Untitled

Islamic Transitional State of Afghanistan Central and Provincial Ministry of Health Public Administration Staff Capacity Building Plan MOH Public Health Administration Staff Table of Contents
(i) Acknowledgements . 3 (ii) Acronyms . 4 1. Introduction. 5 2. The Process . 6 3. The Outcome. 7 4. The Costs . 8 5. Annexes. 11 5.1 Terms of Reference PHACBWG. 11 5.2 Master Skill Set List. 15 5.3 Groups of MOH Employees . 17 5.4 Policy and Planning CB Framework. 18 5.5 Skill Map Policy and Planning GD. 24 5.5.1 Short term CB plan Policy and Planning GD . 25 5.5.2 Mid term CB plan Policy and Planning GD . 26 5.6 Skill Map Health Care & Promotion GD. 27 5.6.1 Short term CB plan Health Care & Promotion GD . 28 5.6.2 Mid term CB plan Health Care and Promotion GD. 29 5.7 Skill Map Administration and Management GD . 30 5.7.1 Short term CB plan Administration and Management GD. 31 5.7.2 Mid term CB plan Administration and Management GD. 32 5.8 Skill Map Provincial Health Department. 33 5.8.1 Short term CB plan Provincial Health Department . 34 5.8.2 Mid term CB plan Provincial Health Department . 35 5.9 Leadership in a clinical setting . 37
Table of Figures
Figure 1 Total Cost Short Term CB. 10
Figure 2 Total Cost Mid Term CB. 10

Table 1 Training/Course Cost. 9
Capacity Building Plan MOH Public Health Administration Staff (i) Acknowledgements

Dr Abdullah Sherzai, Deputy Minister Administration MOH
Dr Wahidi, General Director Administration and Management GD MOH
Dr Iqbal, national consultant OPM/MOH
Dr Arzoie, national consultant GCMU/MOH
Dr Panna Erasmus, international consultant PIU/MOH
Dr Bill Newbrander, technical advisor to MOH, MSH
Dr Michael Jones, OPM/MOH
Mr Mike Naylor, OPM/MOH
Mr Rana, OPM/MOH
Mr Craig Hostetler, CJCMOTF
Ms Jane Tait, CCFO/MOH
Dr Shadoul, WHO
Dr Zulfiqar, WHO
Mrs. Heike Bill, technical advisor Health and Nutrition, EC
Dr Maurice Coenegrachts, technical advisor GCMU/EC
Dr Kayhan Natiq, national consultant, WB
Dr Gyuri Fritsche, GCMU/MOH
All other individuals who contributed/participated
Capacity Building Plan MOH Public Health Administration Staff (ii) Acronyms
Department for International Development Public Health Administration Capacity Building Working Group Capacity Building Plan MOH Public Health Administration Staff 1. Introduction
Twenty-three years of conflict have put Afghanistan in an awkward starting position for
rebuilding the country and rehabilitating its institutions. Human and Social Capital have
eroded and although money for the post-conflict rehabilitation has been pledged
(although much less than the calculated need1), just throwing money at Afghanistan’s
Institutions will not make them function better in the short run.
Rebuilding the Ministry of Health (MOH) Public Administration can be done in two
steps: first, a Civil Service Reform of the present human resources would need to be done
and second, a Capacity Building (CB) strategy would need to be designed to build
capacity of the reformed civil service.
The Independent Administrative Reform and Civil Service Commission (IARCSC)
initiated a Priority Reform and Restructuring (PRR) of Ministries. The MOH has
submitted two proposals for a PRR of two large departments of Public Health
Administration Staff to the IARCSC. These proposals have been approved.2 Much of this
reform will take place during 2004. The remaining departments (Health Care and
Promotion GD and the Administration and Management GD) will be PRR-rd during 2004
and 2005. A projection of the expected MOH Public Administration staffing patterns, on
which this CB plan is based, is available in annex (see annex 5.3 ‘groups of MOH
employees’).
The MOH has worked on the design of a comprehensive CB plan for its Central and
Provincial Public Health Administration staff. There is an urgent need for such a plan, as,
apart from the need to build capacity in generic Public Health Administration, the MOH
has taken on new roles and responsibilities.
The MOH will be the steward of the Health System; instead of being the only public
service provider it will subcontract other agencies to deliver basic essential services.
These new roles and responsibilities bring a need for different or more intensive
knowledge in the following areas: Policy Setting, Financing, Planning, Regulating,
Monitoring and Supervising.
This document is the result of an attempt from a multi-agency group, led by the MOH, to
plan ahead for the next three to four years, for the CB needs of the entire MOH Public
Health Administration. Designing this CB plan, the group has attempted to ‘look ahead’
keeping in mind a hypothetical reformed civil service rather than working from the
current situation.
1 About a third of the requested amount has been pledged during the recent Donor Appeal Conference in Berlin. 2 These Departments are the Provincial Health Liaison Office and the 32 Provincial Health Offices [currently, 25 April 04, there are 34 provinces], and the Policy and Planning General Directorate; the two reformed departments concern 399 professional staff. Capacity Building Plan MOH Public Health Administration Staff This document therefore, will be of use to both donors and the MOH. For donors, it will provide information on the type of CB, including its costs, that is required to get a reformed MOH Public Administration functioning. For the MOH it will provide a map and a reference guide to which type of CB is considered appropriate for which level of staff. 2. The Process
The process that led to the CB plan started at the end of January 2004, and gathered
steam by mid February. The terms of reference were crafted and submitted to the MOH
executive board for their approval (PHACBWG Terms of Reference see annex 5.1).
From the outset, a choice was made to focus the CB plan on MOH Public Administration
Staff only. Finally, at the end of design phase of the CB plan, MOH Hospital Directors of
Secondary and Tertiary Hospitals were included in the CB plan.3
On finalizing the CB plan, the group decided to add mid level managers (Head Nurses,
Heads of Departments) from tertiary Hospitals to the CB plan. This group of mid level
Hospital Managers are very important for a successful Hospital Management, and could
support the Hospital Director in explaining and implementing decisions made by the
management. (See annex 5.9).4
Thereafter, considerable time was spent discussing the choice of methodology. In
essence, the discussion was one between analyzing skill gaps of existing MOH civil
servants versus defining necessary skills and ‘working backwards’ from there. 5 An
important factor in this discussion was the insecurity on the MOH status after the PRR.
Namely, and theoretically, a successful PRR could lead to a considerable number of
‘new’ MOH staff as the PRR positions, especially in the higher grades or in the so called
‘Super Scale’ grades that the MOH designed, would be competitive and open to
outsiders.
Finally, although valuing a careful, albeit slow, process of analyzing gaps in skills of
existing MOH staff, a different approach, one which would lead quicker to a CB plan,
was chosen. It was agreed that analyzing skill gaps of MOH staff should continue, and
results, when available, could eventually be used to fine tune the CB plan. The approach
chosen is detailed in annex (annex 5.4 ‘Policy and Planning CB Framework’).
A multi-agency working group, reporting to the HRD Task Force, met about three times
per week. There were 17 official meetings up to 25 March in which the complete working
3 19 Provincial Hospital Directors (not all Provinces have a Provincial Hospital); 5 Regional Hospital Directors and 8 Kabul Hospital Directors. 4 There are about 150 mid level managers, for which courses would be organized at a roughly estimated cost of $40,000 per 30 participants. Total annual cost estimated at $200,000. 5 Oxford Policy Management (OPM), a consultancy firm funded by the ADB and attached to the Administration and Management GD, had been applying a methodology to assess the skill gaps of existing MOH staff. Capacity Building Plan MOH Public Health Administration Staff group gathered; there were many more meetings of the three individual sub groups that worked on the CB plans for the various departments. The chosen approach was as follows: definition of Skill Sets (‘Maps’) for various groups of MOH PHA employees, then definition of skill sets for short (< 1 year) and mid term (< 3 years). The long term skill sets (5-7 years from now) resemble the ‘Skill Set Maps’; the desired profiles of the civil service employees. After definition of the necessary skill sets plotted against time, ‘working backwards from there’ led to suggestions of possible CB actions that would lead to the necessary skills (seen annex 5.2 ‘Master Skill Set List’ and annex 5.4 ‘Policy and Planning CB Framework’. The Policy and Planning CB Framework is provided to illustrate the conceptual framework that was used by the three subgroups). Possible CB included a range of methodologies, from short and long in-country courses to short and long degree courses overseas to tutoring by expatriate advisors, mentoring by visiting professionals, technical round table discussions, online courses and an estimation of the capital investments necessary to perpetuate the learned skills (predominantly Information and Communication Technology). 3. The Outcome
Most of the outcome of the working group is annexed.
It consists of a list (‘grouping’) of MOH employees (annex 5.3), a framework to
conceptualize the groups of MOH employees, their skill sets, put against time (annex 5.4)
and a list of CB efforts for the various skill sets, including their cost (annex 5.2). Also, it
consists of ‘Skill Set Maps’ for the four MOH departments (annexes 5.5 to 5.8) that
depict as a kind of visual map the desired skill sets for the various groups of MOH
employees. The Skill Set Map for each department comes with a short term and a mid
term CB plan (annexes 5.5.1 and 5.5.2 to 5.8.1 and 5.8.2).
Whereas the Skill Set Maps depict the desired ‘ideal’ skill sets of the groups of MOH
employees that work in those departments,6 the short and mid term CB plans for these
departments represent the quantity of training courses for the groups of employees. Thus,
these CB plans have a projected staff turn over calculated in (about 10% annually in most
instances for the mid term CB plans) and have been used to cost out the CB plans.
For convenience sake, a group of six so-called cross-cutting skill sets have been defined.
These cross-cutting skill sets are actually core skill sets consisting of English Language
‘Basic’ and ‘Advanced’, Computer ‘Basic’ and ‘Advanced’, Management ‘Basic’ and
‘Advanced’.
6 With exemption of the Group ‘A’; the so-called core group: this group is an amalgam of 22-odd senior MOH decision makers and national consultants from various departments (predominantly from the Policy and Planning GD and the Health Care and Promotion GD). This group has, for convenience sake, been put under the Policy and Planning CB plan. Capacity Building Plan MOH Public Health Administration Staff The Provincial Health Department, consisting of the centrally located Provincial Health Liaison Office (9 professional staff) and the 32 Provincial Health Offices (288 professional staff) is the largest department. 32 Secondary and Tertiary Hospital Directors have been added to this group. 320 Staff, over half of all the MOH PHA staff, is located outside the central MOH. 4. The Costs
When interpreting the costs it is of some importance to recall the context of the MOH
Public Administration Reform. This CB plan has specifically been developed with a view
into the near future, in which the MOH civil service has been reformed or better said
‘PRR-rd’, as the actual reform might take longer. Having said that: ‘Capacity Building’ is
meaningless if not accompanied by the ‘hardware’ to enable the MOH staff to carry out
its duties.
Most stringently: if the Provincial Health Office staff will receive training, they will need
an office, furniture, IT and communication systems and a budget to run their system in
order to make the CB effective. For implementing the PRR for the Provincial Health
Department, only one donor, DFID, has stepped forward with a proposal to fund the
recurrent costs of the PHOs for the first year of operation only (in addition to important
support with HRD TA to implement the PRR). The issue of capital cost and recurrent
costs for the PRR of central MOH departments has a lesser urgency as, for instance, the
building and basic equipment with a minor budget is immediately available through the
MOH recurrent budget.
Costs for the Capacity Building of the MOH Public Health Administration staff can be
broken down in three components: the capital cost component, the non-salary recurrent
costs component for the Provincial Health Department PRR and the CB/Training
component.
(A) The capital cost component reflects firstly, the cost of the IT and Communication
hardware and software for the central and provincial MOH. These costs are US$743,390.
Secondly, they reflect the Capital Cost component of the Provincial Health Department
PRR proposal. These costs are: US$960,267 for 2004, US$2,739,417 for 2005 and
US$742,011 for 2006.
(B) The non-salary recurrent cost component of the Provincial Health Department PRR
would need funding. A possible donor for the non-salary recurrent cost for the first year
is DFID. Assuming that these funds materialize then, in that case, the funds that are
indispensable are US$528,350 for 2005 and US$324,442 for 2006.
(C) The CB/Training component.
Capacity Building Plan MOH Public Health Administration Staff The re-costing exercise of the Afghan Health Sector 7 put the cost of the Capacity
Building Component at $18,7M per year. This costing includes Technical Assistance
(TA) for about $14M per year for the first three years. The CB plan has TA incorporated
for the Health Care and Promotion GD (6), but not for the other departments. The cost of
the CB plan for the first year, ‘the short term CB plan’, which stands at $4.77 M
including the six advisors for the HC & P General Directorate, coincides fairly well with
the re-costing exercise for the Capacity Building Component which excludes the TA.8
The costs of the CB plan are visualized in the figures below. The average cost of the short
term CB plan for the Policy and Planning GD is considerably lower compared with the
other departments. This is due in part to a different phasing in (less in the first year, more
in the following years) and partly to a different methodology. For instance, for the ‘Core
Group’ of senior MOH officials and national consultants, a technical round table will be
organized. This activity will be low cost, as most of the facilitators and lecturers will be
drawn from a pool of in-country experts and visiting consultants and professors.
The average cost of the mid term CB plans are higher than those of the short term CB
plans (with the exception of the Mid Level Hospital Managers). This, in most instances,
is due to a certain percentage of senior staff following advanced or specialized courses,
including post graduate courses, overseas. Off course, the relative costs per year for the
mid-term CB plan are lower, as this plan is spread over two to three years whereas the
short-term CB plan is for the first year only.
Table 1 Training/Course Cost
Cost (US$)
Qty of Employees Cost/Employee
Health Care and Promotion
$922,627
101*
$9,134
Admininstration and Management
$727,900
78
$9,332
Provincial Health Department
$2,716,495
328**
$8,282
Policy and Planning
$401,850
117***
$3,434
Total
$4,768,872
624
$7,642
Cost (US$)
Qty of Employees Cost/Employee
Health Care and Promotion
$1,398,861
101*
$13,850
Admininstration and Management
$806,960
78
$10,345
Provincial Health Department
$2,220,497
328**
$6,769
Mid level Hospital Managers
$200,000
150
$1,333
Policy and Planning
$895,210
117***
$7,651
Total
$5,521,528
774
$7,133
*7 Directors are with Policy and Planning** Including 32 Hospital Directors*** Head Nurses and Heads of Departments in Tertiary Hospitals**** Includes 7 Directors from HC&P, 3 GD from other Departments, 1 OPM consultant and 2 Deputy Ministers 7 Securing Afghanistan’s Future, Chapter 2, Pillar I, Technical Annex on Health and Nutrition, final version 18 January 2004. 8 The cost for the six TA has, conservatively, been put at $720,000 per year (the re-costing exercise used between $200K and $300K per year for a fully-loaded TA), leading to a cost of $14.8M for international and national consultants. Capacity Building Plan MOH Public Health Administration Staff Figure 1 Total Cost Short Term CB
Total Cost Short Term CB MOH
Departments
Figure 2 Total Cost Mid Term CB
Total Cost Mid Term CB
Capacity Building Plan MOH Public Health Administration Staff 5. Annexes

5.1 Terms of Reference PHACBWG

Transitional Islamic State of Afghanistan Final Draft
Terms of Reference
MoH Public Administration Capacity Building Working Group
Scope of Work
“To draft a comprehensive Capacity Building Plan for Provincial and Central Ministry
Health Staff working in Public Administration.” This plan will encompass the fields of
Governance, Management and Administration and Technical Skills that are necessary to
execute the new roles that the MoH will perform. These new roles are Policy Setting,
Planning, Financing, Behaviour Change, Regulating, Monitoring, Evaluating and
Management of Health Service Delivery.

Terms of Reference

(A) Policy and Strategy Framework:
1. Policy Framework for Capacity Building: What is Capacity Building?

Capacity building for the MOH means:
9 Capacity has been built where there is an increased ability to pursue a vision 9 Capacity building will take many forms: technical skills, personal skills, resources, knowledge, values and attitudes, confidence, motivation, development of systems, providing support, and leadership. 9 Capacity can be built by individuals, organizations and national programs. 9 Capacity building must focus on a specific target group. Capacity Building Plan MOH Public Health Administration Staff 9 Capacity building is a continuum of progress—it is not a situation of having The MOH seeks to build capacity throughout the health sector so it functions at optimal efficiency in providing the health services needed by the population. Capacity is required at the central, provincial and district level. 2. Strategic Framework: Capacity building of what?

The MOH seeks to build capacity to ensure that the health sector operates properly in
meeting the health needs of the people of Afghanistan. The key elements of a health
system seem to be three:
1. Service delivery 2. Managing the health sector 3. Support systems required for the health system to operate properly The attached excel sheet provides a framework for defining what capacity building is required within these three areas at the central and provincial level. For each area, check whether it is required at central or provincial level or both. Then for each cell checked, define what capacity must be built, for whom, and when. 3. Outcomes
Evidence that Capacity Building efforts have made a contribution would appear in the products and implementation of: • Basic Package of Health Services • Special Programmes • Improving the Quality of Hospital Services • Human Resource Development • Administrative Reform and Capacity Building 4. Conformity to other systems, processes and policies:
Capacity building effort will be invested in ways which are consistent with: Civil Service Commission activity Public Sector Reform National Development Plan Interim Health Plan Ministry of Finance National Audit Office PRR 5. Products
Capacity Building Plan MOH Public Health Administration Staff Summary of Main MoH Technical Assistance Needs by Location
* District Level (i.e. Facility level/District Hospital Level) CB efforts will be constructed at a later stage The MOH Public Administration Capacity Building Working Group (PACBWG) is overseen by the Human Resource Development (HRD) Task Force. The objective of this working group is to draft a comprehensive Capacity Building plan for provincial and central MOH Public Administration Staff. The following individuals will be members of this working group: • Dr Habib/Provincial Health Liaison Office-MOH • Dr Mubarak and or Bill Newbrander/Dr Jeff Smith/MSH-REACH [in various • Dr Kayhan Natiq/WB • Jane Tait/MOH • Dr Ahmed Shadoul/World Health Organization • Michael Jones/OPM • Dr Panna Erasmus/PIU-MOH Capacity Building Plan MOH Public Health Administration Staff 1. Meetings three times per week, Tuesday, Wednesday and Sunday 08.00 hrs
2. Participation in the weekly HRD TF meetings on Tuesday 10.00 MoH to
3. Aim at draft product by the middle of March 2004;
4. Circulate to the CGHN WG members for their inputs (give one week);
5. Discuss these inputs in the next CGHH WG meeting.
6. Finalize, translate, and present to the EB;
7. Product ought to be finalized by the end of March 2004.
5.2 Master Skill Set List
Master Skill Set List
Code
Possible CB
Cost per course (one off or one year)
Cost per particpant (US$)
One year ongoing one hour per day for one year ? Central versus Provincial (as an induction course for new Provincial $5,000 per course-central level 20 p
One year ongoing one hour per day? $5,000 per course-central level 20 p Twice a week as a group of 10 and then twice a week in smaller groups under guidance expatr tutor Two week course in country (bring in specialists from abroad) Round table: no significant costs involved as visting experts asked to contribute, however put 10K pa 11R Assume in London: Course 13K pounds plus 12K for living about 24K, travel insurance etc. 27K 11D Assume in UK: Course cost about $10K all in per person Assume two weeks in batches of one week: 25 persons at about $2,000 (one week)/district team problem solving (cost?, $160 per person Study tour to Cambodia: 14 days; $5,000 per participant Iran: 14 days: $2,000 per participant Web-based study ARCVIEW advanced course e.g. $150 per course per participant (web access) Web-based study ARCVIEW advanced course e.g. $150 per course per participant (web access) One week course in country with an expatriate facilitator; 20 persons: $2,000 HE in country resources CB central MOH staff: $2,000: 4 persons WB Flagship course in country for e.g. 50 participant, two weeks: $120,000 One week in country twice a year for 25 persons; facilitators in country: $2,000 per course One week in country twice a year for 25 persons; facilitators in country: $2,000 per course Aga Khan University one month approximately PKR80,000 per person E.g three week summer course at the Erasmus University/Rotterdam: Euro 7,450 per person Assume in UK: Course cost about $10K all in per person One week course in country with an expatriate facilitator; 20 persons: $2,000 Three week course Europe/US: $10K in all per person Capacity Building Plan MOH Public Health Administration Staff Aga Khan University one month approximately PKR80,000 per person Provincial Staff through 6 Regional Training Centres. 4 phases, 14 days per phase, 1.5 to 2 years ($346,930 per provincial centre)/cost for W Management Advancement Programme (MAP); 17 participants, 3 phases, 2 weeks per phase, 3 facilitators AKU (try in country solution, combined with at a distance learning) One week in country twice a year for 25 persons; facilitators in country: $2,000 per course Aga Khan University one month approximately PKR80,000 per person Three weeks in country twice a year for 25 persons; facilitators in country: $6,000 per course see if possible at a distance? Iqbal to give feedback International Accounting Standards/ACCA One week in country twice a year for 25 persons; facilitators in country: $2,000 per course One week in country twice a year for 25 persons; facilitators in country: $2,000 per course One week in country twice a year for 25 persons; facilitators in country: $2,000 per course On to two weeks PIM Lahore/Karachi: PKR30,000 per person Two week course in country (bring in facilitator from abroad): $35,000; 25 people At a distance learning course; $6,000 per course (fee only) For GD and Directors, Public Health Experience at National Level and management skills $120,000 per advisor/person, 96k for direc Two to three week course overseas, e.g. the one organized by IDA, Amsterdam Two week course in-country, 25 persons, $5,000 per course 5.3 Groups of MOH Employees

Group
Groups of MOH PHA Employees
Qty
Administrative staff from Policy and Planning GD Health Information and Research Dep Staff Sub total
110
Sec, Tert and Diagnostic Health Services Staff Sub total
108
Sub total
320
Administration and Management Staff Administrative Staff of 2 deputy ministers and GD Sub total
78
Subtotal PHLO
8
Subtotal Central MOH
304
Subtotal Provincial MOH
320
Grand Total MOH PHA Staff
624
Group A, the ‘Core Group’ consists of 22 MOH staff; it includes 7 Directors from the Health Care and Promotion GD. Capacity Building Plan MOH Public Health Administration Staff 5.4 Policy and Planning CB Framework
Approach to Designing a CB Plan for the MOH Public Administration o Admin and Management-Province and Central- Group/ Policy and Planning- Province and Central Group/Health Care and Promotion-Province and Central Group (three groups) 2. Define desired set of skills for various groups/ levels of employees for three (i) Short Term (e.g. one year); (ii) Mid Term (e.g. three years) and (iii) Long Term (e.g. five to seven years). Groups of employees e.g.: • Health Information and Research Officers (Provincial and Central); • Administrators (Provincial and Central); • Heads of Departments (Central); • Planning Officers (Central); • Health Financing Officers (Central); • Define Quantity and Type of staff in each Group; o take from PRR Provincial Health Department; o take from PRR Policy and Planning Department; o use forecast/recommendation from OPM related to desired qty and type of staff in the admin and management GD; o Project lean and aesthetically beautiful qty and type of staff for the Health Care and Promotion GD (can be used for the forthcoming PRR for this GD as well). • Use their job profiles (in annex of PRR document) to distil skill sets necessary for the Provincial Health Department and the Policy and Planning GD (add on skill sets if U think that some are missing); • Plug in desired skill sets into the three ‘time streams’. 4. for each ‘time stream’, for each Group of Employees suggest possible type of CB effort. Capacity Building Plan MOH Public Health Administration Staff 5. Look at inventory of CB activities that have come out of the CB inventory and prepare a draft CB plan for each ‘time stream’, for each Group of Employees. 6. Prepare the budget that is necessary to achieve the outcomes. The framework for Skill Sets for the Policy and Planning GD: Group of Employee
Skill Set
Skill Set Short Skill Set Mid Skill Set Long
Term
Term
Term
(e.g. one year)
(e.g. three years)
(e.g. five to seven
years)
A. CORE GROUP A.1 English language A.1.1 Toefl Test Same as for short Same as for short
Deputy Minister
CB: twice a
HC&P (7) and
GCMU/OPM
qualified staff (5)
TOTAL 22 persons
A. As above.
CB: After
an at-a- distance- professional learning course at the LSHTM or a ‘hybrid’ CB: After
passing Toefl test: admission at a Foreign University for a one-year MPH/MSc course in a specialty. (one course per year) A.4 Ongoing exposure to A.4.1.
Capacity Building Plan MOH Public Health Administration Staff Group of Employee
Skill Set
Skill Set Short Skill Set Mid Skill Set Long
Term
Term
Term
(e.g. one year)
(e.g. three years)
(e.g. five to seven
years)
CB: World Bank CB: WB Flag
Flag Ship Course Ship Course
A.4.2 Round
A.4.2 Ongoing
A.4.2 Ongoing
Table e.g. once
in two weeks.
‘Round Table
Committee’
organizes round
tables on Policy,
Planning and
Financing Issues
Knowledge on
the newly
proposed
Planning Cycle
for the Afghan
Health System.
Ability to
function at the
facilitator level.
CB: A course
would need to be
tailor made by
MSH. Similar
course can then
be organized for
PHD’s
CB: Study tour CB: Study tour
experience from other Cambodia countries in Sub-contracting Health Services B. Four Heads of B.1 Computer skills and Define Skill Set Define Skill Set Define Skill Set
Departments of the other cross cutting skills
CB: (i) English CB: (i) English CB:
Capacity Building Plan MOH Public Health Administration Staff Group of Employee
Skill Set
Skill Set Short Skill Set Mid Skill Set Long
Term
Term
Term
(e.g. one year)
(e.g. three years)
(e.g. five to seven
years)
(iii) Management (iii) Management (iii) Management Basic CB: Study tour
CB: Study tour
experience from other countries in how they regulate their Health Sector C. 34 Staff from the C.1 Computer skills and Define Skill Set Define Skill Set Define Skill Set
Law and Regulation other cross cutting skills
CB: (i) English CB: (i) English CB:
Data base skills Data base skills Data base skills CB: Data base CB: Data base CB:
CB: M&E Basic
(10 staff)
(more tailor made for the law and regulation department’s needs) D. Ten Staff from D.1 Basic cross-cutting CB: (i) English CB: (i) English CB: (i)
skills/basic administrative (iii) Management E. 11 Staff from the (Overlap with GCMU and E.1.1 Basic cross E.1.1 Advanced E.1.1 Ongoing
Planning
overlap with admin E.1 Basic cross-cutting CB: (i) English CB: (i) English
skills/basic administrative skills basic E.2 Skills in Planning and E.2.1
E.2.1 Ongoing
E.2.1 Ongoing
Capacity Building Plan MOH Public Health Administration Staff Group of Employee
Skill Set
Skill Set Short Skill Set Mid Skill Set Long
Term
Term
Term
(e.g. one year)
(e.g. three years)
(e.g. five to seven
years)
Planning Cycle
for the Afghan
Health System.
Ability to
function at the
facilitator level.
CB: A course
would need to be
tailor made by
MSH. Similar
course can then
be organized for
PHD’s
F. Seven Staff from F.1 Skills in Planning and F.1.1
F.1.1 Ongoing
F.1.1 Ongoing
Planning Cycle
for the Afghan
Health System.
Ability to
function at the
facilitator level.
CB: A course
would need to be
tailor made by
MSH. Similar
course can then
be organized for
PHD’s
F.2 Skills in Health F.2.1 Proficiency F.2.1 Ongoing
F.2.1 Ongoing

CB: WB Flag
Ship Course
F.3 Skills in Health F.3.1 CB: ‘on F.3.1. Ongoing
F.3.1. Ongoing
participation in the design of pilot Health Financing interventions G.1.1 Excel
G.1.1 Advanced G.1.1 Ongoing
Capacity Building Plan MOH Public Health Administration Staff Group of Employee
Skill Set
Skill Set Short Skill Set Mid Skill Set Long
Term
Term
Term
(e.g. one year)
(e.g. three years)
(e.g. five to seven
years)
(find CB:
(find CB: (find course)
G.2 Skills in Basic G.2.1
Basic G.2.1 Advanced G.2.1 At least two
CB: One-month CB: Advanced CB: MSc
G.3 Operations Research G.3.1 Basic
G.3.1 Advanced G.3.1 Ongoing
CB: Introductory CB: Advanced
course in
G.4.1 Basic GIS G.4.1 Advanced G.4.1 Ongoing
CB: (in-house?) CB: (find
Can also be course) Can be
taken online
Basic G.5.1 Advanced G.5.1 Ongoing
CB: (find
JHU/IIHMR will course) organize such a course CB 2: Hands on CB: Hands on
training by
5.5 Skill Map Policy and Planning GD
Skill Map Policy and Planning
Compiled (up to seven years)
Skillsets
Groups of MOH PHA Employees
Qty
Administrative staff from Policy and Planning GD Health Information and Research Dep Staff Sub total
117
95
78
95
100
117
68
25
14
22
11
40
26
24
20
10
10
7
30
10
20
10
5
27
8
Capacity Building Plan MOH Public Health Administration Staff 5.5.1 Short term CB plan Policy and Planning GD
Skill Map Policy and Planning
CB Short term (< 1 year)
Skillsets
ills ad si
skills ad en
skills b sk
Group
Groups of MOH PHA Employees
Qty
i Administrative staff from Policy and Planning GD G Health Information and Research Dep Staff Sub total
117
95
0
95
72
75
26
22
0
22
0
40
26
20
0
10
0
7
20
0
10
0
0
27
0
Capacity Building Plan MOH Public Health Administration Staff 5.5.2 Mid term CB plan Policy and Planning GD
Skill Map Policy and Planning
CB mid term (<3 years)
Skillsets
Group
Groups of MOH PHA Employees
Qty
i Administrative staff from Policy and Planning GD G Health Information and Research Dep Staff Sub total
117
33
78
33
100
45
6
25
4
22
11
8
26
19
30
10
20
7
20
20
10
10
5
13
8
Capacity Building Plan MOH Public Health Administration Staff 5.6 Skill Map Health Care & Promotion GD
Skill Map HC&P
Compiled (up to seven years)
Skillsets
ecialist A
r skills b r skills ad en
Group
Groups of MOH PHA Employees
Qty
Sec, Tert and Diagnostic Health Services Staff Sub total
101
101
73
101
28
84
42
35
4
7
21
5
37
33
21
22
14
6
Capacity Building Plan MOH Public Health Administration Staff 5.6.1 Short term CB plan Health Care & Promotion GD
Skill Map HC&P
Short term (< 1 year)
Skillsets
ecialist A
Group
Groups of MOH PHA Employees
Qty
Sec, Tert and Diagnostic Health Services Staff Sub total
101
101
9
101
14
79
25
8
0
0
0
5
69
7
0
22
0
6
Capacity Building Plan MOH Public Health Administration Staff 5.6.2 Mid term CB plan Health Care and Promotion GD
Skill Map HC&P
Mid term (< 3 years)
Skillsets
ecialist A
Group
Groups of MOH PHA Employees
Qty
Sec, Tert and Diagnostic Health Services Staff Sub total
101
32
92
32
40
36
35
32
4
7
25
5
32
26
7
6
6
Capacity Building Plan MOH Public Health Administration Staff 5.7 Skill Map Administration and Management GD
Skill Map Administration and Management
Compiled (up to seven years)
Skillsets
Group
Groups of MOH PHA Employees
Qty
Administrative Staff of 2 deputy ministers and GD Sub total
78
78
37
78
44
71
22
32
23
17
25
42
11
9
5
2
29
18
7
9
5
Capacity Building Plan MOH Public Health Administration Staff 5.7.1 Short term CB plan Administration and Management GD
Skill Map Administration and Management
CB short term (< 1 year)
Skillsets
ecialist A
er skills b
ter skills adm
ata Ba ata Ba la
Group
Groups of MOH PHA Employees
Qty
Administrative Staff of 2 deputy ministers and GD Sub total
78
71
14
52
29
42
21
32
23
17
18
32
11
0
0
0
29
18
7
7
5
Capacity Building Plan MOH Public Health Administration Staff 5.7.2 Mid term CB plan Administration and Management GD
Skill Map Administration and Management
CB mid term (< 3 years)
Skillsets
kills b kills a
Group
Groups of MOH PHA Employees
Qty
Administrative Staff of 2 deputy ministers and GD Sub total
78
19
30
15
43
33
17
32
23
17
25
36
11
4
5
2
29
18
7
7
5
Capacity Building Plan MOH Public Health Administration Staff 5.8 Skill Map Provincial Health Department
Skill Map PHLO
Compiled (up to seven years)
Skillsets
Group Groups of MOH PHA Employees
Qty
Sub total
328
328
296
328
72
328
112
99
2
3
261
69
34
32
5
5
37
3
261
57
11
39
66
34
6
32
Capacity Building Plan MOH Public Health Administration Staff 5.8.1 Short term CB plan Provincial Health Department
Skill Map PHLO
CB Short term (< 1 year)
Skillsets
Group Groups of MOH PHA Employees
Qty
Sub total
328
328
8
328
37
104
4
0
0
0
101
32
32
32
0
0
5
0
261
0
2
0
32
0
0
0
Capacity Building Plan MOH Public Health Administration Staff 5.8.2 Mid term CB plan Provincial Health Department
Skill Map PHLO
CB Mid term (< 3 Years)
Skillsets
Group Groups of MOH PHA Employees
Qty
Sub total
328
103
296
103
104
257
90
94
1
2
192
69
34
32
5
5
14
3
80
57
37
39
44
34 73 32
Capacity Building Plan MOH Public Health Administration Staff Capacity Building Plan MOH Public Health Administration Staff 5.9 Leadership in a clinical setting

Introduction:

Many leaders in clinical settings have a divided focus; they are asked to provide
excellent clinical leadership, focused on individual patient needs and simultaneously
to deliver corporate objectives for their institutions.
However, as health systems worldwide continue in an environment of turbulence and
change, there is a need to refocus and reinvent health institutions to meet the
challenges presented by a more demanding environment.
This programme is designed for those individuals who have a strategic rôle in
contributing to the positioning of their organisations in a changing setting.
That is, those individuals whose rôle is mainly concerned with the planning,
supervision and delivery of clinical services in strategically important institutions and
settings.
Target audience:

• Senior clinicians from the hospital sector; e.g. Heads of Service, Directors of
• Hospital and community health care directors • Those involved in strategy formulation and implementation in healthcare
Learning Objectives:

There are three main areas of objectives.
• Environmental analysis
• Deepen understanding of the distinctive nature of health care organisations; the environmental, organisational, and people factors that affect management practice in these organisations; and of the kinds of strategic issues health care managers typically face • To focus on what services institutions need to be providing. • To develop conceptual and analytic tools for assessing an organisation’s external and internal environments, and for identifying strategies that fit the organisation’s situation. • To develop ability to apply organisational concepts and models to analyse the functioning and performance of health care organisations. • To consider how to develop advantage in presenting services to the public. • To be able to plan and deliver a business plan for a health institution, or part Capacity Building Plan MOH Public Health Administration Staff • To develop the skills of strategic analysis • Develop a “strategic management” perspective of the health care manager’s • To develop case building skills. • To enhance the repertoire of approaches and techniques for managing organisational change to encompass the entire array of “levers for change. • To develop the skills of personal leadership.
Learning outcomes:

By the end of the programme, participants will have developed:
• Greater clarity about the business of health.
• Greater clarity about the relationship between services, products, needs and • Greater clarity about how to ensure that services are planned to keep pace with • A developed and sustainable organisational development capacity. • A capacity to apply the thinking and tools learned in the programme to their own unique organisational context, and to apply a personal action plan that meets individual goals and organisational strategy.
Main themes will be:

• The specific features of the Health Care environment, the strategic drivers of
• Delivering health services • Delivering health care • Delivering health • What is strategy supposed to deliver? • Vision. • Leadership. • Commitment. • Market development. • Product portfolio analysis • Value analysis Capacity Building Plan MOH Public Health Administration Staff Capacity Building Plan MOH Public Health Administration Staff
Resource Requirements:

Participants:
Learning Pattern:
Number of Units:
Unit Cost:
Estimated no of staff:
Cost for one year:
On costs:
Venue:
Accommodation:
Refreshments:
Materials:
Travel:
Sources of funding:

• Operational Budget
• UK Department for International Development

Source: http://lyon-kaboul.univ-lyon1.fr/politique_de_sante_en_afghanistan/rapports/Renforcement%20des%20capacit%E9s%20du%20Minist%E8re.pdf