Ebonyi state. This was followed by a

discussion on the format for report writing. The session plans were rehearsed and

adjusted based on time allotted for the sessions. The list of Participants was reviewed

and allocated to four groups (see annexes 5 and 6) and the lists were printed to be

placed on each table to determine seating arrangement.

The Consultants departed Abakaliki at about 3:00pm for Ebonyi Hotels, Afikpo North

LGA of Ebonyi state, which was the venue for the training.

On arrival, the hall was inspected and arranged. The activity strips were developed and

printed.

Opening SessionThe opening session started a bit late due to late arrival of participants, however, the

session went as planned. The session started with an opening prayer that was said by

one of the participants and this was followed by self-introduction of all participants

including the facilitators. The objectives of the training were clarified by the lead

facilitator while logistics and administrative issues were also clarified by the MAPS

officer in the state.

Technical Sessions:General Management Session


9


This session was facilitated by Dr Agbenin Andrew. In this module there were six

activities. The facilitation of the General Management module was guided by

participatory adult learning principles/experience sharing and respect for all opinions.

The session started with a brief introduction on why managers in the health sector need

training on General Management. This was followed by several activities/tasks, group

work and plenary presentations revolving on who a manager is, the activity profiling of

managers, definitions of key terminologies in management: resource, resource

management and systems

The general approach for the training was interactive and participatory and their

performances from group work were highly commendable and satisfactory. The group

activities were managed by respective team leaders, presenters and the notes takers.

These officers were usually changed after each activity.

The EURO concept and how it applies to various resources in the Health Sector was

introduced and participants demonstrated a high level of enthusiasm to use the

knowledge acquired for effective and efficient management of their resources. The

presentation of the EURO task was by Gallery involving all the groups or teams.

In other activities, participants were asked to share their understanding of the following terms:

delegation of authority, meetings, leadership, capacity building (not just training or workshop)

and report writing. Other activities included the description of the composition of their state

malaria control program, they were requested to list the roles and responsibilities of their state

malaria control program on flip chart and also list their own roles and responsibilities in their

state and LGA plans for malaria control.

The module remained the standard guide. Major teams’ activities were concluded with a short

Question and Answer session. This served to clarify views through guided reference to the

General Management Module.

The session was concluded with a task of bridging the gap (see annex 11). In general, the task

served to test their understanding of the module and sensitise them to applying the skills

learned from this training.

Issues in the management module: There is a need for more examples to illustrate the

different systems of the different resources and operational guidelines, rules and processes as

indicated in the EURO concept.


10


Planning and Budgeting SessionThe program planning and budgeting session was facilitated by Mr. Nwazunku

Augustine Alugbala on Thursday September 13, 2012. It was guided by its module-

specific session plan based on the core “must know” contents of the module. The

session therefore provided opportunity for acquisition of in-depth knowledge on the

essentials of planning and budgeting process. Familiarity with the manual was

repeatedly emphasized as intra and post training reference. The facilitation occurred in

two distinct sessions, namely, planning and budgeting. Mrs. Nwani Chinyere, a

colleague state based consultant and the national consultant, Dr Agbenin Andrew

embedded the two sessions. The sessions which included group work were carried out

as outlined in the session plan. Five nos. group activities were used in the planning

session and 6 for the budgeting session. Session strips which outlined each group work

were distributed to the participants for easy reference. Where possible there were

presentations of group work in plenary and inputs obtained from participants to promote

shared understanding of issues under consideration. Interactive and participatory

approach was employed to fully engage the trainees during the sessions. Participants’

views and opinions were respected and discussed based on the training objectives and

the key module massages. Specifically Individual reading of selected sections of

training module and subsequent sharing of individual understandings within groups;

group reading of selected sections of training module and group presentation of Group

activity views/responses; gallery presentation, role play and facilitator’s explanation in

response to questions, concerns and issues from participants were approaches

employed during the sessions. Both sessions were very informative and the

participants appeared to grasp the concepts of ‘plan is essential for informed action’ and

‘resource need list is helpful for prioritized allocation of scarce fund’. Bridging the gap

instrument was administered respectively at the end of planning and budgeting

sessions.

Many of the participants appeared to have attained a realization of the negative effects

of low opportunity for application of planning and budgeting process in their place of

work.


11


Advocacy to policy makers towards improving participants’ involvement/inputs into the planning and budgeting should be explored.

Integrated Supportive Supervision and On-the-Job Capacity Building (ISS/OJCB)

The ISS (Integrated Supportive Supervision) training commenced on the 13th of

September, 2012 after lunch and was concluded on the 14 th of September, 2012 being

the next day before morning tea break with 90 % attendance and was facilitated by

Nwani Chinyere. To achieve effective participation, participants were divided into 4

groups and each was asked to appoint a note taker, presenter and a leader.

The adult learning principles approach was totally adapted and the learning strategy

used was mainly participatory. The session started with an energiser by one of the

participants. As an introduction, the specific objectives of the training on ISS were

carefully outlined and the reason why managers should be trained on ISS was clarified

and an overview of Integrated Supportive Supervision (ISS) and the current supervision

process was expressed. ISS was introduced extensively.

The participants were taken through the core elements of ISS, the 8 steps of

establishing the ISS system, how to compose the ISS team and the 11 steps to employ

when thinking of implementing ISS visit. To further deepen their understanding on the

difference between ISS (Integrated Supportive Supervision), the current Supervision,

supportive supervision and on – the – Job – Capacity Building (OJCB), I organised the

four groups to act a short drama within 2 minutes to illustrate the various descriptions.

The participants did it so well that they got the clear picture of what the session was

about. I also showed pictures of the reaction of workers to supervisors and supportive

supervisors to them and they applauded the supportive supervision and labelled it the

best when compared with the “old” supervision practice.

The participants were so excited with the new ISS system and showed keen interest

and participation. I also got eight (8) participants to take part in the activity explaining

the 8 steps of establishing the ISS system. Also the participants presented on gallery

the eleven (11) steps of the ISS visit.


12


Also the participants got to acquire a clear understanding on what on – the – Job

Capacity Building entails and was able to see the difference between the structured and

unstructured OJCB.

At the end of the session, responses from the excited participants showed that they

were eager to immediately replace the “old” supervision with supportive supervision and

on – the – Job – Capacity Building. They are also anxiously expecting that Integrated

Supportive Supervision shall start up in the State and in their LGAs.

Generally the ISS module was extensively our guide throughout the session and

participants were intermittently referred to the modules for clarifications.

It was a great privilege and exposure using this new innovative adult learning approach

which is participatory to facilitate this level of training. The difference in this style was

very massively beneficial as participants were able to demonstrate an in-depth

understanding of ISS generally and also as it relates to malaria control program.

Monitoring and Evaluation (M & E) This session of the training took place on 14 th of September, 2012 immediately after the

morning tea break and lasted for a total of 5 hours with about 100% attendance of

participants. For effectiveness, the participants were shared into four (4) groups with

each appointing a leader, a note taker and a presenter.

After these preliminary arrangements and emphasis on the strict observance of the

training ground rules; the technical session commenced using adult learning approach

and the learning strategy was mainly participatory. This session was facilitated by Mrs

Chinyere Nwani and supported by Dr Agbenin Andrew. Mrs Chinyere Nwani started the

session by telling the participants a short story about a woman whose daughter will be

getting married by December but doesn’t know how to cook Bitter leaf soup, how she

set out to achieve her set goal by giving her daughter money to go and buy ingredients

from the market, and then was always coming around as she was implementing the

cooking and then evaluated at the end by telling her the food was sweet. The specific

objectives of the training on monitoring and evaluation were carefully specified and few

of the many areas I internalized through active participation-group work, plenary and

gallery presentations were:The USAID-MAPS Project is A 5 year Integrated Malaria Control Program Funded by Presidential Malaria Initiative



Introduction to M & E Operational terms Malaria Specific Data Data collection/ tools Understanding Indicators Analysis, interpretation and use of data

The session was quite enterprising and interactive as there was maximum

concentration from the participants. I was challenged by the high level of concentration,

participation, intelligence and enthusiasm from the participants at every bit of the

session.

At the end of the session, bridging the gap between management theory and practice

form for M&E was administered on the participants.

Module content issue: Issue in the monitoring and evaluation training module was the

omission of data management cycle in the trainee module and the inclusion of

information management cycle which was omitted in trainer module.

Process Evaluation:At the end of every technical session, starting with General Management Module till the

last module, the facilitators usually held daily meetings in the evening of the training

days (12th-14th September, 2012) to review process by applying the concept of

appreciative inquiry and appraisal to detect strengths and weaknesses in the delivery of

the module and proffer suggestions for improvement in the next day tasks. This really

guided us to stay on track as outlined in’ how to train’ module and avoid didactic

methodology.

Secondly, at the end of the training, the participants perception of the training was

evaluated using the standard evaluation format for the capacity building roll out and the

responses were collated and analysed.

3.5 Emerging Issues:The EURO concept in the General Management module was strange to the participants

and it took the facilitator much time to explain this concept for their understanding


14


especially the examples of systems and organisational/operational guidelines. This

could be attributed to their level of education which was not so impressive as majority, if

not all of the participants, do not have a university level education but middle level

tertiary education

Secondly, distraction of the participants was evident in the course of the training as

some participants had to leave the venue of the workshop in the middle of their training

for one screening or the other taking place in their LGAs where their presence was

sought. This affected their understanding of some parts of the program management

modules as some of them had to abandon the training to attend to issues in their LGAs.

Because of this, some of the participants did not fill the bridging the gap forms as they

were not around during the administration of the forms.

Some participants wished they were accommodated for the training to save them from

the hassles of coming from their various LGAs every day for the 3-day training. They

expressed dissatisfaction for the organizers for not making the training a residential one

for them.

3.6 Recommendations:Training of this type should be made a residential one for the participants probably

outside their LGAs to create a conducive environment for learning and to avoid the type

of distraction that was observed during the training.

3.7 Conclusions: The three-day training for officers-in-charge of primary health care facilities and malaria

focal persons for batch 2 did indeed meet all its specific objectives.

3.8 Next step:The next step should be to put a system in place to track how well this line of managers

have been able to bridge the gap between management theory and practice in their

various health facilities having undergone this training and this will enable MAPS/USAID

to know whether or not these managers have learnt and unlearnt new management

practices.

AnnexesAnnex 1: Terms of reference


15


Terms of ReferenceManagement Capacity Building for Officers in Charge of Primary Health Care facilities and LGA Malaria Focal Persons; being part of the roll out of the Program Management Modules of the Harmonized Training & Support Materials for Strengthening Capacity for Malaria Control in the six USAID/MAPS -supported States(Benue, Cross-River, Ebonyi, Kogi, Nasarawa, Oyo and Zamfara)

Background/IntroductionNigeria is committed to making progress towards the achievement of the Millennium

Development Goals (MDGs). An effective malaria control Program is required for the

achievement of the targets related to child mortality, maternal mortality, and reducing

the burden of communicable diseases.

A rapid baseline capacity building needs assessment for malaria control at federal level

and in six Nigerian States (SuNMaP, 2008 & 2010) found a wide range of training

materials for malaria control; many of them neither targeted nor domiciled in NMCP.

With support from SuNMaP (another Malaria Control program supported by UK

Aid/DfID), the National Malaria Control Program (NMCP) has developed a harmonized

capacity building package for program management and service delivery. The package

includes 14 modules developed through utilizing, re-aligning, re-working, and updating

existing materials and developing new ones where necessary. The Program

Management modules include:

- General Management

- Program Planning & Budgeting

- Integrated Supportive Supervision and

- On-the-Job capacity building and Monitoring and Evaluation

- Etc

USAID-funded Malaria Action Program for States (MAPS) is a 5 year project taking on

the USAID mandate of improving malaria control at scale in seven Nigerian States

(Benue, Cross-River, Ebonyi, Kogi, Nasarawa, Oyo and Zamfara). Health Partners


16


International (HPI) is part of a consortium led by FHI 360 implementing the MAPS

program on behalf of USAID. HPI is specifically responsible for the implementation of

improved capacity for malaria program management at the State and local government

levels. Treeshade Associates, Nigeria Ltd., a firm of Health and Social Development

Consultants is working with HPI during 2012 to provide technical assistance to the initial

roll-out of the Program Management Modules in the MAPS Project - supported States.

The overall objective of the assignment is to assist the six MAPS-supported States to

strengthen their capacity in the management of malaria control. More specifically, the

key activities include:

o Training plan development (undertaken separately by MAPS)

o National Training of Trainers

o 3-day state level orientation of health sector executives using the management

support modules

o State Training of Trainers (SToT)

o State level training of heads of health facilities, LGA PHC Coordinators/Medical

Officers of Health

o Training of officers in charge of PHC facilities

So far, in pursuance of the roll out of the Program Management Modules of the

Harmonized Training & Support Materials for Strengthening Capacity for Malaria Control

in the six USAID/MAPS - supported States, the Program have supported Benue, Cross-

River, Ebonyi, Nasarawa, Oyo and Zamfara States as follows:

1. Development of costed comprehensive training plans

2. National Training of Trainers (NToT) which took place from April 26 to May 2nd

2012.

3. 3-day State Level Orientation of Health Sector Executives using the Program

Management Modules.

4. State Training of Trainers (SToT)


17


5. 3-day State Level training of Heads of Hospitals and LGA Primary Health Care

Coordinators / Medical Officers of Health

RationaleThe system-strengthening component of MAPS’ support aims at improving capacity for

malaria program management at the State and LGA level (Intermediate Reporting area

(IR 4). Setting the stage for this process involves enhancing the capacities of heads of

health facilities, LGA PHC Coordinators/Medical Officers of Health and officers in

charge of PHC facilities to understand and carry out their roles and responsibilities more

efficiently and effectively in resource and systems management, oversight of malaria

interventions, leadership and coordination of malaria programs at the respective levels.

In five out of the six States, national level trainers and a core team of State level

facilitators have begun to work together, using experiential / adult learning and sharing

techniques through in-depth training events, hands-on support and on the job capacity

building to roll out the management modules at State and LGA level. Very recently,

Heads of Hospitals and LGA Primary Health Care Coordinators / Medical Officers of

Health have been trained. The management capacity building process will now be

extended to Officers in Charge of Primary Health Care facilities and LGA Malaria Focal

Persons.

PurposeThe purpose of this assignment is to provide technical assistance to conduct a 3-day

Management Capacity Building for Officers in Charge of Primary Health Care facilities

and LGA Malaria Focal Persons; being part of the roll out of the Program Management

Modules of the Harmonized Training & Support Materials for Strengthening Capacity for

Malaria Control in the six USAID/MAPS -supported States.

Specific objectivesThe specific objectives of the Management Capacity Building for Officers in Charge of

Primary Health Care facilities and LGA Malaria Focal Persons include to:The USAID-MAPS Project is A 5 year Integrated Malaria Control Program Funded by Presidential Malaria Initiative



vii. Initiate the process of enhancing their capacity to apply the basic elements of

management

viii. Share with them the basic elements of general management required to make the

provision of quality health services more efficient, effective, and sustainable

ix. Introduce the Integrated Supportive Supervisory system and the On-the-Job

Training process, highlighting the roles and responsibilities of Officers in Charge of

Primary Health Care facilities and LGA Malaria Focal Persons in operating the

system

x. Discuss the structure, process and importance of Monitoring and Evaluation (M&E)

and ways to improve the management of malaria specific data through the routine

Health Management Information System (HMIS) and other sources.

xi. Identify proper planning and budgeting at LGA and health facility level as vital to

the achievement of national policies and strategies for malaria

xii. Discuss their roles and responsibilities in the development, implementation and

evaluation of State comprehensive operational plans and LGA action plans for

malaria control

MethodologyAll the capacity building modules are designed to maximize adult learning through

participation and experiential learning and sharing. Didactic techniques must be kept at

the barest minimum. Each of the modules is designed to have both the trainer and

trainee versions, doubling as a training material and also as a guide to help managers in

the health sector to undertake specific tasks on their own. For example, the

management module addressing ISS/OJCB outlines in significant detail, how to set up

an ISS/OJCB; while the planning and budgeting module doubles a handbook for

developing annual operational and other plans.

The 3-day (non-residential) training with be carried out in clusters of 30 participants.

Each cluster will consist as follows:


19


Category Number LGA malaria focal person 1

Officers – in charge of 29 Primary Health Care Facilities 29

TOTAL 30

Key activities will include:

Preparatory meeting (2 days)

Workshop (3 days)

Report writing (1 day)

Consultants and State level trainers per State

As much as possible, every opportunity to provide technical assistance (TA) to States,

SMCPs and LGAs is considered an opportunity for hands-on support and on the job

capacity building. Against this backdrop, TA activities are deliberately designed to

enhance stakeholder inclusion, participation, buy-in and ownership. Against this

backdrop, the Technical Support Team for each event will consist of one (1) national

consultant two (2) State level trainers. The skill mix of the three (3) technical support

team members will include General Management, Monitoring & Evaluation, Integrated

Supportive Supervision and Planning & Budgeting. The entire process will be

coordinated by one other national consultant.

Bridging the gap between management theory and practice

At the end of each module, participants are expected to identify issues/challenges in

their places of work and decide on specific action they will take to ensure improvement.

The table (attached below) will be used to facilitate the process.


20


Management Capacity Building for Officers in Charge of Primary Health Care facilities and LGA Malaria Focal Persons in USAID/MAPS supported States

Bridging the gap between management theory and practice

NAME: LGA/PHC Facility:

Session Issue areas in my place of work Specific action I will take to ensure improvement

General

management

Integrated

Supportive

Supervisory

system and On-

the-Job Capacity

Building

Monitoring and

Evaluation (M&E)

Planning and

budgeting


21


Annex 2: Consultants’ Profile

Dr. Agbenin Andrew is a clinical pharmacist with the University of Calabar Teaching

Hospital and holds a bachelor of pharmacy (Bpharm), Doctor of Pharmacy (PharmD)

and Masters of Public Health (MPH) degrees. He is currently an associate of the West

African Postgraduate College of Pharmacists (WAPCP) with a bias for

cardiovascular/Renal pharmaceutical care. He has less than one year consultancy

experience on program management but has vast experience in clinical pharmacy

practice that has spanned over six years. He is single.

Nwazunku Augustine Alugbala is an employee Environmental Health officer in the

Ebonyi State ministry of Health. He is the Executive secretary of the Ebonyi State

Agency for the Control of AIDS, (EBOSACA), as well as the Project Manager of the

Ebonyi State World Bank Assisted Nigerian HIV/AIDS Program Development Project.

Previous work experiences include: Expanded program on Immunization manager for

Ezza LGA, Anambra State; Health Tutor at Enugu State School of Health Technology,

Oji River; Acting State Epidemiologist for Ebonyi State Ministry of Health; Health

Management Information Management Officer for Ebonyi State ministry of Health.

Augustine holds the following academic qualifications: Master in Public Health (MPH);

Masters of Science (Msc.) in Environmental Health Science; Bachelor of Science (Bsc.)

degree in Environmental Health Science; Higher National Diploma (HND) in Public

Health; certificate in computer application and information management ; certificate in

information communication technology and a Doctor of Philosophy (PhD.) in

Environmental Health Science (in View). His membership of professional

associations/institutes/council include: Licensed member Environmental Health officer’s

council of Nigeria; Fellow institute of Cooperate administration of Nigeria (FCAI);

member institute of management Consultants.

He has interest in general administration, management consulting, Environmental

management/quality improvement and socio-economic research/community capacity

development via involvement in civil society social work.


22


Augustine is a studious, self-motivated team player of significant exposures,

experiences and open readiness to learn. He desires to contribute positively to the

common good of humanity through personal improvement.

Nwani Chinyere is the Case management / Microscopy officer of the Ebonyi State

Malaria Control Program (SMCP),State Ministry of Health(SMOH). She holds a degree

(B.Sc) in Applied Microbiology, Diploma certificate in Computer repairs and

maintenance, a masters degree program in Public Health (In view). Chinyere has 3

years experience in malaria case management. Other areas of special skills and

competencies are in participatory training and facilitation. She also assists malaria

program managers in coordination, program planning, costing and implementation

related activities. Mrs Chinyere trains health care providers on the national guidelines,

framework and policy on the treatment and management of malaria. I also conduct

laboratory services and pharmacovigilance at health facilities. She is a self-motivated

and courteous team player who desires to contribute her experience and knowledge

while seeking avenues and opportunities to improve professionally.

Annex 3: Agenda for preparatory meeting

MAPS/USAID-funded Management Training for officers-in-charge of Primary Health Care Facilities in Ebonyi State.Preparatory meeting for Management Training for Officers-in-Charge of Primary Health Care Facilities and LGAs Focal Persons in Ebonyi StateHeld at 3,Hon Nwazunku Close,Abakaliki,Ebonyi State10th-11th September, 2012Agenda.

1. Understand the Terms of Reference (ToR)

2. Discuss the objectives for the Management Training

3. Draw up an agenda for the opening session

4. Develop a time table

5. Get a list of participants and their designations.


23


6. Put the participants into groups

7. Have a shared understanding of the module

8. Report writing arrangement

9. Checklist of workshop materials

10.Logistics arrangement- Travel to Afikpo

11.Arrangement of the hall for the training

Annex 4: Time table

MAPS/USAID-funded LGAMT for the roll out of the Programme Management

Modules of the Harmonized Training & Support Materials for Strengthening Capacity

for Malaria Control in Nigeria

LGA Management Training for Officers-in-charge Of PHC,Ebonyi State

Ebonyi Hotels,Afikpo North LGA,Ebonyi State

12th-14th September, 2012

Time Wed,12th Sept,2012 Thursday,13th Sept,2012 Fri,14th Sept,2012

8.00am – 8.30am Registration Reflection(Nwani&Agbenin)

8.30 – 10.00am Opening Session Planning & Budgeting(Mr Nwazunku)

ISS/OJCB/Bridging the gap

10.00am – 10.30 Tea Break

10.30 – 11.30General Management(Dr Agbenin)

Planning & Budgeting/Bridging the gap

Monitoring & Evaluation(Mrs Nwani)

11.30 – 1.30pm General Management

1.30pm -2.30pm Lunch/Prayer

2.30 pm – 4.00pm General Management ISS/OJCB(Mrs Nwani)

Monitoring & Evaluation/bridging the gap

4.00pm – 4.15pm

4.15pm – 5.30pm General Management/bridging

ISS/OJCBWrap up/feedback(Dr Agbenin)


24


the gap5.30pm Tea break/Closure

Annex 5: List of participants.

AFIKPO LGAMT LIST OF PARTICIPANTS

S/N NAME LGA HEALTH FACILITY

DESIGNATION QUALIFICATIONS

1 Omeri Dorathy

Afikpo

North Amangbala

H/c

CCHEW

2 Ogbuu Charity .c.

Afikpo

North Poperi H/c HSCHEW

3 Ewa Agnes .O.

MDGs

Amankwo PCHEW

4 Uche Kingsley.A.

Afikpo

North Ibii H/c JCHEW

5 Oko – Azu Eunice

.u.

Ivo

Obulor H/c ACCHO FSLC,WASC,Diploma(CHO)

6 Nkpana Benedeth Amaeze H/c SCHEW OND,FSLC,SSCE

7 Obasi

Christopher.O.

Ivo Ivo LGA HMRT

8 Ekenma .C. Ibiam

Afikpo

South

Model PHC

Ebunwana SCHEW

9 Kama Janet .E.

Afikpo

South

Afikpo South

LGA.

Pharmacy

Technician Pharmtech certificate

10 Azubuike Uzochi

Afikpo

North MCH Clinic Nurse General nursing

certificate(GNC)


25


11 Ogba Queenta

Afikpo

South Itim MDG

H/c

SCHEW

12 Comfort Nnachi.

A.

Afikpo

South Ugwuama

H/c

CHEW

13 Ngene Rita. N.

Afikpo

North Amangbala

H/c

SCHEW

14 Nkechi Uka Ruth

Afikpo

South Itim MDG

H/c

LT HND(Microbiology)

15

Orji Uzor .C. Ivo Model H/c JCHEW

16 Kalu Gold .N. Ivo Model H/c Lab. Tech. HND(Laboratory

technology)

17 Nkechi Oko

Afikpo

North Evuko MDG HMIS Officer

HND(Information

management)

18 Alu Obia

Afikpo

North MCH Clinic SCHEW

19 Felicia Ekenma

Afikpo

South

Model PHC,

Ebunwana HSCHEW

20 Agatha .O. Okorie

Afikpo

South Amangwu

H/c

HCHEW

21 Azubuike Ugwu

Afikpo

South G/H Owutu PMLT

MLT,WASC,FSLC

22 Rita Ogbuu .E.

Afikpo

South Ogbuu H/c SCHEW


26


23 Aja Jane .O. Ivo Amaeze H/c PCHEW FSLC,SSCE

24 Amadi Chimezie Ivo G/ H Ishiagu PMLT HND(Science laboratory

technology)

25 Ogbuagu

Christiana

Afikpo

North Ndibe H/c PCHEW

26 Uguba Angela .E.

Afikpo

North Unwana H c SCHEW

27 Chukwu Monica Ivo Iyioji H/ c JCHEW BA(English)

28 Ndukwe

Emmanuel Ama

Afikpo

South

Ogwuma

Health post

Lab.

Technician. OND(MLT)

29 Agwu Mercy

Olughu

Afikpo

South Ekoli PHC HSCHEW

30 Nwegwu Daniel Ivo Amaeze H/c PCHEW

Annex 6: Grouping of Participants(Disaggregated)

TEAM ONE(Dr Agbenin Andrew)

1. Omeri Dorothy .O.

2. Ogbuu Charity C

3. Ewa Agnes.O.

4. Uche Kingsley.A

5. Oko – azu Eunice.U.

6. Nkpana Benedeth

7. Obasi Christopher

8. Ekenma Ibiam.C


27


.

TEAM TWO (Dr Agbenin Andrew)

1. Kama Janet.E.

2. Azubuike Uzochi

3. Ogba Queenta

4. Comfort Nnachi.A.

5. Ngene Rita.N.

6. Nkechi Uka

7. Orji Uzor.C.

TEAM THREE(Chinyere Nwani)

1. Kalu Gold .N.

2. Nkechi Oko

3. Alu Obia

4. Felicia Ekenma

5. Agatha .O. Okorie


28


6. Azubuike Ugwu

7. Rita Ogbuu.E.

8. Aja Jane

TEAM FOUR(Nwazunku Augustine.A.)

1. Amadi Chimezie

2. Ogbuagu Christiana

3. Uguba Angela.E.

4. Chukwu Monica

5. Ndukwe Emmanuel Ama

6. Agwu Mercy Ohegbu.

7. Nwegwu Daniel

Annex 7: Opening Session Agenda

MAPS/USAID-Funded management training for Officers-in-charge of Primary Health Care Facilities in Ebonyi StateTitle: Opening session agendaVenue: Ebonyi Hotels,Afikpo North LGA


29


Date: 12th Sept,2012

1 Opening prayer

2 Welcome address/opening remark by SMCP

3 Self introduction

4 Objective of the meeting

5 Setting of ground rules

6 Administrative/logistics announcement by MAPS officer of the state

Annex 8: Opening session plan

MAPS/USAID-Funded management training for Officers-in-Charge of Primary Health Care and Malaria focal persons in Ebonyi State

Venue: Ebonyi Hotels,Afikpo North LGADate: 12th Sept,2012

SESSION PLAN FOR OPENING SESSION SESSION TITLE: OPENING SESSION OBJECTIVES OF THE OPENING SESSION

1 To create an avenue for participants and facilitators to get acquainted with one another

2 To introduce the participants to the purpose of the meeting.

3 To generate ground rules.

4 To clarify administrative/logistics issues

EQUIPMENT NEEDED FOR OPENING SESSION1. Flip chart stand

2. Public address system

3. Multimedia projector and screen

4. Laptop

5. Power point

6. Electrical extension box

7. Printer


30


MATERIALS MEEDED FOR THE OPENING SESSION1. Flip chart

2. Markers

3. Masking tapes

4. Adhesive papers

CONTENTS AND SUBTIMING OF ACTIVITIES DURING THE OPENING SESSIONACTIVITY I:

Opening prayer: Nwani Chinyere 8:30 – 8:35AMACTIVITY 2:

Welcome address: SMCP 8:35 -8:40AMACTIVITY 3:

Self introduction: Nwani Chinyere

(Name,designation and place of work) 8:40 – 9AM ACTIVITY 4:

Objectives of the meeting: Dr Agbenin Andrew 9AM – 9:05AMACTIVITY 5:

Ground rules: Nwani Chinyere 9:05AM – 9:20AMACTIVITY 6:

Administrative/logistics announcement PHARM. UCHE IGWE, MAPS SCBO : 9:20 – 9:30AM

Annex 9: Technical session plans

Management Capacity Building for Officers in Charge of Primary Health Care Facilities and LGA Malaria Focal Persons in Ebonyi StateEbonyi Hotels,AfikpoGENERAL MANAGEMENT SESSION PLAN

BYDr Agbenin Andrew

Date :12th September, 2012


31


Generate a list of regular and non- regular activities in the work of managers

in the health sector

Identify the basic management tasks performed by managers in the health

sector.

Describe the different types of resources available to managers in the health

sector and discuss ways to improve on how resources are currently managed.

Describe the set up and workings of malaria control teams.

‘Time allocated: 5hrs 30mins

Equipment needed: flip chart stand,

Materials needed: flip chart paper, markers, trainee modules, EURO worksheet, puzzle

for activity 5, (NMPC organogram), activity slips for group work in activity 5, paper, and

cardboard.

Part One

S/N Activity Description Allotted Time Comments

OPENING Opening-

Share learning objectives and

ask participants to read

Request the group to appoint:

A Group Leader, A Note

Taker and Decide on who will

present

5 minutes

5 minutes

Plenary

Group work

Introduction: Why do health

workers need management

training?

10minutes Give two examples of the

usefulness of management in

real life situations if you can.

ACTIVITY ONE

1 Request participants to think as

a group and write a brief

description on a flip chart

15mins

Group work


32


(operational definition) of:

WHO IS A MANAGER IN THE

HEALTH SECTOR?

2 A group presents in the plenary

and others to fill in the gap

25 minutes Distribute module, and refer

participants to page 5 to read

out the definition Total=

60min (11.30am to 12.30am)

ACTIVITY TWO1 Participants as a group to think

and using bullet points on a flip

chart make a list of

management type activities

(routine and non-routine) they

undertake in their daily, weekly,

monthly or annual work.

(EXCLUDE CLINICAL

DUTIES)

15minutes

Group WorkThings needed flip chart paper

and markers.

2 Presentation by one group to a

large group, comparison and

filling in the gaps by other

groups

15 minutes Other groups to paste their flip

charts on the wall. Refer to

Activity Profile on page 6 of

your manual and page 5 on

the trainee manual.

3 Summarize the session 5 minutes Summarise by saying that all

what the manager does in the

health sector is to manage

resources using established

systems…skilfully and

objectively

Total=35mins

(12.30 to 1.05pm)

ACTIVITY 3


33


1 ASK participants as a group to

answer the following three (3)

questions :

o ‘What is a resource?’ (give

examples)

o ‘What is resource

management?’

o ‘What is a system?’

10 minutes Group work

2 Ask a group to present and

others to fill in the gaps

10 minutes DISCUSS with the group,

refer to page 6 of the module

and ensure that the points

therein are covered

3 Summarize & Mention that

management modules of the

Harmonised Training & Support

Materials For Strengthening

Malaria Programme

Management And Service

Delivery in Nigeria covers 5

major systems:

o Planning and Budgeting,

o Supportive Supervision

and on the job training

o Monitoring and

Evaluation

o Procurement, logistic

and supply chain

management

o Accounting and records

5 minutes In the activity profiling of the

manager in the health sector

we identified planning,

supervision, review, etc. as

parts of his management

duties. This module is cross-

cutting and sets the stage for

in-depth discussion of some of

these activities….

Time (25mins) 1.05 to 1.30pm


34


The General Management

module

cross-cuts/introduces/sets the

stage for the five other

modules. However, in this

training, we shall be focusing

on:

o Supportive Supervision

and on the job training

o Monitoring and

Evaluation

o Planning and Budgeting

Total Time Allocation 2 hours Break for lunch

Part Two

Basic Elements of Resource Management: the EURO ASSIGNMENT – Examples, Challenges, and Recommendations

ACTIVITY FOUR1. Ask Participants to read the

introduction to section 3.1. Basic elements of resource management

10 minutes

The E U R O Group workPages 6 and 7 of the trainee

module

2. DISTRIBUTE the printed EURO activity work sheet,

Discuss one point each with

each group to be sure that there

is a clear understanding of what

is expected.

Ask participants to fill in the

chart for the resource that

40 minutes Resources to work on:

1. Human Resource for

Health

2. Finance

3. Infrastructure, equipment

and supplies (including

drugs)

4. Service Delivery


35


relates to their Teams

Introduce an energizer if

participants seem dull.

Points/Facilities

4. Ask each group to paste their

completed EURO worksheets

on the wall for a gallery

presentations

30 minutes (In plenary )

SUMMARISE the challenges

and solutions that the groups

present. DISCUSS any

problems that groups might

have experienced and clarify

any outstanding issues.

TOTAL TIME 1 hr 10mins 1hr 10mins ( 2.30pm to

3.50pm)

3 Wrap up the session 5mins (Emphasize the importance of

the EURO concept in resource

management and their needs

to understand the concept and

apply it in their management

activities)

Part threeINTERNAL MANAGEMENT OF MALARIA CONTROL PROGRAMME(MCP)ACTIVITY 5

1 a)Describe the composition

of your state malaria

control program(SMCP)

5mins for group

work

Discuss in plenary and refer

participants to page 27 of

trainee’s module for


36


comparison with how it is

described in the module.

(10minutes)

b) Use bullet points to list

the roles and

responsibilities of State

Malaria Control

Programme(SMCP)

5mins for group

work

10mins for presentation in

plenary

2 List your roles and

responsibilities in your

state and Local Goverment

Areas plans for malaria

control

5mins 10minutes for a group to

make their presentation and

others to fill in the

gap(Plenary presentation)

3 Wrap up the session 10minutes Emphasize that a well

constituted,equipped and

functional SMCP is essential

to the achievement of the roll

back malaria targets of

Nigeria

ACTIVITY 6

1 Ask the participants to,in

the context of MCP,share

their understanding of:

a) Delegation of

authority

b) Meetings

c) Leadership

d) Capacity

building(not just

training or

15minutes(grou

p work)

10 minutes of

one group

presentation

while others fill

in the gap

Refer participants to pages

12-22 of Trainee’s module.

Wrap up the

session(5minutes)


37


workshop)

e) Report writing.....

Planning and Budgeting Session.BY

NWAZUNKU AUGUSTINE A.September 13, 2012.

SESSION TITLE PLANNING & BUDGETING.

AIMS/OBJECTIVES/

OUTCOMES

At the end of this session, participants should be

able to

1. Identify planning & budgeting as major

management tools.

2. Discuss the major elements of planning and

budgeting.

3. Associate planning and budgeting as

interwoven process.

4. Demonstrate an enhanced understanding of

the process of operational planning and

evidence based budgeting for malaria

control.

5. Explain how planning and budgeting for

malaria control at various levels could work

together to enhance the achievement of

national targets to improve health and reach

the millenniums Development Goals.

6. Identify the various national/State level

documentations (policies, strategies,

guidelines etc) within which context planning

and budgeting for malaria control must be

situated.

EQUIPMENT NEEDED Flipchart stands, flipchart papers, projector, public


38


address system, Laptop, Printer.

MATERIALS NEEDED Flipchart, marker, masking tape, cardboard sheet,

Plain sheets, writing materials for participants

( jotter, pen, pencil, sharpener, eraser), trainer and

trainee modules.

CONTENT SUBTIMIN

GS

ACTIVITIES.

PLANNING & BUDGETING 1 2hrs. RESPONSIBLE PERSON: NWAZUNKU A. A.

Session one:

introduction.

Session 2. AN

OVERVIEW OF

PLANNING IN THE

HEALTH SECTOR.

Session 2. Plan

33mins

o Stakeholders’ introduction. 2mins

o Ask each group to appoint a leader,

note taker and a presenter. 1mins.

o Make sure that what is required for

each section is are available. 1 mins.

o Get a volunteer to read the learning

objectives of the session. 2 mins.

o Ask participants their understanding

of planning & budgeting and guide

their discussion. 5mins.

o Discuss with the group and ensure

points on page 5 of trainee module

are covered. 5 mins.

Give group activity one, capture response in

flip chart and present. 15 mins.

Emphasis existence of many different

approaches to planning & budgeting and the

suitability of this module in Nigeria context

particularly as it relates to malaria control


39


Session 3. Planning and

other documentations.

programme. 1 mins.

Refer and read page 5 of trainee module.

Explain that plans are not the only

documents that provide managers guidance

on MCP.

Show copies of the National/state level

documentations-policies, Strategies and

frameworks in malaria control are handy.

Explain that other documents and plan

provide managers with guidance on malaria

control.

Give group task 2. 10 mins

(One group should present in plenary, while

others will fill in the gaps.) 5 mins.

Refer participants to relevant trainee module

pages 7 & 8 for standard description of the

various documentations. 5 mins


40


Session 4. DIFFERENT

TYPES OF PLANS,

POLICY, STRATEGY,

GUIDELINES AND

FRAMEWORKS.

29 mins. Refer participants to overall

framework on page 9 trainee module,

let volunteer read through same,

explain chart columns, Participants

facilitated to understand the range of

words used in planning. 2mins

Discuss any questions, queries that

participants have 5mins

Give activity task 3: completion of

individual work station plan trainee

module pg 10 10mins.

Refer to box on page 11of trainee

module. 2mins.

Summarise by going through the plan

types details in trainee module pages

9-10.

Refer and read page 12 of trainee

module.

Provide sample copies of

documentations for trainee

observation. 2 mins

SESSION 5. EIGHT STEPS IN

PLANNING 15 min

Task 4: Participants to read one of the 8

steps in planning process allocated as a


41


s member of the group and share

understanding with other group members

each of 4 groups to discuss 2 of the 8 steps

within groups and list 3 reasons why the

each of the 2 steps of planning process is

important.

Refer participants to planning cycle diagram

on page 14 of trainee manual and guide a

reading by volunteer.

Volunteers to read through 8 steps in

planning process (pgs 15-18).

Explain and check participants

understanding of concepts (SWOT, SMART,

but why problem analysis), demonstrate that

the 8 steps are ‘building blocks’ as

sequential actions that need to be taken for

getting there.

5 mins.

Session 6. REVIEWING THE

SMCP PLAN AND STATE

LEVEL OPERATIONAL

PLANNING PROCESS.

15 mins

Briefly draw participants’ attentions to 4 phases

which the State has followed to develop their

operational plans for malarial control. 5mins

Ask if there are participants who were part of the

process and get them to share their experiences

with each phase (note same on flip chart sheet)

5mins.

Give activity

Ask a volunteer to read through the phases (pgs

24-26) annual/operational plan format (19) of

trainee module.

Explain the entries in the various sections of the


42


formats, clarify any issues raised by participants

and ensure that they all understand the points

listed .

PLANNING AND

BUDGETING 2.

RESPONSIBLE PERSON: NWAZUNKU A. A.

Session 1: OVERVIEW OF

BUDGETING

23

mins.

Confirm that the participants’ modules on planning

and budgeting are available 1 minute

Ask groups of participants of their understanding of

budgeting in areas of purpose and benefits

budgeting to an organization as well as the

components of budgeting (note the common

responses on the flipchart). Read box 1 on page

29 of the trainee module with participants for

standard points. 5mins.

Give group activity 1 on page 27 of trainer module

and capture their responses in flip chart sheet.

One group presents while others fill in the gaps. 10

mins.

Emphasise the preponderance of different

approaches to planning and budgeting and the

adequacy of this module for the national/state

malaria control program. 2mins.

Summarise by listing and explaining some

common terms used in budgeting (group read

page 29) and take comments and question – 5

mins.

Session 2. BUDGETING

PROCESS.

15

mins.

Ask participants to read through budget

process( pg 30) of trainee module. 10 mins.

Talk with participants to be fully familiar with

different step in the budgeting process.

Ask for comments from participants and question


43


Session 3. Basic elements in

Budgeting.

Session 4: Fund allocation and

releases by Government

30

mins.

19

mins.

them about what was said on this. 5 mins.

Ask the participant to discuss in each of their 4

groups the six basic elements in budgeting

process. 10 Mins.

Let the participants in the groups capture their

response, as they are practised in the LGAs, by

filling the form on page 29 of trainee module.

5mins

Give activity task to participant to discuss within

their groups the six elements of budgeting and

record on clip chart sheet how the 6 elements are

practised within their LGA/HF. Then ask one of the

participants groups presents to plenary their

response,allow others fill in the gap. Explain the

steps in Plenary. 15 Mins .

Give group activity task and ask participants to

discuss (page 30 of the trainer module) and use

bullet points to present their responses on a flip

chart. One group presents and the others fill the

gap. 15 Mins.

Discuss any issues that may arise. 2mins.

Explain any Questions or concerns that

participants may have( 2mins).

Session 5. BUDGET FORMATS. 9mins. In plenary, discuss budget details and budget

progress tables on pages 33-35 of the trainee

module. 5mins.

Clarify any issues raised by the participants.


44


2mins.

Summarise the benefit of formats, application of

chart, and the application of format in periodic

analysis and tracking of malaria commodity.2mins.

Session 6: COSTING 22

mins.

Refer participants to trainee module page 32 and

ask them to read boxes 1 and 2 by themselves in

their groups. 3mins

Explain the text

Talk with participants until they are familiar with the

different aspects of costing as key element to

developing a budget. 2mins

Give group task to develop a resource list for the

strategy they were allocated and activities they

developed using template in page 37 of trainee

module and in the larger group discuss what each

group has come up with. 15mins.

Summarise by reference standard points on page

37 of trainee module. 2mins.

.

Session 7: DEVELOPING A

BUDGET,

19

mins.

Give a group task for each group to develop a

budget for a LGA for one strategies, using format

on page 37 of trainee module, let them present in

plenary, guide their discussion.15mins.

Explain any issues of concern or confusion.

3mins.

Inform participants that there is a balance on how

far we develop the budget components, because

significant resources already exist. Page 34 of

trainer module. 1mins.


45


BUDGET ANALYSIS AND

TRACKING AND

RELEVANCE OF BUDGET

DATA.

10mins

.

Inform participant of two key aspects to budget

tracking in Nigeria. 2mins.

Ask participants to read budget tables on pages 38

-39 of trainee module themselves. 5mins

Talk with them until they are familiar with different

aspects of tracking expenditure as key aspects of

management. 2mins. Explain the table in own

word, take comments and question them on what

they have been told to check their learning .3mins.

Summary / wrap up. 5 mins Highlight the must know points.

FOLLOW ON/FOLLOW UP

ACTIVITIES.

10mins Take and respond to questions.

INTEGRATED SUPPORTIVE SUPERVISION AND ON THE JOB CAPACITY BUILDING TRAINING

SESSION PLAN.Prepared by : Nwani Chinyere13th & 14th September,2012.

SESSION TITLE INTEGRATED SUPORTIVE SUPERVISION

AND OJCB.

AIMS/OBJECTIVES/OUTCOMES At the end of this session, participants should

be able to

7. Describe their roles as health managers

in the process of ISS.

8. Describe supervision and identify any

shortcomings/ challenges of current


46


supervisory arrangements.

9. Identify the core components of a model

ISS system.

10.Discuss the characteristics of an ISS

team.

11.Demonstrate a clear understanding of

how an integrated Supportive

Supervision system can contribute to a

high quality care service.

12.Describe a typical On-the-job-capacity

building process.

EQUIPMENT NEEDED Flipchart stand, flipchart, in-focus, public

address system, Laptop, Printer.

MATERIALS NEEDED Flipchart, marker, masking tape, cardboard

sheet, Plain sheets, writing materials for

participants( jotter, pen, pencil, sharpener,

eraser), trainer and trainee modules.

CONTENT SUBTIMINGS ACTIVITIES.

ISS 1 2hr:30 mins . RESPONSIBLE PERSON: NWANI CHINYERE

(1) OVERVIEW OF CURRENT

SUPERVISION

PRACTICES

5mins

55 mins

Ask each group to appoint a leader,

note taker and a presenter.

Outline the learning objectives of the

session.

(1) Ask each group to describe the following

operational terms:

Supervision, supportive supervision, integrated

supportive supervision, OJCB and compare

monitoring and supervision.

( one group should present in plenary, while

others will fill in the gaps.) 10 mins.


47


*plenary presentation 5 mins.

*REFER PARTICIPANTS TO TRAINEE

MODULE pg 6. 5mins

* give out team work no 3 and refer to pg 7

boxes 2 and 3.

1. Give out team work no 4. 3 mins.

* one group presents and others fill in

the gap.5 mins

2. Give each group activity script

containing questions as asked in

trainer’s module pg 7. 5 mins for writing

and 10 mins for presentation. (All

groups)

15 mins.

3. Capture the various shortcomings of the

current supervision on flip chart in the

plenary. 3 mins.

(2.) CORE ELEMENTS,

BEN7EFITS AND

CHALLENGES OF ISS.

15 mins

1. Ask the participants to read from their

trainee module pg 8 (participatory) and

you explain later. 10 mins

2. Refer them to pg 9, boxes 1 and 2.

3 mins and then

you summarise 2 mins.

(3.) ESTABLISHING AN ISS

SYSTEM. 50 mins

Refer trainees to their module pg 10.

Distribute activity strips. Allow them 5 mins

reading time. 10 mins overview.


48


Give 2 step allocated cardboard sheets

to each group.

Request the group reps. To hold up

their cards and give an overview to the

large group. 20 mins

Finally, explain shortly the steps.

5 min

Ask a volunteer to try to explain the

chart in pg13, 10 mins.

ISS 2 2 hrs:30min

1. Checklist / tools 50 mins Ask the participants to list in plenary the

checklist and indicators they use during

supervision.( each group should present in

plenary.) writing = 5 mins and presentation =

15 mins.

Ask participants to discuss the possible

benefits and challenges in the usage of the

harmonised ISS tools and suggest solutions,

write on the flipchart and present in plenary.

One group presents while others fill in the gap.

25 mins

*refer participants to trainee module pg 37

Read – 5 mins.

2. ISS visit 40 mins *refer them to the trainee module pg 39 and

then divide the 11 steps among the groups and

ask them to read and explain to themselves

the steps allocated to them.

Reading time = 3 mins

Discussion = 5 mins.


49


Then ask the participants to paste and explain

the steps in gallery. 20 min

Ask the participants to read the. Trainee

module pg 41 (10 commandments of the ISS

visit.) then read the box. 10 mins.

3. ISS teams 15 mins Refer participants to trainee module pg

16, read boxes 2 and 3.

3 mins

Ask participants to use their own experience to

list challenges that people face when they work

together as a team and suggest ways to avoid

or address each of the challenges. Afterwards

they should present in plenary.

15 mins.

4. OJCB / Mentoring. 35 mins

Ask participants to describe OJCB, mentoring

and coaching and let them present in plenary,

guide their discussion. 10

mins.

Ask participants to read through the trainee

module pgs 44 – 46. And then summarise

each box. 15mins.


50


Ask participants to use their own experience to

discuss:

OJCB experiences they have had

Whether this goes beyond knowledge

and skills sharing and address attitude.

Whether the OJCB has been structured

or unstructured. 10 mins

5. Summary / wrap up. 5 mins Highlight the must know points.

FOLLOW ON/FOLLOW UP

ACTIVITIES. Take and respond to questions.

MONITORING AND EVALUATION.SESSION PLAN.

Prepared by : Nwani Chinyere14th September,2012.

SESSION TITLE MONITORING & EVALUATION.

AIMS/OBJECTIVES/OUTCOMES At the end of this session, participants should

be able to

13.Describe MONITORING &


51


EVALUATION (M/E) and the current

tools used to collect data.

14.Discuss the difference between

SUPERVISION, MONITORING AND

EVALUATION.

15.Explain the basic characteristics of each

step of the data management cycle,

outlining the roles and responsibilities of

service providers and managers in the

implementation of each step.

16. Identify the current weakness of the

routine HMIS system, with a specific

data elements and data flow.

17.Discuss the necessity of a core set of

SMART objectives/targets and

indicators that RAVES.

18.Demonstrate how to analyse, interpret

and utilize the data generated from the

indicators.

EQUIPMENT NEEDED Flipchart stand, flipchart, multimedia projector,

public address system, Laptop, Printer.

MATERIALS NEEDED Flipchart, marker, masking tape, cardboard

sheet, Plain sheets,envelope, writing materials

for participants( jotter, pen, pencil, sharpener,

eraser), trainer and trainee modules.

CONTENT TIME: 5 HRS SUBTIMINGS ACTIVITIES.

INTRODUCTION TO M&E

OPERATIONAL TERMS. 5mins

ACTIVITY 1: Ask each group to appoint

a leader, note taker and a presenter.

ACTIVITY 2: Ask a volunteer to read in

plenary the KEY MESSAGES & another


52


1hr, 35 mins

to read the OBJECTIVES. 10 mins.

REFER PARTICIPANTS TO TRAINEE

MODULE pg 4 (why do managers need

training on M&E). 5mins

ACTIVITY 3: Ask participants to discuss

and use bullet points to describe the

following operational terms on a flip

chart: SUPERVISION, MONITORING

AND EVALUATION. (Each group to

present in plenary (30 mins). Refer to

trainee guide pg 4 - 5. (10 mins)

ACTIVITY 4: Participants will discuss

and use bullet points to differentiate b/w

monitoring and supervision.10 mins

Another group will discuss and write on

flipchart how M&E helps managers.10

mins

Refer to trainee module pg 5-6.(10

mins).

Summarise: 10mins.

(2.) MALARIA SPECIFIC

DATA 50 mins

Refer participants to trainee module pg 6

(Malaria Specific Data)

ACTIVITY 5:

Give activity as it is in trainer’s module pg 7

50 mins

(3.) DATA

COLLECTION/TOOLS

ACTIVITY 6:

Ask participants to discuss and write on


53


1 hr, 10 mins a flipchart the data flow mechanism

present in plenary while others fill in the

gap. 15 mins.

Refer participants to trainee module pg

13 – 14. 15 mins

Refer participants to trainee guide pg 16

10 mins

ACTIVITY 7:

Ask participants to list the tools used for

collection of data in malaria control

programme and possible indicators.

Present in plenary.20 mins

(4) UNDERSTANDING

INDICATORS

10 mins Refer participants to trainee module pg 26, 38

and 44. 10 mins

(5) ANALYSIS,

INTERPRETATION AND USE OF

DATA.

30 mins Ask a volunteer to explain when data should

be collected, collated and analysed

A CTIVITY 8:

Ask participants to list on a flip chart the usage

of data. Gallery presentation.

(6) PHARMACOVIGILANCE. 30 mins Ask a volunteer to describe pharmaco -

vigilance. Refer to trainee guide pg 53

(7) WRAP UP/ COMMENTS Take questions and comments.


54


Annex 10: Evaluation form

Management Capacity Building for Officers in Charge of Primary Health Care facilities and LGA Malaria Focal Persons,Afikpo North/South LGAs,Ebonyi StateDate: 12th September-14th September,2012Evaluation Form

1. How would you describe the training?

A. Poor

B. Fair

C. Good

D. Very good

2. How relevant is the training to your work?

A. Not relevant

B. Relevant

C. Very relevant

3. In your opinion how would you describe the methodology used.

A. Not satisfactory

B. Satisfactory

C. Very satisfactory

4. What other issues do you think should have been addressed in the course of the

training that was not addressed?

……………………………………………............................

……………………………………………………………………………….....................

.................................................................................................................................

...........................................................


55


Annex 11: Bridging the gap between management theory and practice.

Management Capacity Building for Officers in Charge of Primary Health Care facilities and LGA Malaria Focal Persons in USAID/MAPS supported StatesBridging the gap between management theory and practiceNAME:AGATHA OKORIE LGA/PHC Facility: Afikpo South, Amangwu H/C.

Session Issue areas in my place of work

Specific action I will take to ensure improvement

General

management

Lack of SP and ACT drugs I will report to HOD Health of my

LGA so that she will report to

MAPS.

The use of LLINs is

inadequate

I will health educate my people

on how to use it.

No RDT. I will appeal to MAPS to provide

it for us.

Integrated

Supportive

Supervisory

system and On-

the-Job Capacity

Building

We don’t plan for ISS We will plan for ISS.

Non-use of LLINs and RDT. I will teach my workers to use

RDT and LLINs.

No capacity building. I will introduce capacity building

in my place of work.

Monitoring and

Evaluation (M&E)

Not knowing the purpose of

monitoring and evaluation

To now ensure data are kept for

future use or purpose

Diagnosis and treatment of

malaria are not properly

Will ensure correct diagnosis

and treatment for malaria


56


done

Improper supervision For better data collection,I will

ensure regular supervision

Planning and

budgeting

Management Capacity Building for Officers in Charge of Primary Health Care facilities and LGA Malaria Focal Persons in USAID/MAPS supported StatesBridging the gap between management theory and practiceNAME:AZUBUIKE UZOCHI LGA/PHC Facility :Afikpo North, MCH.



General

management

Non – availability of anti -

malaria drugs.

I will write to the agencies to

provide e.g SMCP and LGA

Chairman.

Lateness to work and

absenteeism without

permission.

Proper staff orientation by

having meeting with them.

Lack of some equipment and

lack of water supply.

Notify the LGA Chairman about

it via writing.

Integrated

Supportive

Supervisory

system and On-

the-Job Capacity


57


Building

Monitoring and

Evaluation (M&E)

Planning and

Budgeting

Other staff do not know the

National policy for malaria

I will organize a training for my

staff and tell them about the

National policy for malaria

control i.e how to prevent and

treat malaria.

Distribution of LLINs to the

communities within the health

facility(how to distribute)

I will budget taking note of the

number of people in the

community, what it will cost and

then I will involve the village

heads.

Some drugs are out of

stock(drugs procurement.)

I will write to the appropriate

authorities for provision.

Management Capacity Building for Officers in Charge of Primary Health Care facilities and LGA Malaria Focal Persons in USAID/MAPS supported StatesBridging the gap between management theory and practiceNAME: Ogbuu Rita E LGA/PHC Facility:Afikpo South, Ogbu H/C


General

management


58


Integrated

Supportive

Supervisory

system and On-

the-Job Capacity

Building

Monitoring and

Evaluation (M&E)

Inadequate monitoring and

evaluation

Will take steps to ensure

proper monitoring and

evaluation.

I don’t usually give feedback Will be giving feedback to

my workers as from now

Untimely reporting Will be respecting

timeliness in reporting as

from now on.

Planning and

budgeting

Poor funding in the collection of

malaria commodity

I will write to HOD for

transport in collection of the

commodity.

Lack of fund I will appeal to the HOD

(Health) to write to the

authority.

Inadequate usage of LLINs. I will visit communities to

educate them.

Management Capacity Building for Officers in Charge of Primary Health Care facilities and LGA Malaria Focal Personsin USAID/MAPS supported StatesBridging the gap between management theory and practice


59


NAME:Nkechi Oko LGA/PHC Facility:Afikpo North,Evuko MDGs H/C.



General

management

Non- delegation of duty From now onwards I will

delegate duty to my

subordinates to enhance

performance and productivity.

Leadership I will become a good leader who

influences others to achieve a

goal.

Health Education I will educate mothers on the

use of LLIN, ACT, SP. When I

go back to my health facility.

Integrated

Supportive

Supervisory

system and On-

the-Job Capacity

Building

Monitoring and

Evaluation (M&E)

Inadequate data collection From now on,I will be collecting

accurate data

Lack of monitoring I will now be involved in routine

monitoring to enhance

performace and to track

programmatic progrss

Improper activities evaluation I will double my effort to ensure

proper evaluation of activities


60


Planning and

budgeting

Poor usage of LLINs I will health educate the

community within my catchment

area on the importance of LLINs

and the usage, so that malaria

can be reduced in the area.

Lack of adequate supply of

malaria commodities in the

health facility.

will always write a report to the

LGA malaria focal person that

we need malaria commodity in

our health facility in advance.

Improper distribution of

LLINs to households.

. From now on I will always

inform the focal person of d

need to have more supervisors

for effective distribution of LLINs

Management Capacity Building for Officers in Charge of Primary Health Care facilities and LGA Malaria Focal Persons

in USAID/MAPS supported StatesBridging the gap between management theory and practiceNAME:Felicia Ekenma LGA/PHC Facility:Model PHC, Ebunwana Afikpo South.

Management Capacity Building for Officers in Charge of Primary Health Care facilities and LGA Malaria Focal Persons in USAID/MAPS supported StatesBridging the gap between management theory and practiceNAME:Alu Obia LGA/PHC Facility:Afikpo South, MCH.


61


Management Capacity Building for Officers in Charge of Primary Health Care facilities and LGA Malaria Focal Persons in USAID/MAPS supported StatesBridging the gap between management theory and practiceNAME:Nkpana Benedeth LGA/PHC Facility:Ivo LGA, Amagu H/C.



General

management

Poor report I will start to write report to my

superior officer.

No visiting I will begin to attach

importance to home visit.

No delegation of duty I will begin to delegate duty to

my subordinates.

Integrated

Supportive

Supervisory

system and On-

the-Job Capacity

Building

What I practice now is strict

supervision.

I will no longer harass but

correct my subordinates in a

friendly manner.

No OJCB. I now know the importance of

OJCB, I will do it in my work

place.

Monitoring and

Evaluation (M&E)

Lack of Monitoring and

evaluation

Will henceforth be involved in

monitoring and evaluation

Delaying for vaccine collection

in my center.

Now with the training,I have

acquired the knowledge of

cutting my coat according to


62


Planning and

budgeting

my size by knowing the way I

can be applying for my vaccine

that it can be easy for me.

Lack of materials to enhance

my duty smoothly.

With the knowledge I have

learnt today I can now do

budgeting for my insufficient

materials to meet my demand

for any activity am involved in,

e.g. ACTS, .IPTs.

Lack of planning always brings

about failure of any business

I have learnt how I can be

planning and budgeting.

Management Capacity Building for Officers in Charge of Primary Health Care facilities and LGA Malaria Focal Persons in USAID/MAPS supported StatesBridging the gap between management theory and practiceNAME:Kalu Gold .N. LGA/PHC Facility:Ivo LGA, Model H/C.



General

management

Poor record keeping I will try to be keeping record

when I go back to my facility.

No RDT kits for malaria I will write a letter of appeal to

USAID /MAPS for help to

provide the kits.

No antimalarial drugs. I will appeal to SMCP manager

to provide the drugs.

Integrated

Supportive

Supervisory

No advance notification to the

Health Facility before going

on supervisory visit.

I will begin to give notice before

I come for supervision.

No supportive supervision When I go back to my work


63


system and On-

the-Job Capacity

Building

place, I will introduce the

almighty supportive supervision

i.e to correct my subordinates

mildly and congratulate them on

the one they did well.

I don’t plan my visit to health

facilities.

I will draw a plan that will show

names of health facilities to visit

and when to visit.

Monitoring and

Evaluation (M&E)

Lack of evaluation in my

place of work

Will be evaluating my workers

now to ensure program

effectiveness

Inadequate personnel

assessment

At the end of the each month,I

will assess myself to see if I am

putting correction to what I

learnt in this seminar

Irregular monitoring activity AS from now,I will be monitoring

my subordinates to achieve a

set goal

Planning and

budgeting

Poor usage of LLINs I will plan for a seminar to health

educate the public about how to

use the LLINs and the nets

importance to the household.

Irregular release of

money/fund.

I will write to the HOD to discuss

it in the F & G meeting for the

release of fund.

No regular environmental

sanitation

I will plan and visit many homes

and advise them on personal

hygiene and environmental

sanitation.


64


Management Capacity Building for Officers in Charge of Primary Health Care facilities and LGA Malaria Focal Persons in USAID/MAPS supported StatesBridging the gap between management theory and practiceNAME :Aja Jane .O. LGA/PHC Facility: Ivo LGA, Amaeze H/C.



General

management

Lack of ACTs drugs and

IPTs.

I will report to my HOD so that

she will in turn send the report to

the state.

Lack of RDTs. I will report the problem to the

Local Government Control

Manager.

Poor record keeping. I will begin to keep proper

record.

Integrated

Supportive

Supervisory

system and On-

the-Job Capacity

Building

Lack of OJCB I will start training and correcting

my subordinates at the work site

without any criticism.

Inadequate supply of

checklist.

I will report to the M&E officer to

bring it.

Poor supervision. I will start now.

Monitoring and

Evaluation (M&E)

Irregular monitoring activity I will suggest that the monitoring

should be done regularly for

improvement

Poor personal assessment When I go back,I will assess

myself to see whether I have

covered the target required of


65


me

Lack of record keeping Reports and records should be

done on daily basis

Planning and

budgeting

No regular supply of vaccine

for routine services.

I will plan for the supply of

vaccine in time in order to

increase the turn-up.

Poor funding in collection of

malaria control commodities.

I will write to the HOD for her to

help in the release of fund for

transport in collection of the

commodities.

Inadequate supply of LLINs I will report to the LGA Malaria

control focal person for

intervention.

Management Capacity Building for Officers in Charge of Primary Health Care facilities and LGA Malaria Focal Persons in USAID/MAPS supported StatesBridging the gap between management theory and practiceNAME:Orji Uzor .C. LGA/PHC Facility:Ivo LGA, Model H/C.



General

management

Late submission of data to

the malaria focal person.

I will start to submit data on

time.

Inappropriate meeting with

community leaders.

I will begin to carry out

community mobilization.

Poor delegation. I will now start to delegate duties

to those under me.

Inadequate checklists. I will write to appropriate


66


Integrated

Supportive

Supervisory

system and On-

the-Job Capacity

Building

authorities.

No OJCB I will start OJCB so that when

am not around my subordinates

can carry on.

No supportive supervision. I will cease shouting on my

workers but will guide them

friendly.

Monitoring and

Evaluation (M&E)

Not able to follow up patients

who needed it due to lack of

manpower in my working

place

As from today,I will continue

following up patients or clients

who need it

Inaccurate data analysis Now that I have been exposed

to this module,from now on I will

ensure good data analysis in my

facility and shall be done on

time

Computer illiterates in my

working place

I will deliver information to

higher authority for computer

supply in our working places

Planning and

budgeting

Use of nets in the community

where I’m working (LLINs).

Visiting community

householders to know if the net

issued them are being used

accordingly.

Scarcity of materials I will write to the council to help

in providing RDTs tool and

various health facilities.

No budget on how materials

and drugs should be

provided.

I will write to the HOD health,

the scarcity of malaria materials

and and drugs,budget for them


67


and I will follow up.

Management Capacity Building for Officers in Charge of Primary Health Care facilities and LGA Malaria Focal Persons in USAID/MAPS supported StatesBridging the gap between management theory and practiceNAME:Uguba Angela .E. LGA/PHC Facility:Afikpo North/ Unwana H/C.



General

management

No report writing As from today I will begin to

write report.

Too much work on one

person.

I will share duties to my junior

officers.

No knowledge of capacity

building.

I will involve the community

members.

Integrated

Supportive

Supervisory

system and On-

the-Job Capacity

Building

Monitoring and

Evaluation (M&E)

Inadequate monitoring and

evaluation as a manager

Will be involved in monitoring

and evaluation as from now

I am not involved in data flow I have now known the need for it

and will ensure regular data flow

I was not practicing feedback

as part of data management

cycle

Will be doing that henceforth


68


Planning and

budgeting

Poor planning of

immunization in my health

center

Now I know it is important to

plan for your work from today

will be planning weekly or

monthly.

Problem of plan evaluation

not being done in my center

But now I will be writing through

the HOD to LGA authority.

Have not been doing it

budgeting, have not been

involved in budgeting input.

But now, will be doing it now.

Management Capacity Building for Officers in Charge of Primary Health Care facilities and LGA Malaria Focal Persons in USAID/MAPS supported StatesBridging the gap between management theory and practiceNAME:Oko – Azu Eunice . U. LGA/PHC Facility:Ivo LGA, Obulor H/C.



General

management

No report writting I will begin to write report

No home visit I will begin to visit my clients.

No delegation of work I will share duties with my

colleagues.

Integrated

Supportive

Supervisory

system and On-

the-Job Capacity

Building

No proper checklist for

supervision.

I will start and introduce the

usage of checklist for

supervision in my place of work.

No supportive supervision. I have learnt the benefits of

supportive supervision and I will

practise it with my subordinates.

No OJCB I will begin to practise it.


69


Monitoring and

Evaluation (M&E)

Lack of checklist I will try and develop checklist

for my monitoring activities in

order to meet my goals

No proper evaluation I will try to make it as a mandate

to evaluate all activities carried

out in my center every month

end

No proper record keeping Since data is very important in

all aspects of our work,I will from

now on find a means of safe-

keeping all records/data from my

health center

Planning and

budgeting

Delay in bring vaccines to

the health centers

Since I have learnt of budgeting,

I will start budgeting for vaccines

transportation to the and fro the

health centre to NPI office with

my own money to avoid delay.

Analyzing situations Since I have learnt the

importance of work analysis, I

will start to analyze my work

plan every month.

Detailed planning I will try and carry out detailed

planning of activities to be

carried out in the health centre

where I work.

Management Capacity Building for Officers in Charge of Primary Health Care facilities and LGA Malaria Focal Persons in USAID/MAPS supported StatesBridging the gap between management theory and practice


70


NAME:Ogbuu Charity .C. LGA/PHC Facility:Afikpo North LGA, Poperi H/c



General

management

No report writing I will start to write report

Poor leadership When I go I will try to apply

integrity and self discipline to

my leadership style.

No capacity building I will implement capacity

building.

Integrated

Supportive

Supervisory

system and On-

the-Job Capacity

Building

Monitoring and

Evaluation (M&E)

Delay in sending data to the

appropriate unit or center

Won’t delay data transmission

any longer

Don’t usually do monitoring

and evaluation

Will be doing that now as from

today

Don’t usually adhere to

information cycle

Having gone through this

training,I will ensure my

information passes through this

recognized cycle of collection,

processing, analysis,

presentation, self assessment

and feedback


71


Planning and

budgeting

Tracking I have seen that it is very

important to track expenditure

against approved budget. So

when I go back to my health

centre I will make sure I will

help.

Budgeting When I go back from this

training, I will make sure that

every week, I will remove N500

so that it will help me in

transporting the net(LLINs), SP,

ACTs.

Strategy When I go back to my H/C I will

make sure that I will help and

prevent malaria by using LLINs

and helping them in distribution

of LLINs.

Management Capacity Building for Officers in Charge of Primary Health Care facilities and LGA Malaria Focal Persons in USAID/MAPS supported StatesBridging the gap between management theory and practiceNAME: Ewah Agnes LGA/PHC Facility: Afikpo North LGA, MDGs



General

management

No report writing I will begin to write reports from

today.

Poor leadership I will show good example by

carrying out my duties and

delegating responsibilities.


72


Integrated

Supportive

Supervisory

system and On-

the-Job Capacity

Building

No supportive supervision I will be supervising my

subordinates now in all the

activity in the clinic.

No OJCB I will correct and guide my

subordinates.

No supervision at all. I will begin to supervise them.

Monitoring and

Evaluation (M&E)

Management theory It is not always good to depend

on theory without practising it.

From now, I will start applying

what I have learnt in theory into

practice

Planning and

budgeting

Unplanned work I will be making good use of my

plan in all the activities am

carrying out in the clinic(malaria

treatment).

Budgeting In my clinic, I will be budgeting

within my reach, that is, the

amount I can afford to carry out

my activities.

Adequate budgeting If you budgeted well, you will

carry out your work well.



73


Bridging the gap between management theory and practiceNAME:Omeri Dorathy .O. LGA/PHC Facility:Afikpo North/Amangbala H/c.



General

management

No delegation of duty I will delegate duties to my

subordinates and explain our

goal to them and tell the

importance of feedback.

No meetings I will begin to hold meetings on

monthly /quarterly basis.

Poor leadership I will influence my people

positively and will also lead by

example.

Integrated

Supportive

Supervisory

system and On-

the-Job Capacity

Building

Monitoring and

Evaluation (M&E)

Lack of monitoring Henceforth, will be monitoring

my workers.

Don’t usually carry out

evaluation activities

Will now be evaluating my

activities to ascertain

programmatic effectiveness

No knowledge on data flow I now have knowledge on the

steps involved in data

management.


74


Planning and

budgeting

Unit plans Plan with my subordinates on

how to distribute malaria

commodities given to the centre

correctly.

budget I will make my request known to

my HOD concerning any

shortage of malaria items so that

they can include it in while

making budget in the council.

Tracking budget. I will track my expenditure

against approved budget and

report to my boss.

Management Capacity Building for Officers in Charge of Primary Health Care facilities and LGA Malaria Focal Persons in USAID/MAPS supported StatesBridging the gap between management theory and practiceNAME:Chukwu Monica LGA/PHC Facility:Ivo LGA., Iyioji H/C



General

management

Inadequate information and

awareness.

I will involve the community stake

holders.

Too much work on one

person

I will delegate some of my duties

to my co-workers for easier

implementation.

Inadequate knowledge on

the causes of malaria.

I will health educate them on the

causes of malaria and also on

preventive measures.

Inadequate knowledge I like the idea and will introduce it


75


Integrated

Supportive

Supervisory

system and On-

the-Job Capacity

Building

about ISS. in my work place.

No feedback after

supervision.

I will always get back to my

subordinates so that they will

know the areas to improve.

Incomplete tools. I will make sure I get all the tools

I need and will make use of

them.

Monitoring and

Evaluation (M&E)

Inadequate monitoring I will devout more time to monitor

all the activities in my center and

collect the correct data

Bridge in data flow I will make sure that my data

follow the right route

Lack of feedback Since I have learnt that feedback

is important,I will always get back

to my workers so that they will

know the areas they need to

improve on

Planning and

budgeting

Incomplete planning. I will follow the 8 steps in

planning process.

Lack of adequate use of

guidelines

I will make sure that I follow the

specific guidelines.

Inadequate resources I will budget on available capital.



76


Bridging the gap between management theory and practiceNAME:Uche Kingsley LGA/PHC Facility:Afikpo North LGA.



General

management

No delegation of duties I will delegate duties to staff

Irregular meetings I will adopt the idea of holding

meetings regularly.

Poor record keeping I will begin to keep proper record to

enhance good performance.

Integrated

Supportive

Supervisory

system and On-

the-Job Capacity

Building

Monitoring and

Evaluation (M&E)

Lack of monitoring I will always monitor the activities of

ante-natal unit in my center

Lack of evaluation I will also check if those ante-natal

women do take their

sulfadoxine/pyrimethamine at the

spot(IPT1) and to check their level

of health education on

environmental management to

prevent malaria infection.

No proper record keeping Will ensure proper keeping of

collected and analyzed data


77


Planning and

budgeting

Program/project. I will always link to the NMCP on

our unit before embarking on a

project.

Budgeting on how to carry

out program on distribution

of LLINs.

In the place of my work, I must

make sure and budget fund for

unforeseen circumstances

Issue on project

accommodation.

I will also inform the authority for

the completion of their last month

project.

Management Capacity Building for Officers in Charge of Primary Health Care facilities and LGA Malaria Focal Persons in USAID/MAPS supported StatesBridging the gap between management theory and practiceNAME:Ogbuagu Christiana LGA/PHC Facility:Afikpo North, Ndibe H/c



General

management

Report writing has been an

issue in my place of work

I will start writing report and

will pass the message back to

my subordinates.

There is too much work in the

Health Center.

I will ensure that work is

shared .(delegated)

Integrated

Supportive

Supervisory

system and On-

the-Job Capacity

Building


78


Monitoring and

Evaluation (M&E)

Inadequate monitoring of

activities in our health facility

I will begin to routinely collect

and measure data before

reporting

Lack of timeliness in data

reporting to the LGA

I will begin now to report all

data collected timely from my

health facility

Lack of knowledge on data and

the importance of feedback

Will educate my workers on

the use of data and the

importance of feedback.

Planning and

budgeting

Poor planning in our routine

immunization/malaria control

I will make a schedule for the

weekly routine immunization

and follow it sequentially, and

treatment according to the

national policy guideline.

Inadequate

materials/guidelines for

reference purpose during

malaria treatment.

As a manager, I will ensure

that the available ones are

utilized.

I have not be involved in

budgeting and planning

From this workshop I can now

be going to budget and

planning for future

implementation.


79


Management Capacity Building for Officers in Charge of Primary Health Care facilities and LGA Malaria Focal Persons in USAID/MAPS supported StatesBridging the gap between management theory and practiceNAME:Amadi Chimezie .O. LGA/PHC Facility:Ivo, G/H Ishiagu.



General

management

Hoarding of knowledge and

ideas.

I will step this training down to

my subordinates and will start

delegating duties.

Irregular and late submission

of returns and reports.

I will begin to respect timeliness

in all things for effective

management. I will write and

submit reports on time too.

Negligence of departmental

meetings.

I will begin to call for periodic

meetings in the department for

review of activities.

Integrated

Supportive

Supervisory

system and On-

the-Job Capacity

Building

Supervision is often bossy and

a fault finding exercise.

It will be supportive now.

There is usually no feed back

after supervision.

I will be given feedback and

follow up after supportive

supervisory visit.

Sometimes skilled jobs are left

undone in the absence of

OICs.

I will adopt and practice OJCB,

so that my subordinates know

how to do their job as better as

I can.

Monitoring and

Data/information not sent

promptly to the next level user

Ensure prompt and regular

submission for regular flow of

data and possible usage


80


Evaluation (M&E) Lack of feedback Will now make feedback an

integral part of data flow

Sometimes fill in figures to let

go the ‘troubles’

Will make sure its specific and

relevant

Planning and

budgeting

Haphazard planning To take all the 8 steps involved

in planning.

Low coverage of LLINs

distribution

Budget to include logistics for

volunteers to help.

Heads of facilities are not

involved in budgeting.

To make the LGA management

see need for officers in charge

in various units to be part of the

budgeting.

Management Capacity Building for Officers in Charge of Primary Health Care facilities and LGA Malaria Focal Persons in USAID/MAPS supported StatesBridging the gap between management theory and practiceNAME:Kama Janet. E. LGA/PHC Facility:Afikpo South LGA



General

management

We don’t know the

importance of report writing.

I now know how to write report

and I will start to write.

Lack of RBM commodities eg

ACTs and SPs

I will notify the LGA Chairman

for procurement of these drugs.

Integrated

Supportive

Lateness to duty and

rudeness to the patients.

I will no longer scold them but

support them.

Poor feedback I will always give feedback from


81


Supervisory

system and On-

the-Job Capacity

Building

today.

No notification before

supervisory visit.

I will notify the Health facility

Monitoring and

Evaluation (M&E)

Planning and

budgeting

Management Capacity Building for Officers in Charge of Primary Health Care facilities and LGA Malaria Focal Persons in USAID/MAPS supported StatesBridging the gap between management theory and practiceNAME:Ogba Queenta LGA/PHC Facility:Itim MDG H/c, Afikpo South.



General

management

Patients do not come to

clinic for treatment.

From today I will start going for

home visit.

Patients not taking ACT drug

accurately.

I will go for follow up to know the

outcome of the treatment.

Negligence of duty in the

side of workers.

I will organize a meeting to tell

them the importance of coming

to work early.

Personnel not trained. Telling them the importance of


82


Integrated

Supportive

Supervisory

system and On-

the-Job Capacity

Building

upgrading their certificate.

No feedback or report writing

after collecting data and

supervisory visit.

I will give feedback and write

report.

Monitoring and

Evaluation (M&E)

Poor data recording Will ensure that data is properly

recorded and kept for reference

purpose

Inadequate data collecting

tools

Will inform the malaria focal

person in my LGA of inadequate

tools in my facility for data

collection

No computer in the facility to

record and store data

Will make a recommendation to

the LGA for supply of a computer

for data entry

Planning and

budgeting

Expired drugs We need to call the authority that

will come and dispose them.

Low turn up during

immunization

From this training, I have learnt

that before you start doing

something, that you must plan

first, telling the mothers the day

that it will take place, time and

where.

Budgeting of health program

at the LGA levels.

The HOD is the person to know

what and what the department

needs and from there he will

know the numbers of Health

Centres that are involved.


83


Management Capacity Building for Officers in Charge of Primary Health Care facilities and LGA Malaria Focal Persons in USAID/MAPS supported StatesBridging the gap between management theory and practiceNAME: Comfort .A. Nnachi LGA/PHC Facility:Afikpo South/Ugwuama H/C



General

management

Lack of ACT and IPT and lack

of staff.

I will always come to work early

as from now and I will tell Govt.

to get people employed.

Lateness to work I will try to find out the problem

they have.

No equipment I will tell Govt. to bring those

equipment.

Integrated

Supportive

Supervisory

system and On-

the-Job Capacity

Building

No supportive supervision. I will start now.

Scolding and embarrassment. I will practise supportive

supervision.

No feedback. I will start to tell them.

Monitoring and

Evaluation (M&E)

Lack of monitoring activities Will be involved in monitoring

activities as from now on

Lack of computer in the facility

Planning and

Low turn-up during

immunization time.

I have to go home visit all the

time to check mothers and

others.


84


budgeting Out of stock I have to budget how much I

will keep every month.

Treatment of malaria case for

pregnant women & children

under five.

I have to tell them the

importance of sleeping under

LLINs.

Management Capacity Building for Officers in Charge of Primary Health Care facilities and LGA Malaria Focal Persons in USAID/MAPS supported StatesBridging the gap between management theory and practiceNAME:Ngene Rita LGA/PHC Facility:Afikpo North/Amangbala H/C



General

management

Lack of ACT, IPT and RDT

kits

Will write to the LGA dept on

health to supply them

Lateness to work and staff

absenteeism.

I must come to work on time

and I will call for a meeting.

Drug administration I will monitor my client to make

sure he or she takes the drug

correctly.

Integrated

Supportive

Supervisory

system and On-

the-Job Capacity

Building

Poor data recording From today and since I have

learnt, every data must be


85


Monitoring and

Evaluation (M&E)

collected properly

Inadequate tools to collect

malaria data

Will put measures in place to

ensure these tools are available

and since my malaria focal

person is here and having

listened to this lecture,she will

ensure these tools for collecting

data are provided

Lack of computer in my

health facility for data

entering

Will request from the LGA

chairman

Planning and

budgeting

Planning and distribution of

LLINS

You first of all identify what you

need in order to know the

quantity you need

Some community members

like going to the chemist to

get drugs.

I will mobilize them on the

dangers of patronizing them and

will health educate them on the

needs of getting the right

treatment.

Treatment of malaria in

pregnant mothers and

children under five years.

I will advise the pregnant

mothers the needs for them to

sleep under LLINs.

Management Capacity Building for Officers in Charge of Primary Health Care facilities and LGA Malaria Focal Persons in USAID/MAPS supported StatesBridging the gap between management theory and practiceNAME:Agwu Mercy Olughu LGA/PHC Facility:Ekoli PHC, Afikpo South




86


General

management

The issue of RDT I will health educate my people

to do the RDT before treatment.

The use of LLINs I will instruct my people to use

LLINs

Low Staff participation of the

distribution of ACT.

Will sensitize them

Integrated

Supportive

Supervisory

system and On-

the-Job Capacity

Building

No proper OJCB I will make sure they improve in

what they know how to do.

No knowledge of ISS. I will practise ISS.

We dodge from work to avoid

our superiors if we know they

are coming.

I will try to do things better now.

Monitoring and

Evaluation (M&E)

Planning and

budgeting

Management Capacity Building for Officers in Charge of Primary Health Care facilities and LGA Malaria Focal Persons in USAID/MAPS supported StatesBridging the gap between management theory and practiceNAME:Ekenma Ibiam .C. LGA/PHC Facility:Afikpo South, Model PHC Ebunwana.


87




General

management

The use of LLINs I will health educate them on

how to use the LLINs so as to

prevent malaria.

Treatment of malaria case I will inform them that there are

commodities for treatment of

malaria sickness like ACT, IPT

and the use of LLINs.

Integrated

Supportive

Supervisory

system and On-

the-Job Capacity

Building

Routine immunization. I will mobilize them.

No OJCB. I will try to improve my workers.

No data analysis. I will try to obey the data

collection cycle.

Monitoring and

Evaluation (M&E)

Lack of monitoring Will ensure this is done regularly

in my facility

Lack of evaluation activities Will now be involved in

evaluation activities

Improper data collection As from now I will ensure data

are collected properly

Planning and

budgeting


88


Management Capacity Building for Officers in Charge of Primary Health Care facilities and LGA Malaria Focal Persons in USAID/MAPS supported StatesBridging the gap between management theory and practiceNAME:Obasi Christopher .O. LGA/PHC Facility:Ivo LGA,Model H/c Isiaka



General

management

Lack of knowledge (skilled

workers.

Govt. should allow for study

leave- in service with pay.

Clients requesting for ACTs

and SP in all the health

facilities rendering RBM

services in my LGA

The MAPS should gear up

through my writing on push or

pull system as to get the RBM

commodities in my LGA.

Lack of work plan Activities work plan should be

drawn from the first day to the

last day of the month in order

to see that all the staff in the

facility know their job.

Integrated

Supportive

Supervisory

system and On-

the-Job Capacity

Building

No motivation, incentive and

recommendation.

I will try to motivate and give

incentives to my subordinates

so that they will be happy.

Some staff don’t take their

work seriously.

I will do supportive supervision.

No report writing Will now use data collected in

my facility to write report

Undue delay in gathering of Will ensure timeliness in data


89


Monitoring and

Evaluation (M&E)

data gathering

Planning and

budgeting

Abuse of Chloroquine instead

of the correct use of ACTs for

malaria treatment.

Advocacy visit to the

community, churches and

schools for more awareness in

the treatment of malaria rather

than abuse of chloroquine.

Out of stock drugs in my

facility

Getting the HOD health

involved in making requisition

though the chairman and

H.P.M of the council

Budgeting. After I left this meeting hall, I

will be sure that every month

N100 will be kept aside to use

for a coordinating meeting

transport to & fro.

Management Capacity Building for Officers in Charge of Primary Health Care facilities and LGA Malaria Focal Persons in USAID/MAPS supported StatesBridging the gap between management theory and practiceNAME:Ndukwe Emmanuel Ama LGA/PHC Facility:Ogwuma H/p, Afikpo South LGA.



General

management

The use of LLINs I will help to health educate the

people on how to use it.

Treatment of malaria case I will inform them about the

malaria commodities

Health worker-patient I will create rapport between the


90


relationship patients and health workers.

Integrated

Supportive

Supervisory

system and On-

the-Job Capacity

Building

Monitoring and

Evaluation (M&E)

Lack of Health Management

Information System forms for

data collection

I will make sure that I collect the

HMIS forms from the LGA so as

to put all the relevant

information needed

Planning and

budgeting

Management Capacity Building for Officers in Charge of Primary Health Care facilities and LGA Malaria Focal Persons in USAID/MAPS supported StatesBridging the gap between management theory and practiceNAME:Nkechi Uka LGA/PHC Facility:MDG Itim Edda, Afikpo south



91


General

management

Integrated

Supportive

Supervisory

system and On-

the-Job Capacity

Building

Supervision always too strict. I will create a friendly

environment for the

subordinates and

encourage them.

Always assign duty to subordinates

without showing them how to do it.

I will assign work and also

show them how to do it.

Supervisors and subordinates not

always in good terms.

I will create a friendly

atmosphere which I will

make the subordinate to

respect and adhere to

opinion.

Monitoring and

Evaluation (M&E)

Poor data keeping I will improve in my data

keeping which will help me

to assess my performance

Lack of follow up in monitoring and

evaluation

I will improve by following

up after monitoring and

evaluation

Lack of electronic storage system I will try to be computer

literate in order to use

computer during storage

Planning and

budgeting

Other health staff have not known

the national protocol for malaria.

I will organize a sit down

training as trained

personnel on the use of

ACTs in malaria treatment.

How to get to remote areas. Budget on the cost involved


92


and how to get it.

Community going to the chemist to

get mixture of malaria drugs.

I will mobilize the

community and health

educate them on the

importance of coming to the

PHC for malaria treatment.

Management Capacity Building for Officers in Charge of Primary Health Care facilities and LGA Malaria Focal Persons in USAID/MAPS supported StatesBridging the gap between management theory and practiceNAME:Azubuike ugwu S. LGA/PHC Facility:G.H.Owutu Edda, Afikpo South.


General

management

Integrated

Supportive

Supervisory

system and On-

the-Job Capacity

Building

Lack of proper supervision. I will organize a step down

training on supportive

supervision and OJCB.

No proper procedure Will begin to do things

accordingly.

Lack of active participation in some

job practice.

I will always join the junior

workers in performing the

job and correct their

mistakes without harassing

or creating tension on them.

Lack of monitoring and evaluation Will ensure these are done


93


Monitoring and

Evaluation (M&E)

regularly from now on

Cases and treatments in the health

facility are not recorded

Will ensure these no longer

happen.All cases and

treatments will be recorded

and kept

Lack of supervision of subordinates

and monitoring

Steady supervision of

workers and possible

corrections to eliminate

errors in case of data

collection, and evaluation

will be conducted

Planning and

budgeting

Identifying what is needed in my

place of work

I have to list out all the

things I need to improve my

service in malaria control.

Skeletal frame work and strategies. Knowing cost and

availability of materials and

getting the health sector in

the LGA for procurement of

items needed.

Delivery of drugs and RDTs, LLINs I will make sure that drugs

are well distributed and

educate them on proper

use of drugs, LLINS to the

community for malaria

control.

Management Capacity Building for Officers in Charge of Primary Health Care facilities and LGA Malaria Focal Persons in USAID/MAPS supported StatesBridging the gap between management theory and practice


94


NAME:Nwangwu Daniel LGA/PHC Facility: Ameze H/C,IVO


General

management

Integrated

Supportive

Supervisory

system and On-

the-Job Capacity

Building

Lack of supervisory tools. I will make supervisory tools

available.

Fragmented supervision. Supervision will be done

monthly, quarterly and

annually.

No feedback after supervision. I will give feedback to my

junior workers.

Monitoring and

Evaluation (M&E)

Inadequate manpower Will advocate for more

personnel to be employed

Inadequate flow of data Making sure data get to the

right route

Lack of feedback/follow up Will ensure there is regular

feedback from now on

Planning and

budgeting

Distribution of LLINs, problem of

conveying it from the LGA to the

health facility.

I will set aside some

percentage of the money

realized as service charge

to convey the LLINs from

the LGA.

Immunization activities- no power

for vaccine storage.

I will liaise with the LIO for

cold boxes.

Inadequate manpower. I will train volunteer health


95


workers top assist.

Annex 12: Participants’ bio-data form

MAPS/USAID- Funded Management Training for Officers-in-Charge of Primary Health Care Facilities LGA Malaria Focal Persons in Ebonyi State.

Participants’ Bio-Data Form

LGA: ………………………………………

1. Title (pls circle) : Hajia Mrs. Miss Ms Mr. Pharm. Dr. Mal. Alh. Pst.

2. Name in full :

surname Middle First

3. Sex (pls tick) : Male ¨ Female ¨

4. Educational / Professional Qualification(s):

5. Position / Rank at work:

6. Place of work (full address) …………………………………………………………

…………………………………………………………

…………………………………………………………

7. Phone number(s):

8. E-mail address:


96


9. Computer literacy: Yes ¨ No ¨

10. Computer ownership: Yes ¨ No ¨

11. Areas of Competency / Proficiency:

Signature: Date:


97


report submitted to (1)

Documents