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AIPHSS activities require collaboration, negotiation and communication by partners within MoH and sub national levels and across other ministries and external stakeholders. These types of actions can
contribute to improved governance at the various levels of government. Larger activities such as the HSR, NHA, CBG, and HTA are all fundamentally contributing to the governance of health systems
and policy development. On another level the interaction required by the national and sub national levels to roll out the linkages between the RJPMN and RJPMD facilitate improved collaboration and
linkages in the context of decentralisation.
Adequacy of Inputs: The range of activities that are implemented are adequate to influence good governance.
Progress against Schedule: Most of the activities above are reported under other EOPOs. The HSSCU was delayed by two months but is now established.
Sustainability: All activities are highly sustainable as reported above. However, the HSSCU and HPU are at risk of not being continued after the end of AIPHSS as they are not structural units within
the MoH and externally funded by AIPHSS. AIPHSS will work with MoH to explore ways to institutionalise these structures using amendments to MoH regulations, including ensuring adequate
funding through APBN
. This will be part of the AIPHSS’s exit strategy. The performance of both units will be monitored during the remaining period to demonstrate their value.
Next Steps: Next steps for many activities are reported above. Specific to this EOPO are:
The HSSCU implement coordination amongst donors and development partners.
HPU to commence the delivery of policy advice using policy briefs and policy dialogues.
TD to continue technical coordination meetings.
Gender, Social Inclusion and Disability: No direct activities.
3.6 Summary of Investment against EOPOs and Building Blocks
Figure 2 shows the level of investment allocated to each EOPO and building block for 2015. It illustrates the current level of AIPHSS implementation efforts for this reporting period and the next to
achieve the EOPOs. The greatest proportion of investment is directed towards achieving an equitable allocation of health resources based on evidence-based decision making, good governance and
strengthening human resources for health.
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Figure 2 Investment for 201516 by End of Program Outcome and AIPHSS building block
4 Implementation of the 2015 Work Plan
The implementation of the program takes place through the AIPHSS work plan which is implemented by the government partner units at the central and sub national levels. The role of the ISP is
supportive and focused on providing management and operational services; procurement, planning and delivery of TA; financial management; program communications and knowledge management;
monitoring and evaluation; quality assurance; and progress reporting.
The preparation for the AIPHSS 2015 work plan commenced in September 2014 and was finalised in January 2015 and approved in February 2015 by DFAT. There are a total of 63 main activities in the
work plan with approximately 500 sub activities. Seventy per cent of these are now under various stages of implementation.
Until November 2014 the Central Program Management CPMU Unit led by the Bureau of Budgeting and Planning was the principal management unit of the AIPHSS. The technical scrutiny and quality of
the work plan process was led by the PTS supported by his regional advisers; the Planning, Monitoring and Evaluation Officer; and the CPMU coordinator. The work plan used the Reform
Agenda as the basis for activity selection.
A major change in the implementation arrangements at the end of the last reporting period November 2014 was the integration of all of the PMU offices and staff into the ISP creating a single unit
responsible for the management and implementation of the program.
4.1 Management and Operational Systems
