LHW Systems Review - Oxford Policy Management

IntroductionTable 1.1Priority areas identified in the Strategic Plan (2003-11), their KPIs,and the relevant systemPriority area KPI Relevant systemExpansion of coverage tounderserved and poor areasQuality improvement inservices provided by LHWsExpanding the scope and mixof services provided by LHWsImproving performancemonitoring and evaluation forevidence-based Programmedesign and management100,000 LHWs by 2005 MISAll LHWs fulfil selection criteriaAll registered households regularly visited bythe LHW90% of LHWs score over 80% in theKnowledge TestNo medicines/contraceptives have been out ofstock for more than two months for 90% of theLHWs90% of the LHWs have been paid a full salaryin the last monthAll LHWs have supervisors75% of LHWs receive a supervisory visit oncea monthAll LHS have full-time access to a vehiclePercent of LHWs providing ‘new’ servicesPercent of LHWs providing services of priorityto other national programmes.Percent of LHWs households covered by EPI,TB DOTS and FP servicesFPIUs, PPIUs and DPIUs are provided withregular performance reportsPerformance reports are regularly used insupervisory meetings and performancereviewsProgramme management and strategicdirections linked to monitoring and evaluationevidenceRecruitmentPerformance monitoringPerformance monitoringLogisticsPaymentPerformance monitoringPerformance monitoringTransportationMISMISMISMIS, FinancialMIS, FinancialMIS, Financial, StrategicPlanning1.2.3 Professional integrity and reputationThe performance of systems is important, not only as a means of achieving particularobjectives, but also because they are designed to protect and promote the professionalintegrity and reputation of the Programme. The LHWP touches the lives of millions of themost vulnerable citizens of Pakistan in an area of fundamental importance to them: thehealth of women and their families. For the Programme to continue to be effective, it isessential that the LHWs be seen by their clients as professional, trustworthy and sincerelydedicated to the interests of those they serve. It is not only a matter of having these systemsand capable people in place, but also of ensuring that compliance with the systems andcontrols associated with them is regarded as a core professional responsibility throughoutthe Programme.Systems and processes that protect the core professional values and reputation mustoperate with a high level of integrity (e.g. recruitment, logistics management, and theapplication of sanctions for non-performance). The main risk to the integrity of theProgramme is that LHWP staff will be seen to let their personal interests override theirprofessional responsibilities to their clients. This occurs when, say:3