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single team and a single system managed by the ISP Operations Manager. Importantly the program implementation manual has been revised to more completely integrate it with the Coffey system
creating a specific AIPHSS implementation manual. The ISP Team leader now provides overall leadership of management and operations and reports to the TD.
4.1.1 Governance and Management
The main program governance mechanism is the Program Steering Committee PSC which last met in November 2014 to approve the 2015 work plans
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.It is important to note that the PSC has met only twice during the implementation of AIPHSS limiting its effectiveness as a steering mechanism.
The new management structure includes the following key senior management positions responsible for the oversight and management of the program.
Program Director PD: The overall responsibility of the program rests with the Secretary General SG of the MoH who is the designated PD in the revised structure and subsidiary agreement.
Technical Director TD: The role of the PD is delegated to the TD who reports directly to the PD and to DFAT. The TD additionally has a reporting and management link to the Coffey Contractor
Representative. The role focuses on ensuring the AIPHSS program is implemented in line with MoH strategy and systems; oversees the quality control of the program activities; and guides the uptake of
the program outputs towards sustainable outcomes.
The TD has successfully gained a greater level of collaboration and buy-in from senior managers in the IUs. He has also supported the Program Technical Specialist PTS and relieved him of some of
the technical burden of the program. The TD reports on a weekly basis to the SG providing the AIPHSS program with an unprecedented level of access, support and engagement by the most senior
levels in the MoH. This allows the TD to further facilitate technical alignment and coordination across the IUs at the central level and the sub national levels.
Senior Liaison Officer: This role is provided by the ex-coordinator of the CPMU and acts as a supportive role for the TD to conduct coordination and communication across the IUs, other line
ministries and the sub national partners.
ISP Team Leader: The role of the ISP manager changed to that of the ISP TL with all management and operation responsibilities falling under this new role. The ISP TL reports to the TD and ensures
that the TD has a strong understanding of implementation progress and management risks.
Operations Manager Role: The previous project manager role has been changed to that of an Operations Manager. The role is responsible for all operational systems; systems for the quality
assurance of TA, TA management and recruitment; financial analysis and management, including audits; and the identification and management of operational risks.
There are monthly Senior Management Team meetings of ISP senior managers. These are timed so that they occur prior to the TD reporting to the Secretary General. The team consist of the TD, ISP TL,
Operations Manager and ME Adviser.
4.1.2 Technical Management
The technical management of the program is now a joint responsibility of the PTS and the TD as well as the implementing units and the ISP. This includes:
The review of technical outputs
Technical coordination across the MoH units and with sub national units, other line ministries and other development programs as required
Facilitating the uptake of outputs into program planning and policy development.
17 No PSC meeting has occurred in this reporting period. This will be a priority in the next reporting period due to the changes in the DFAT budget
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The quality assurance process now functions at a number of levels. It requires that activities are aligned with the Reform Agenda and contribute to the EOPOs. This means the ToRs require a
thorough technical review prior to acceptance and implementation. The progress of activities particularly those of high value and highly strategic are subjected to technical monitoring by the PTS
and TD in partnership with the IUs. Due to the large volume of activities in the program 63 major interventions with around 500 sub activities the application of the QA process has been variable as it
is not possible for the PTS and his three advisers to cover all activities. Therefore priority is given to high value, highly strategic activities for closer QA scrutiny.
During this reporting period the TD has commenced a quarterly technical coordination meeting which is led by the PD and attended by all IUs. This new mechanism provides an opportunity to coordinate
across units and address technical issues which directly involve the IUs.
Other activities to strengthen the QA process have involved a review of the systems and procedures for monitoring outputs and monitoring the performance of technical consultants. These reviews were
conducted by the ISP TL and the new TA coordinator. The application of new processes is the responsibility of the TD supported by the PTS.
4.1.3 Technical Assistance Management
Significant progress has been made in this reporting period in improving the quality of the TA management system. This has been a key focus for the ISP improvement and included a restructure
of the ISP HR and TA management team which has increased from two to four staff members.
The new TA Coordinator position has a significant role in working with the ISP TL and TD for overall TA management and engagement with the IUs to assess the quality and completeness of ToRs, manage
and oversee the recruitment all TA and ensure strong monitoring and management of systems.
In this reporting period there have been some delays in the provision of TA. Figure 3 shows the scheduled 112 versus actual or realised 81 TA recruitment. The reason for not meeting the target
is that the IUs had underestimated the planning required to implement activities. This has resulted in some delays in requests for TA support to the ISP.
Figure 3 TA Recruitment - projected versus realised from January - June 2015
To improve recruitment the ISP has continued to expand the database for health systems consultants. This is being integrated with the Coffey Consultant Management System providing wider access to
national and international consultants.
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4.1.4 Monitoring and Evaluation of ISP Operational Systems
