Ghs Monitoring & Evaluation Plan 2010-2013

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Monitoring and Evaluation Plan
GHANA HEALTH SERVICE
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GHS MONITORING AND EVALUATION PLAN 2010-2013
ACKNOWLEDGEMENT
The Development of this Monitoring and Evaluation Plan has been made possible
with the support of all the divisions within the Ghana Health Service. Key individuals
who contributed to the write up and technical review have been recognized in the
document. The Ghana Health Service is most grateful to all who took time of their
busy schedule to contribute their technical expertise to the development of this
document.
We are also very grateful to the Medical Sciences for Health who provided funding
for the writers workshop, the technical review meetings and the printing of this
document through the TB CARE 1 Project.
We humbly acknowledge the contributions of all other individuals who may have
contributed to the development of this document but have not been mentioned by
name.
FOREWORD
The Ghana Health Service has over the years been implementing different
programme of Work and have been reporting on its performance. There is an
elaborate system to ensure that the Ghana Health Service accounts for its
stewardship. The processes involved in doing this are in various documents. This
effort to document these monitoring and evaluation processes in one document is
one of the important steps in the overall attempt to improve the monitoring and
evaluation within the service and ensure accountability within the service.
It is hoped that this document will provide direction for Districts, Regions, Divisions
and Programs to better monitor and evaluate the implementation of their programme
of work.
Thank You
Dr Frank Nyonator
Ag. Director General
Ghana Health Service.
LIST OF TABLES
Table 1: Participants at Writers Meeting
Table 2: Participants at Document Finalization Meeting
Table 3: Monitoring and Evaluation Calender
Table 4: Roles and Responsibilities of Divisions
Table 5: Stakeholders in the Health Sector
Table 6: Timeline for Data Submission
Table 7: Financial Reporting Framework
Table 8: M&E Activities
Table 9: Budget for M&E
LIST OF FIGURES
Fig 1: Institutional Monitoring and Evaluation Framework
List of Acronyms
ACT
AFP
AIDS
ANC
ART
ARV
BCG
BMC
CEmONC
CHAG
CHIM
CHO
CHPS
CHW
CSO
CYP
DA
DDHS
D-G
DHIMS
DHMT
DHS
EmONC
EPC
EPI
FHD
GHS
GOG
HASS
HIO
HIRD
HIV
HO
HRD
HRDD
HSMTDP
ICD
ICT
IGF
IALC
Artemesinin Combination Therapy

Acute Flaccid Paralysis
Acquired Immunodeficiency Syndrome
Ante Natal Care
Anti-Retroviral Therapy
Anti-Retroviral
Bacillus Calmette-Gurin Vaccine
Budget Management Centers
Comprehensive Emergency Obstetrics and Neonatal Care
Christian Health Association of Ghana
Centre for Health Information Management
Community Health Officers
Community-based Health Planning and Services
Community Health Workers
Civil Society Organization
Couple Years of Protection
District Assembly
Director of District Health Services
Director General
District Health Information Systems
District Health Management Team
Demographic and Household Survey
Emergency Obstetrics and Neonatal Care
Environmental Protection Council
Expanded Programme on Immunization
Family Health Division
Ghana Health Service
Government of Ghana
Health Administration and Support Services
Health Information Officer
High Impact Rapid Delivery
Human Immunodeficiency Virus
Health Sector Objective
Human Resource Division
Health Research and Development Division
Health Sector Medium-Term Development Plan
Institutional Care Division
Information and Communications Technology
Internally Generated Funds
Inter-Agency Leadership Committee
IME
IPT
IT
ITN
Information, Monitoring and Evaluation Department

Intermittent Preventive Treatment
Information Technology
Insecticide Treated bed-Net
5
LDP
LI
MDG
MICS
MLGRD
MOFEP
MOH
MOWAC
M&E
NACP
NCD
NDPC
NGOs
OPD
OPV
NMCP
NTP
PHD
PNC
POW
PPME
PPP
RDHS
RDT
SBS
SD
SP
TB
TBA
USB
WIFA
Leadership Development Programme

Legislative Instrument
Millennium Development Goals
Multi-Indicator Cluster Survey
Ministry of Local Government and Rural Development
Ministry of Finance and Economic Planning
Ministry of Health
Ministry of Women and Childrens Affairs
Monitoring and Evaluation
National AIDS Control Programme
Non-Communicable Disease
National Development Planning Commission
Non-Governmental Organization
Out-Patient Department
Oral Polio Vaccine
National Malaria Control Programme
National Tuberculosis Control Programme
Public Health Division
Post Natal Care
Programme of Work
Policy Planning Monitoring and Evaluation Division
Public Private Partnerships
Regional Director of Health Services
Rapid Diagnostic Test
Sector Budget Support
Skilled Delivery
Sulfadoxine Pyrimethamine
Tuberculosis
Traditional Birth Attendance
Universal Serial Bus
Women in the Fertile Age
Table of Contents
LIST OF TABLES ................................................................................................................................. 4
1.
2.
INTRODUCTION ............................................................................................................................... 9
1.1.
BACKGROUND ......................................................................................................................... 9
1.2.
RATIONALE .............................................................................................................................. 9
1.3.
PROCESS OF DEVELOPING THE M&E PLAN ........................................................................... 10
SITUATIONAL ANALYSIS ................................................................................................................ 12

2.1 SWOT Analysis of the GHS Monitoring and Evaluation System .................................................. 12
2.1.1.
Strengths ....................................................................................................................... 12
2.1.2.
Weaknesses................................................................................................................... 13
2.1.3.
Opportunities ................................................................................................................ 14
2.1.4.
Threats .......................................................................................................................... 14
3.
PROGRAM DESCRIPTION AND FRAMEWORK ............................................................................... 15
4.
INSTITUTIONAL ARRANGEMENT ................................................................................................... 39
7.
8.
4.1.
MANDATE OF THE GHANA HEALTH SERVICE ........................................................................ 39
4.2.
M&E MANDATE AND FUNCTIONS OF DIVISIONS ................................................................. 43
M&E ACTIVITIES ....................................................................................................................... 47

7.1.
Roles and Responsibilities within GHS ........................................................................... 47
7.2.
SUPPORT FOR M&E PROCESS FOR DIVISIONS AND PROGRAMS .......................................... 52
7.3.
STAKEHOLDER ANALYSIS....................................................................................................... 52
7.4.
M&E CONDITIONS AND CAPACITIES ..................................................................................... 53
7.4.1.
CAPACITY FOR MONITORING AND EVALUATION ......................................................... 53
7.4.2.
TECHNICAL ASSISTANCE ................................................................................................ 54
7.4.3.
STORAGE OF INFORMATION ......................................................................................... 54
7.4.4.
EQUIPMENT AND LOGISTICS ......................................................................................... 55
THE MONITORING AND EVALUATION PROCESS ........................................................................... 56

8.2.
REVIEW PROCESS IN THE GHANA HEALTH SERVICE ............................................................. 56

7
8.3.
USE OF DATA FOR DECISION-MAKING .................................................................................. 57
8.4.
PLAN FOR EVALUTAION ........................................................................................................ 58
9.
QUALITY ASSURANCE .................................................................................................................... 59

9.1.
Ensuring Data Quality ........................................................................................................... 59
9.2.
Improving the quality of data collection ............................................................................... 59
9.3.
Standard Operating Procedures ........................................................................................... 60
9.4.
Improving Timeliness, Completeness and Accuracy of Transmitted data ............................ 60
9.5.
Data Quality Audit ................................................................................................................. 61
9.6.
Feedback Processes .............................................................................................................. 61
9.7.
Documentation ..................................................................................................................... 62
10.
REPORTS .................................................................................................................................... 63
10.1.
REPORTING MILESTONES .................................................................................................. 63
10.2.
PROGRAMMES/PROJECT MONITORING ........................................................................... 63
10.3.
FINANCIAL REPORTS ......................................................................................................... 63
10.4.
FINANCIAL AUDIT REPORTS .............................................................................................. 64
10.5.
GHANA HEALTH SERVICE REPORT..................................................................................... 64
11.
GOALS AND OBJECTIVES OF THE MONITORING AND EVALUATION SYSTEM
WITHIN THE GHANA HEALTH SERVICE .................................................................................... 65
11.1.
12.
STRATEGIES TO ADDRESS MONITORING AND EVALUATION GAPS .................................. 65
M&E ACTIVITIES, TIMELINES AND BUDGET................................................................. 67
TABLE 8: M&E Activities and Timelines ..................................................................................... 67

APPENDIX 1. .......................................................................................................................................... 74
INDICATORS TARGETS AND MILESTONES FOR MONITORING AND EVALUATION ................................ 74
1. INTRODUCTION
1.1. BACKGROUND
The Ghana Health Service (GHS) annual program of work (POW) are developed
from the Health Sector Medium-Term Development Plan (HSMTDP) - 2010-2013
and they mirror the governments development agenda for the medium term and are
aligned with the national objective of attaining middle income status by 2015. The
HSMTDP 2010- 2013 builds on the general principle of providing affordable primary
health care (PHC) that is both cost-effective and ensures equitable access to
healthcare for all people living in Ghana. The HSMTDP has been synchronized with
the third 5-year POW which is truncated to allow for consistency in the development
and provision of health services.
The HSMTDP 2010 - 2013, was developed through an elaborate consultative
process involving key stakeholders including development partners, and nongovernmental actors in Ghanas health industry. It is based on the broad guidelines
of the National Development Planning Commission (NDPC). The consultation
process was further enhanced by a series of key stakeholder consultations at the
national, regional and district levels involving development partners, health sector
NGOs, health workers and other sector collaborators such as the Ministry of Local
Government and Rural Development (MLGRD), Ministry of Women and Childrens
Affairs (MOWAC) and Environmental Protection Council (EPC).
The GHS which is the largest service agency of the Ministry of Health (MoH) will
contribute significantly to the achievement of the sector indicators. GHS provides
public health and clinical services at both primary and secondary levels. The
Service operates at the national, regional, district, sub-district and community levels.
It serves as the main representative of the MoH at these levels, providing
supervisory, monitoring and evaluation (M&E) support. Through its Centre for Health
Information Management (CHIM) service data is collected using DHIMS at all levels.
The District Health Information Management System (DHIMS) database is the
platform for collecting, collating and analyzing health data. The reports generated
from this database feed into the sector-wide indicators, milestones and programme
indicators used for monitoring and evaluation.
1.2. RATIONALE
The GHS is accountable for its stewardship as defined in the HSMTDP. There is the
need therefore for arrangements and processes that will measure the performance,
track objectives, milestones and set targets to ensure that resources are efficiently
deployed to achieve the greatest impact, and keep the Service on track. The
development and implementation of an M&E plan will provide guidance in the
implementation of GHS POW derived from the HSMTDP to achieve set objectives
9
and targets.
It will also make an allowance for identifying challenges to
implementation for timely and appropriate remedial measures to be taken. The GHS
M&E plan will also delineate the roles of Divisions and Programmes in the M&E
process and guide overall stakeholder involvement in measuring health sector
performance.
1.3. PROCESS OF DEVELOPING THE M&E PLAN
The M&E plan is built on existing M&E arrangements and processes in the health
sector. The indicators and milestones for assessing the performance of the Service
are derived from sector wide indicators which were developed through elaborate
consultations with stakeholders facilitated by the Ministry of Health. Indicators and
targets from other strategic documents and some existing M&E plans were also
adopted.
The process of developing the sector wide indicators began with internal
consultations at agency level. Following these, submissions were made to the
Ministry of Health accentuating the need to either modify the tools for assessment or
modify targets, indicators, or milestones. These submissions were consolidated and
circulated widely to stakeholders for consideration and comments. Additional
contributions were received from other stakeholders, particularly the health sector
development partners.
The Divisions within the Service provided the targets for the various indicators as
defined under the Health Sector objectives.
The development of the GHS M&E plan began with a zero draft prepared by the
Policy Planning Monitoring and Evaluation Division (PPMED) of the GHS. Existing
documentation on the M&E processes within the Service were pulled together and a
three-day consensus and writing workshop was held at the Dodowa Forest Hotel
from the 6th- 8th September 2011 with stakeholders from the MoH and GHS to put
together the final M&E plan. Management Sciences for Health (MSH) through TB
CARE I Project provided both technical and financial support to facilitate to the
workshop. The Dodowa team comprised the following:
Table 1: Participants at Writers Meeting
No
1
2
3
4
5
6
7
8
Names
Dr. Anthony Ofosu
Ms. Ekui Dovlo
Dr. Boateng Boakye
Dr. Bert Schreuder
Dr. Rhehab Chimzizi
Ms. Eunice Sackey
Dr. Linda Vanotoo
Dr. Ofori Yeboah
Designation
Ag. Deputy Director, IME/PPME
Principal Human Resource Manager
District Director of Health Services Ashanti Region
Consultant, KNCV Tuberculosis Fund
TB CARE I Project Country Manager, MSH
Program Officer Reproductive and Child Health
Regional Director of Health Services Western Region
District Director of Health Services Central Region
10
9
10
11
12
13
14
15
16
17
18
19
Dr. Paul Ntodi

Ms. Mabel Segbafah
Dr. Beatrice Heymann
Mr. Isaac Akumah
Mr. Francis Victor Ekey
Dr. Cynthia Bannerman
Dr. Felix Afutu
Ms. Hilda Smith
Mr. Prince Asante
Mrs. Esi Amanful
Mr. Daniel Darko
20
21
22
23
Mr. Daniel Osei

Dr. Edward Antwi
Dr. John Eleezar
Dr. Alex Nazzar
Dr. Constance BartPlange
Dr. Daniel Asare
Mr. Daniel Degbotse
Mr. Ransford Akorli
Dr. Kyei-Farried
Mrs. Ramatu Ude
Umanta
Mr. Bernard Asamany
24
25
26
27
28
29
30
Regional Hospital Medical Director Western Region

Health Educator - GHS
M & E Specialist - GHS
Administrator, PPME
Ag. Deputy Director, Planning - HRDD
Ag. Director, Institutional Care Division
TB Control Program Officer
MSH TB Project Officer
Health Service Administrator
Nutritionist GHS/HQ
Head, Centre for Health Information Management
Ag. Director, Policy Planning Monitoring & Evaluation
Division - GHS
Deputy Director, Public Health Greater Accra Region
Deputy Director, Public Health Central Region
Public Health Specialist - GHS
Program Manager, National Malaria Control
Programme (NMCP)
Regional Hospital Medical Director Eastern Region
M & E Specialist - MOH
Deputy Chief Accountant - GHS
Deputy Director, Disease Control
Ag. Director, Finance Division - GHS
Ag. Deputy Director, Procurement and Logistics - GHS
Following this meeting further corrections were made into the documents and
another team was put together to work on finalizing the document. This meeting took
place from 12th- 14th December 2011 at the ERATA Hotel in Accra. Present at this
meeting were:
Table 2: Participants at Document Finalization Meeting
No
1
2
3
4
5
6
7
8
9
Names
Dr. Anthony Ofosu
Dr Kyei Faried
Dr Patrick Aboagye
Mr Isaac Akumah
Ms Eunice Sackey
Mr Ekow Biney
Dr Alex Nazzer
Mr. Daniel Darko
Dr. Rhehab Chimzizi
Designation
Ag. Deputy Director, IME/PPME
Deputy Director Disease Control
Deputy Director Reproductive and Child Health
Health Services Administrator- PPMED
Program Officer Reproductive and Child Health
Institutional Care Division
Public Health Specialist - PPMED
Head, Centre for Health Information Management
TB CARE I Project Country Manager, MSH
11
2. SITUATIONAL ANALYSIS
Monitoring and Evaluation within the GHS depends largely upon monthly routine
service data generated from all districts and sub-districts. In Ghana, almost all the
yearly health sector reviews and the aide memoires have called for an improvement
in the existing health information system for better decision-making and supporting
the health system to deliver on key interventions and to achieve set objectives within
the PoW and the MDGs.
Apart from these routine data, the health sector also collaborates with stakeholders
such as the Ghana Statistical Service (GSS) and research institutions to undertake
periodic health surveys and sentinel studies including the Demographic and
Household Survey (DHS) and the Multi-indicator Cluster Survey (MICS). Such
surveys provide the health sector with additional information for monitoring and
evaluation that contributes to policy-making and re-strategizing.
The Health Sector, in an attempt to improve access to an integrated service data
developed and successfully deployed the DHIMS software in 2008 within the health
sector. This was to help district, regional and national managers to improve on the
collation and analyses of routine service data.
Service registers are provided at service delivery points in all health facilities to
accumulate client demographic and healthcare information. This information
constitutes the primary data sources for monitoring and evaluation within the service.
Standard forms are used to manually summarize data from these service registers
monthly for transmission to the District level. At the District level, the DHIMS is used
to collate and analyze the data and it also provides the platform for sending this data
to the Regional level.
2.1 SWOT Analysis of the GHS Monitoring and Evaluation System
2.1.1.
Strengths
Planning of the M&E process
M&E plans included in majority of service delivery activities and POW
M&E being done for service delivery at all levels
Implementation of M&E plans and activities
Data collation and analysis usually takes place at all levels
Reduced vertical data reporting system and multiple databases
Standardized data entry forms available
Specialized programmes have designated budget for M&E
12
DHIMS is used at all levels in the health sector.
Evaluation of POW and Sector Performance via M&E activities

National Division PPME tasked with coordinating M&E in the health sector
Bi-Annual Health Summit of stakeholders that evaluates health sector
performance
An annual Independent Review of sector performance
Outcomes of performance reviews jointly addressed
Joint monitoring visits among MOH and its agencies institutionalized.
Dissemination of Information
Results of M&E activities at all levels collated and published periodically.
Periodic Performance Reviews and data validation meetings organized at all
levels in the health sector
Reports of Independent reviews widely disseminated.
2.1.2.
Weaknesses
Workforce gap
Inadequate understanding of M&E procedures and processes
Inadequate M&E skills and capacity to conduct M&E activities.
Resource Management gap

Occasional stock-outs of data collection tools
Data collection tools not regularly updated.
Inadequate linkage between input, output and outcomes within
sector/programme budget
Inadequate guidance and processes for setting targets.
Weak process indicators
Inadequate tracking of resources
No Standard Operating Procedures documented for data management
Inadequate documentation on existing M&E processes
The incomplete use of the DHIMS software by districts to collate and report on
routine service data
Very low coverage of private facilities service data
Leadership and Governance gap
M&E is not given the needed attention at all levels.
13
Inadequate monitoring of M&E plans at all levels

Very little commitment to M&E processes
Weak process monitoring.
M&E not included in planning at all levels
Lack of a platform to link service parameters to governance parameters
Lack of two-way accountability at all levels
No sector goals for M&E system
Weak feedback mechanisms and use of data to revise planning and
implementation activities
2.1.3.
Opportunities
Health Training Institutions available to deepen understanding on M & E
Global interest for results tracking and data management.
Increasing availability of ICT solutions.
2.1.4.
Threats
Political influence and governments priorities

Global economic instability
Donor driven parallel M&E systems
To address these gaps strategies will be developed to address issues relating to

Health Workforce, resource management and Leadership and governance.
14
3. PROGRAM DESCRIPTION AND FRAMEWORK
1.1
HO1: Bridging equity gaps in access to health care and nutrition services, and ensure sustainable
financing arrangements that protect the poor
Strategies
Priority action
Activity
Division
Output Indicator
Responsible
1.1.1
Strengthen district
Improve coverage Review of the
PPMEDhealth system with a
of PHC services CHPS strategy
GHS
particular emphasis on
at sub-district
primary health care
level through
community health
systems
New functional
CHPS zones
operationalised
District
Health
Management
Teams /
Regional
Health
Management
Teams
Provide
District
accommodation, Health
transportation and Management
service delivery
Teams /
kits
Regional
Health
Management
Teams
1.1.2 Leadership
capacity
development of
district and subdistrict teams
Train sub-district HRD-GHS

teams to support
approved service
providers in the
sub-district
15
Number of new
functional zones
Outcome
Indictor
Impact
Indicator
Percentage of
OPD cases
seen and
Cases of
treated by
vaccine
CHOs.
preventable
diseases
seen.
Outpatients
visits per capita
Number of functional
CHPS zones with
Service delivery kits
available.
Number of sub-district
teams trained under
LDP
Maternal
Mortality
ratio
Proportion of
Strengthen
DHMTs and
develop the
District Health
Departments to
operate in
accordance with
LI 1961
1.2
Develop sustainable
1.2.1 Develop
financing strategies that
comprehensive
protect the poor and
health financing
vulnerable
framework
HRD-GHS
Number of DHMTs
trained under LDP
funds obtained
from nontraditional(GO
G) sources
Develop a
Office of DG Team in place;
national health
Documents for
Percentage of
financing strategy
financing strategy
OPD visits by
prepared.
insured clients.
Update and
GHS-DG
Team in place;
institutionalize
Number of fieldwork
National Health
and analysis on NHA
Accounts
undertaken by team
Percentage of
Provide
GHS- DG
Number of people
indigents
leadership and
captured under
registered
support for the
revised definition of
under the NHIA
review and
poor and indigent
passage of the
NHIS bill,
including definition
of the "indigent"
16
HO1: Bridging equity gaps in access to health care and nutrition services, and ensure sustainable
financing arrangements that protect the poor
Strategies
1.3
Priority action
Increase
1.3.1 Revise and
availability and
implement the
efficiency of
Human Resource
human
Strategy
resources
Activity
Develop a new
HR strategy
Division
Responsible
HRD-GHS
Output
Indicators
New strategy
document
available
Outcome
Indicators
Nurse per
capita ratio.
Impact
Indicators
Doctor per
capita ratio
Review
HRD-GHS
establishments,
staffing norms
and develop and
implement
deployment plan
Agree and
HRD-GHS
implement
incentive
package to
public health
sector workers in
under-served
areas
HO2: Strengthen governance and improve the efficiency and effectiveness of the health
17
Medical
Assistant per
capita ratio
Midwife per
capita ratio
Number of staff
in deprived
areas benefitting
from Incentive
package agreed
upon.
Number of
resident
community
nurses(CHO)
Proportion of
doctors
Infant
working in
mortality rate
deprived areas.
Under five
mortality rate
Maternal
mortality
ratio
Strategies
2.1
system
Priority action
Develop
2.1.1 Leadership and
capacity to
management
enhance the
development at all
performance of
levels
the national
health system
2.1.2 Performance
contracting
Activity
Division
Responsible
Output
Indicators
Outcome
Indicators
Design and
HRD -GHS
implement inservice training
programme in
leadership and
management for
all managers in
the health sector
Number of
senior
managers
(National,
Regional and
District) trained
in Leadership
and
management
Number of
functional
management
teams in place
Review and
DG-GHS
refine the system
for performance
contracting within
the sector.
New
performance
contract form
finalized
Training on new
performance
contract forms
Performance
contract too be
signed between
managers and
staff
2.1.3 Enforce adherence

to sound public
financial
management
practices
Percentage of
managers who
assess the
performance of
their staff using
Proportion of
the contract at
senior members midyear.
in the service
who have
signed
performance
contracts by first
quarter.
Review and
Finance/Internal Completed plan.
implement public Audit
financial
Functional audit
management
response team
strengthening
in place
plan
18
Number of
financial issues
from GHS
brought before
the Public
Impact
Indicators
Build Capacity
for resource
tracking
Accounts
Number of staff Committee
trained in
resource
tracking
Percentage
Distribution of
funds by levels
within the
health sector.
Percentage of
funds used for
intended
activities,
19
HO2: Strengthen governance and improve the efficiency and effectiveness of the
health system
Strategies
Priority action
Activity
Division
Responsible
2.3
Strengthen
2.3.1 Improve partnership Implement the
GHS-DG
inter-sectoral
for health by
private sector
collaboration
engaging the private policy
and publicsector.
private
partnerships
Establish advisory PPMED-GHS
committee on
PPP
GHS to be part of District Health
the development Management
Promote interof District
Teams.
sectoral coordination Assemblies
composite
planning
Output
Outcome
Indicators
Indicators
Number of
PPP meetings
held
Number of
private public
partnerships
(MOUs)
established
Advisory
committee in within the
service.
place
Number of
meetings held
with DA.
Percentage of
Priority health
projects jointly
Number of
implemented.
social
services subcommittee
meetings
attended by
DDHS.
District plans
with priority
Health
component
included
FHD
Strengthen
20
Number of
Nutritional
meetings held status
with the
indicators(
Impact
Indicators
Infant mortality
rate
Maternal
mortality ratio
Collaboration on
school health
education
activities at all
levels(healthy
lifestyles)
Collaborate with GHS- ICD/FHD
National
Health Promotion
Commission for
unit
Civic Education to
engage in mass
public education
campaigns to
promote healthy
lifestyles in the
population
-Material
production
-Advocacy for use
of materials
-Support
campaigns
HO2: Strengthen governance and improve the efficiency and effectiveness of the
health system
Strategies
Priority action
Activity
Division
Responsible
2.4
2.4.1 Develop a
Prepare and
PPME-GHS
Strengthen
monitoring and
implement a
systems that
evaluation plan
national M& E
use evidence
framework for the
for policy
Ghana Health
formulation
Service.
21
SHEP
coordinators
Number of
joint visits
undertaken
Number and
types of
health
education
materials
produced for
NCCE.
Number of
advocacy and
training
sessions held
between GHS
and NCCE.
Wasting,
stunting,
underweight
and obesity)
Public
awareness
indicators.
Behaviour
change
indicators
Number of
Joint mass
campaigns
undertaken
Output
Indicators
GHS M&E
plan
developed.
Number of
ME Reports
Outcome
Indicators
Impact
Indicators
Improved
performance
using the
relevant
indicators
-quality
Infant mortality
rate
Under- five
mortality rate
-coverage
Number of
-Case fatality
ME Feedback -evidence
based
decisions
Establish district
league table and
reward system
Regional Health
Management
Teams
2.4.2 Implement and

Allocate dedicated DG
coordinate a national recurrent budget
research agenda
to health research
Number of
Regions with
District league
table and
reward
system in
place
Workload
indicators(
Number of
children
immunized/eac
h community
health nurse)
Percentage of .
Item 3
GOG/SBS in Number of
research
ring-fenced
publications.
budget
allocated to
research.
Proportion of
research
agenda
budget that
funds are
provided for.
22
Dropout
rates(Immuniza
tion drop-out
rate
Cure rate/case
detection rate
Proportion of
research
recommendatio
ns carried to
policy
Maternal
Mortality ratio
Strengthen health
information
management
Disseminate the
national health
research agenda
HRU
Conduct
operational
research /clinical
trials.
HRU
Implement the
DHIMS II
PPME
Number of
approved
research
grants.
Number of
Research
agenda
dissemination
fora.
Proportion of
research
proposals
submitted to
the Ethics
review board
that is aligned
with the
national
research
agenda.
Number of
Number of
reports
policy
decisions taken
available
based on
research
findings
Number of
Percentage of
districts/
districts using
Headquarters DHIMS II.
divisions
trained in the Percentage of
use of
Divisions,
Programmes
DHIMSII
and
departments
sourcing data
from DHIMSII
Morbidity and
mortality
indicators.
23
Percentage of
districts with
evidence of
analysis and
giving
feedback to
reporting level
HO3: Improve access to quality maternal, neonatal, child and

adolescent services
Strategies
Priority actions
Activities
3.1
Reduce the
major causes
contributing to
maternal and
neonatal
deaths
3.1.1 Implement the MDG Increase access

Acceleration
to modern FP
Framework Country services
Action Plan for
improved maternal
and newborn care
Increase
coverage of
skilled delivery
Division
Responsible
FHD
Output
Indicators
Number of
facilities
offering FP
services
Couple year
protection
FHD
Institutional
Number of
Percentage of Maternal
midwives per ANC
mortality ratio
expected
Registrants
deliveries.
Percentage of
Average
ANC clients
number of
making 4+visits
ANC visits per
registrants
Proportion of
registrants
Total
receiving IPT1,
IPT 2and IPT3
Deliveries.
Total
stillbirths
Total Live
Births
24
Outcome
Impact
Indicators
Indicators
Modern
Contraceptive
prevalence rate
Tetanus toxoid
coverage rate
Proportion of
stillbirths to
total deliveries
Proportion of
deliveries by
skilled
attendants.
Finalize and
FHD
implement
recommendations
of the report on
EmONC
assessment
Strengthen
FHD
implementation of
Life Saving Skills
at district and subdistrict level and
build Regional
Resource Teams
25
National and
Regional
EmONC
Reports
Proportion of
institutional
maternal
deaths audited.
Percentage of
Health Centres
providing
BEmONC
Percentage of
District
Institutional
Hospitals
maternal
providing
mortality ratio
CEmONC
Percentage of Total number
district and
of vacuum
sub-district
deliveries
staff trained in performed
LSS;
Total number
Proportion of of manual
Regions with removals of
resource
placenta done.
teams
HO 3: Improve access to quality maternal, neonatal, child and

adolescent services
Strategies
Priority actions
Activities
3.1 (cont)
Reduce the major

causes contributing to
maternal and
neonatal deaths
Implement the MDG

Acceleration
Framework Country
Action Plan for
improved maternal
and newborn care
Evaluate the
implementation of
the free maternal
delivery
Division
Responsible
FHD
Raise awareness GHS

on socio-cultural
barriers to access
to maternal and
newborn care
Improve access to ICD
safe blood for
expectant
mothers and
newborns
3.2
Reduce the
major causes
contributing to
child morbidity
and deaths
3.2.1 Implement the Child Increase the

Health Policy and
uptake of EPI
Strategy
services
26
PHD
Output
Outcome
Indicators
Indicators
Free maternal
delivery
evaluation
report
available and
disseminated
Improved
awareness
Impact
Indicators
Number of
New blood
storage
facilities
provided in
health
facilities
Institutional
Maternal
Mortality Ratio.
Proportion of
requested
blood for
pregnant
women that
are made
available
Total
transfusion
volume
Number of
Measles
EPI outreach coverage for
Institutional
points
under one year Infant mortality
rate
Percentage of
children
immunized by
age one for
Penta 3.
Percentage of
children
immunized by
age one for
Polio 3
Percentage of
children
immunized by
age one for
BCG
Train health
FHD
workers in IMNCI
the use of ORS
and Zinc to
manage diarrhoea
Number of
Health
workers
trained in
IMNCI.
Proportion of
facilities with
functional ORT
corners.
Diarrhoea case
fatality rate
Train relevant
FHD
Community
Health Workers
(CHWs) on
integrated
Community Case
Management of
Diarrhoea/Pneum
onia/Malaria
27
Number of
CHW Trained
and
implementing
CCM
Percentage of
districts
Number of
implementing
districts
community
trained in
case
Community
management
Case
for childhood
Management killers
for major
childhood
killers
Infant mortality
rate(DHS)
Scale up school
health
programmes
FHD
3.3
Improve
adolescent
health
3.3.1 Implement
adolescent health
policy and strategy
Implement priority FHD- Adolescent

activities under
Health
adolescent health
strategy
3.4
Improve
nutritional
status of
women and
children
3.4.1 Develop and

implement National
Nutrition Policy and
Strategy
Develop National FHD- Nutrition

Nutritional policy
and strategy
Scale-up essential FHD-Nutrition

nutrition actions
for women and
children
28
Number of
Schools
inspected
Number of
children
referred.
Child mortality
rate
Nutritional
status of
children
Number of
Percentage of
Priority
pregnant
activities
women
implemented attending
antenatal who
are
adolescents
Documents
Proportion of
finalized and districts with
disseminated nutrition priority
interventions
reflecting in
their action
plans
Essential
nutrition
actions scaled
up to cover 3
regions
Percentage of
under five who
are under
Malnutrition
weight
rates(DHS)
presenting at
facility and
outreach.
HO 4: Intensify prevention and control of communicable and non-communicable diseases and promote
healthy lifestyles
Strategies
Priority Action
Activity
Division
Output
Responsible
Indicator
4.1
Improve upon 4.1.1 Prevention and
Perform routine
PHD-EPI
Number of
prevention,
control of
immunization as well as
routine EPI
detection and
communicable
Implement
outreach
case
diseases
supplementary
points
management of
immunization activities.
communicable
diseases.
Number of
Provide immunization for
new
selected epidemic prone
vaccines
diseases.
introduced
Outcome
Impact Indicator
Indicator
Non-AFP Polio
rate.
Vaccine
preventable
Immunization morbidities and
coverage
mortalities
Percentage
Fully
immunized
Drop-out rate
Left out rate
Vaccine
wastage rate
AEFI
4.1.2 Prevention, detection Implement national

PHD-NACP
and management of strategic plans to reduce
HIV/AIDS, TB and
new HIV infections
Malaria
Number of
people
tested and
counseled
for HIV.
Number/Per
centage
tested HIV
positive
.Number
/Percentage of
cases alive and
on ART.
Number
/Proportion of
children born to
HIV positive
mothers put on
Number/Per ART who are
centage of negative after
eligible HIV 18months,
clients on
ARV
29
Percentage of
young women
and men aged
15-24 who are
HIV infected.
Survival rate of
cases put on
ART.
ART Resistance
level
Implement national
PHD -NTP
strategic plans to
increase TB case
notification and treatment
success rate
Number of
HIV positive
pregnant
women put
on ART.
Number
of new
and
relapse
cases.
Number/
Percenta
ge of new
and
previousl
y treated
TB
patients
confirmed
MDR-TB.
Expand coverage of
ITN/Ms
PHD-NMCP
-TB case
notification
rate
TB treatment
success rate
Case Fatality
rate for
Tuberculosis
Number/
Percenta
ge of total
TB cases
who are
health
workers
Number of Percentage
ITN hanged children under
five years who
sleep under
ITNs.
Percentage of
pregnant
30
Incidence and
mortality
rate(WHO
Annual report)
women who
sleep under
ITNs
Number/Perce
ntage of
Households
with hanged
nets
Implement national
PHD-NMCP
strategic plans to reduce
malaria case fatality
among pregnant women
and children
4.1.3 Prevention, detection Maintain status and

and management of validate eradication of
diseases of epidemic guinea worm and polio
potential and those
targeted for
eradication
PHD-NMCP
Increase activities for the PHD-NTDs

control of onchocerciasis,
lymphatic
filariasis,schistosomiasis,
Buruli and elimination of
yaws and leprosy
31
Number of Percentage of
prescribers patients treated
trained in
with ACT
the new
malaria
treatment
protocols
Number of
cases of
guinea
worm
reported.)
Non-Polio AFP
rate.
Number of
cases of
wild polio
confirmed.
Percentage of
guinea worm
cases
contained
Number of
reported
cases of
NTD.
Prevalence
rate of the
NTDs
Coverage of
mass
treatment
Maternal
mortality ratio
Under five
mortality rate
Early detection and rapid PHDresponse to epidemic

DCD/DS
prone diseases
4.2
Improve
4.2.1 Implement
FHD-Health
prevention,
Regenerative Health Establish network of
Promotion
detection and
and Nutrition
stakeholders and train
Unit
management of
Programme
them to implement RHNP
non
communicable
diseases
Promote healthy lifestyle

awareness among the
general population
4.2.2 Scale up detection

and management of
non-communicable
diseases
Establish National NCD

Steering committee and
define its terms of
reference.
PHD-NCD
for Oncho,
shisto, LF
and soil
helminthes.
Fly
infectivity
rate for
Number of Case fatality
epidemic
rate of
prone
diseases
diseases
confirmed.
Number of
stakeholder
s trained
and able to
carry out
their roles in
the national
strategy.
Number and
types of
Measure of
RHNP
awareness
programme
s held
Committee
established
and active
Minutes
,reports
and
guidelines
32
Number of
stakeholders
with defined
workplace
arrangements
for promoting
RHNP.
Practice of
Healthy
lifestyle(DHS)
Expand screening
PHD-NCD
programmes for selected ICD
non-communicable
diseases: hypertension,
diabetes, sickle cell and
selected cancers.
Number of
persons
screened
and treated
for selected
NCDs
Proportion of
Institutional
deaths
Attributable to
NCDs
Increase effective clinical ICD

management of NCDs
Number of
facilities
with
Essential
equipment
Percentage of
OPD cases
Prevalence of
that is due to NCDs
NCDs
Case fatality
Number of rate
hospital
For NCDs
teams
trained to
manage
noncommunica
ble
diseases.
Number of
facilities that
have
institutionali
zed
collecting of
data on risk
determinant
for NCDs
from OPD
clients(eg
BP, BMI)
33
HO5 Improve institutional care, including mental health service delivery

Strategies
Priority actions
Activities
5.1
Increase
access to
Mental Health
Services
5.1.1 Ensure the passage Advocate for the

and
passage of the Mental
operationalization of Health Bill
the Mental Health
Act
Division
Output
Responsible
Indicator
ICD-Mental Mental
Health
Health Act
available
and
operational
Outcome Impact Indicator

Indicator
Decentralized
mental health
services.
Number of
treatment
centers for
mental Health.
Availability of
resourcehuman
financial and
medication
Number of
human rightsabuses(
chaining and
mechanical
restraints )
reported
Develop community
mental health strategy
ICD-Mental
Health
5.1.2 Establish mental

Establish community and ICD/Mental
health services in all facility-based mental
Health
health facilities
health services
34
Community
mental
health
strategy
developed
Proportion
of District
Hospitals
with mental Registered
health units
cases.
Number of
community
KABP(General
mental
health
public and
nursed
clients)
deployed in
the
communitie
s
Disseminate and train
ICD- Mental
health care providers on Health
the guidelines and
protocols for mental
health services
Increase public
ICD-Mental
awareness and mobilize Health
communities in support
of mental health patients
Intensify research,
surveillance, monitoring
and evaluation of
psychiatric conditions
- Establish Benchmarks
for monitoring mental
health service
ICD-Mental
Health
Number of
mental
health
providers
trained on
guidelines
and
protocols for
mental
health
services
Number of
community
volunteers
working in
mental
health
Number of
health
research on
mental
health
conducted.
Early
Detection
rate.
35
.
Knowledge
score
KABP(General
public and
clients)
5.2
Enforce
5.2.1 Ensure availability
standards,
and use of standards
guidelines and
and protocols
protocols to
improve the
quality of
institutional
care
Review and develop

ICD
standard protocols and
guidelines for institutional
care including referrals
Number of
health
institutions
with
Standard
protocols
and
guidelines
for
institutional
care.
Proportion
of
guidelines
with
checklist
and job aids
Ensure the
availability of
equipment and
infrastructure
Develop and implement

medical equipment
replacement plan
HO5 Improve institutional care, including mental health service delivery

Strategies
Priority actions
Activities
36
HASS
Division
Responsible
Client
satisfaction
Provider
satisfaction.
Treatment
outcome
measures e.g.
Disability
prevention,
Case fatality
rate.
Equipment Availability
replacement measure
plan in
place and
implemente
d
Output
Indicator
Outcome Impact Indicator

Indicator
5.3
Strengthen the 5.3.1 Develop and

system
strengthen
capacity for
framework for
emergency
emergency response
response
5.3.2 Strengthen capacity

of Accident &
Emergency
departments of
health facilities
Develop and disseminate ICD

national strategies and
guidelines for response
to accidents and medical
emergencies
Number of
facilities
with
emergency
response
set up
Promote local initiatives

to further expand
emergency transport for
pregnant women,
children and others
Number of Case fatality

districts with rate
Local
initiatives
for
emergency
transport in
place
around the
country
ICD/FHD
Train emergency medical ICD

teams for district,
regional and tertiary
hospitals
37
Number of
Regional
Hospitals
with trained
Emergency
medical
teams.
Proportion of
facilities
meeting the
minimum
acceptable
standards
Maternal
mortality
ratio(Institutional)
38
4. INSTITUTIONAL ARRANGEMENT
4.1. MANDATE OF THE GHANA HEALTH SERVICE
The mandate of the GHS is to implement services, monitor and evaluate those services, and
report to the MoH. The PPME division of GHS provides the leadership role through the
coordination of all monitoring and evaluative activities in the Service. The main focus of the
PPMED is to monitor the implementation of key policies and allocate resources to other divisions
within the GHS.
GHS has also been given the mandate to collect health service data from private, mission, and
quasi-government facilities. To facilitate this, an elaborate system for gathering service data and
other information is operational within the Service. GHS also uses the DHIMS as its central
software for collecting data from the districts. There are however, other parallel data collection
systems, largely driven by the Global initiatives.
Data is gathered from the community, sub-district, district, regional, and national levels through
the DHIMS. The DHIMS is a Microsoft Access based software used at the District, Regional and
National levels to collate, transmit and analyze health data. Each health facility and administrative
unit gathers such information as required and transmits the information to the succeeding level of
the health delivery system. The DHIMs collects data and information on both program and
service utilization transmitted through the various levels to the Center for Health Information
Management (CHIM). The data collected from these levels provide the basis for monitoring
performance in the Service. This also feeds into the sector wide performance review process
which is organized annually. Web-based software for data collection, analysis and reporting
DHIMS2 has been developed and deployed.
39
MONITORING AND EVALUATION FRAMEWORK OF GHANA HEALTH SERVICE

LOGICAL FRAMEWORK
Verifiable
Means of verification
Assumptions
GDHS
An assumption is made that
indicators
HEALTH
To
SECTOR
access
GOAL
improve Maternal
to Mortality ratio
quality health
care
improvement in access to
MICS
quality health care will reduce
Under-five
mortality
mortality rate
Neonatal
mortality rate.
Life expectancy
PURPOSE1
Bridge equity Number of CHPS Routine

gaps in access zones
Service Provision of close to clients
made reports
service delivery using CHPS
to health care functional
will address the geographical
and
accessibility as well bridge
ensure Percentage of
OPD cases seen
sustainable
financing
equity gaps in access
and treated by
CHOs.
arrangements
that
protect Outpatients visits
the poor
PURPOSE2
Strengthen
governance
and improve
per capita
Number of
senior managers
(National,
Regional and
District) trained
in Leadership
and
Training reports
The training being given to

Annual BMC reports
managers will provide them

with the skills to manage the
40
the efficiency management
service better at whatever
and
level they might be.
effectiveness
of the health
Number of
functional
management
teams in place
system
PURPOSE 3
Institutional
Maternal
Mortality Ratio.
Improve
access
to
maternal,
reports
Measles
vaccination
coverage.
neonatal,
child
and
adolescent
health
Institutional
Infant mortality
rate
DHS
and
Infant mortality
Rate
nutrition
services
Percentage of
children under
five years who
are stunted
HIV
Intensify
prevention
and control of
communicable
and
Service
Skilled delivery
coverage
quality
PURPOSE 4
Routine
Percentage of
young women
and men aged
15-24 who are
HIV infected.
non-
communicable
diseases and
promote
healthy
Malaria under
five case fatality
rate
Surveillance Reports
Routine
reports
Special Survey
TB case
notification rate
lifestyles
Intensify
prevention
Sentinel
Prevalence of
NCDs
and control of
41
service
communicable
and
non-
communicable
diseases and
promote
healthy
lifestyles
PURPOSE 5
Improve
institutional
care, including
mental health
service
delivery
Number of
treatment
centers for
mental Health.
Number of
district Hospitals
with mental
health units
BMC reports
BMC reports
Routine
reports
Bed occupancy
rare
Average length
of stay
Bed turn over
rate
42
service
Fig 1.Levels of Monitoring in Ghana Health Service
4.2. M&E MANDATE AND FUNCTIONS OF DIVISIONS

Monitoring and Evaluation within the Divisions and Programs, is designed to provide managers
and stakeholders with the information necessary to guide the implementation of their action plans.
It is therefore mandatory for all Districts, Regions, Programs and Divisions to include monitoring
and evaluation activities in their respective action plans.
The Divisions within the Ghana Health Service are:
Policy Planning Monitoring and Evaluation (PPMED)

Public Health (PHD)
Institutional Care (ICD)
Family Health (FHD)
Finance (FD)
Internal Audit (IA)
Health Administration and Support Services (HASS)
Stores and Supplies Drugs Management (SSDM)
Human Resource Division (HRD)

Health, Research and Development (HRDD)
Office of the Director General
43
44
Table 3: MONITORING AND EVALUATION CALENDAR

Time Frame
Actors
De
c
No
v
4th Quarter
Se
p
Jul
Jun
Ma
y
Mar
Feb
Jan
rd
3 Quarter
Oct
nd
2 Quarter
Au
g
st
1 Quarter
Apr
Activities
Sub-district data
validation meetings
Sub-district Teams
District data
validation meetings
DHMT
Regional data
validation meetings
RHMT
Supervision and
Monitoring visits
DHMT,RHMT and
IME-PPMED
District
performance
reviews
Sub-District
Teams
,DHMT and RHMT
Regional
Annual
and
Half
year
performance
reviews
DHMT, RHMT ,GHS

Headquarters, MOH
and DPs
National GHS
Head-quarters
Annual and Half
year Performance
reviews
Divisions in GHS
Senior Managers
Meetings
GHS Headquarters,
RHMTs,
45
Technical Review
meetings(TB, HIV,
Malaria, RCH)
Specialized programs
Programme
Managers, RHD, GHS
Headquarters
Joint
Visit
MOH, Agencies
MOH, DPs
of
Health Summit
MOH, Agencies
MOH, DPs
of
IME working Group

Meeting
MOH, Agencies
MOH, DPs
of
Monitoring
IALC meetings
ICC meetings(EPI,
FP)
46
7. M&E ACTIVITIES
7.1. Roles and Responsibilities within GHS
The Divisions within the Ghana Health Service in implementing their mandate contribute
to monitoring and evaluation process
Table 4: Roles and Responsibilities of Divisions
Category
of Division
Type of information
service provision
1. Clinical
ICD
Outpatient attendance
Care
Outpatient morbidity
Inpatient admissions
Inpatient deaths
Death Audits
Inpatient morbidity
Inpatient mortality
Differential use of services by
patient categories
Monthly
Monthly
Monthly
Monthly
Monthly
Monthly
Monthly
Monthly
Statement of In-Patient
Admissions, Discharges and
Deaths
Monthly
Bed Occupancy Rates

Surgical Operation Returns
Total number of beds
Bed Turnover Rate

Average length of stay
Infection rate for caesarian
sections.
Laboratory Reports
Imaging Reports
Monthly
Monthly
Monthly
Monthly
Monthly
FHD
Frequency
Monthly
Monthly
Monthly
Monthly
Then
Quarterly; Half
year/Annual
Technical Support visits

Quarterly
Supervised delivery rate
Monthly;
Caesarian section rate
Monthly
Institutional Maternal mortality Monthly
rate
Midwifery Returns
Monthly
Stillbirths
Proportion of maternal deaths Monthly
audited
Institutional Infant Mortality rate
47
Institutional
under
five Monthly
mortality rate.
Monthly
Underweight
Stunting
PMTCT
Exclusive
breastfeeding
coverage
Assessment of facilities for
BFHI activities
Then Quarterly;
Half year/Annual
Public Health
PHD
PHD
FHD
Immunization (specifically
Measles and Penta-3 coverage)
Trend of other communicable
and non communicable
diseases.
Disease surveillance indicators
(Timeliness, completeness,
accuracy)
Monthly;
Monthly
Monthly
Then
Quarterly;
Half
yearly/Annually
Trend on Diseases earmarked
Weekly
for
eradication
and
or
Quarterly
elimination.
Technical Support visits
Antenatal coverage
Monthly,
Postnatal coverage
Monthly
IPT coverage
Monthly
Family planning coverage
Monthly
School Health coverage
Monthly
Nutritional Status of children
Monthly
Adolescent Health
Monthly
Then Quarterly;
Half yearly/Annual
Support services
Finance
Trend in government funding for

the health sector
Trend in donor support to the
health sector
Trend in overall generation of
internally generated funds
Trend in funding from the
National
Health
Insurance
Scheme
Financial data (revenue and
expenditure, Fund flow).
48
Quarterly/
Half Yearly/
Annually
HASS
Revenue and expenditure data

Funds for Monthly Capitations
for Primary care (NHIA)
Monthly
State of public health

facilities
State of Central &

Regional Medical Stores
Equipment and logistics

situation of the public health
facilities
Cost
equipment
Equipment
Maintenance in the public health
facilities
Planned preventive
maintenance activities
Status of projects under

implementation in the sector
Number of health
facilities by level and location,
including CHPS compounds and
ownership
SSDM
1.
of
Quarterly/
Half-yearly/
Annually
replacing
Estate management
Procurement;
Procurement Plan
Logistic Cycle:
Accuracy of Logistics Data for
Inventory Management (LMIS).
2. Percentage of facilities that

received their orders according
to schedule (Distribution).
3. Percentages of facilities that
completed and submitted LMIS
49
Quarterly
Half -Yearly
Annually
report (LMIS).
4. Percentage of facilities that
maintain acceptable storage
conditions (Warehousing)
5. Percentage availability of
Tracer medicines (Product
Availability)
6. Percentage availability of nonmedicine consumables
(Product Availability)
7. Mean Absolute Percentage
Error (MAPE) between
forecasted consumption and
Actual consumption
(Forecasting)
8. Average percentage difference
between consumption forecasts
and actual consumption
(Forecasting)
9. Percentage of stock wasted
due to expiration or damage
(Warehousing and Inventory
management).
10. Average Delivery Time
(Distribution)
11. Percentage Procurement spend
to total expenditure
(Procurement)
12. Average lead time for
Procurement Methods
(Procurement)
ICT
NCT
50
RFQ
13. Average lead time from Award

of Contract to delivery
(Procurement)
ICT
NCT
RFQ
14. Percentage of procurement

executed through
ICT
NCT
RFQ
15. Percentage of staff trained in

Logistics management (LMIS)
16. Percentage of Procurement
and Supply Officers at post.
executed with PPA approval.
executed without PPA
approval.
Human Resource
Human resource for service delivery

category(
Recruitments,
Wastage
Retirement; Death, Vacation of Post)
In-Service Trainings
by Quarterly;
Half yearly/ Annually
Monthly, Quarterly;
Half-yearly; Annually
51
7.2. SUPPORT FOR M&E PROCESS FOR DIVISIONS AND PROGRAMS

The Centre for Health Information Management (CHIM) should provide the needed data
set for the divisions and programs on monthly basis to assist the monitoring and
evaluation process of the divisions and programs.
7.3. STAKEHOLDER ANALYSIS
There are several stakeholders collaborating with the GHS providing financial and
technical support to the process of policy formulation, planning, and monitoring and
evaluating performance.
There is a second group of stakeholders who consume
healthcare services and/or information for the improvement of personal and/or their
communitys health and then provide valuable feedback to the service.
Table 7.2 highlights key stake holders in the health sector indicating the roles they play.
TABLE 5.
STAKE HOLDERS IN THE HEALTH SECTOR
Stakeholders
Roles and responsibilities
Local community
Demand accountability, assist in community

surveillance, community mobilization and other
infrastructure support, etc.
District Assembly
Policy formulation, development planning and

financial, infrastructure and equipment support
Ghana Health Service Council
Policy formulation and coordination. Provides

authorization and guidance for the Director
General of the Service
Regional Coordinating Council
Policy formulation, coordination of planning

and development, resource mobilization
Ministries, Departments and Agencies in Policy formulation

the health sector
collaboration
and
coordination
&
Parliament/ Select Committee on Health
Supports planning, monitoring and evaluation

of health programs, resource mobilization &
allocation, advocacy
Political Parties
Policy
formulation
and
Governments
performance,
lobbying
52
monitoring
advocacy,
Development Partners
Provides technical assistance, financial

support
Civil Societies
Advocacy for health, community and resource

mobilization community empowerment through
education, demand accountability
Academia
Support research, training, policy formulation

and technical assistance
Faith based organization
Support service delivery,
Private providers
Support service delivery
7.4. M&E CONDITIONS AND CAPACITIES

7.4.1.
CAPACITY FOR MONITORING AND EVALUATION
Traditionally, the GHS utilizes medium term plans (POW) drawn from the HSMTDP.
Annual POW is also developed to guide the activities of the Service for each year. GHS
has personnel at all levels involved in the M&E process. However, the workload
especially at sub-district, district and regional levels overwhelms staff strength and
capacities at these levels. The National level has an M&E unit within the PPMED but no
similar arrangement exists to support M&E activities at the Regional and District levels.
The M&E roles at these levels tend to form part of the shared responsibility of the District
and Regional Health Management Teams.
At the Regional level and within the Headquarters Divisions, staff have varying
competency in M&E. The Global Fund Programmes have a relatively more elaborate setup, which is well resourced for M&E.
Training and capacity development in data management and other computer
programmes, M&E and report writing skills for M&E officers is therefore very relevant in
all the Divisions. This would necessitate building capacity for M&E functions within the
Regional Health Management Team. Capacity should also be built within the District
Health Management Teams to carry out M&E activities.
53
Following on these, financial support will be required to resource the PPMED to

undertake regional monitoring and to equip the national, regional and all districts with
much needed ICT infrastructure, internet access and anti-virus software to facilitate the
full adoption of the DHIMS 2 software.
7.4.2.
TECHNICAL ASSISTANCE
GHS has completed the process of adopting the DHIMS 2 as the main software for data
collection and analysis; however some technical assistance is still required to address
post implementation challenges. There has been some contact with the University of
Oslo to this effect and as a result a memorandum of understanding has been signed to
facilitate the provision of Technical Assistance to continue the further improvement in
DHIMS2 after it has been rolled out.
GHS will also require some technical assistance to evaluate the HSMTDP implementation
at the end of 2013 to determine the scope of the Service activities and how these have
contributed to the overall reduction in morbidity and mortality in the Ghanaian population.
7.4.3.
STORAGE OF INFORMATION
The kind of service data and information generated and stored varies among the different
levels within the Service. The category of M&E information that is stored also depends on
the level of the management centre managing the data as well as the sub-level at which
the specific activity generating the data is being carried out. This in turn is dictated by the
information and data requirements at that particular level.
Although the data collection process is well developed within the GHS, there is a
challenge in using this data to adequately inform management decisions, especially at the
facility and district level. It is therefore imperative that the Service intensify its efforts in
creating the environment and platform to strengthen the use of data to make evidencebased decisions. Training on the use of data to generate information for evidence based
decision making should be prioritized.
The type and category of Service information stored at the National level is determined by
a set of sector-wide indicators. These sector-wide indicators also enable relevant
information gathered from all budget management centers (BMC) to be transmitted to the
district, regional, and national levels monthly. However, the mode of data transmission
varies with internet accessibility and availability at the various levels. Some of the data
are delivered via the internet and others by courier. This manual collection and
54
transmission of data by courier has adversely affected data completeness, quality, and
timeliness.
It is hoped that the current HSMTDP will adequately address these
challenges. The development and deployment of web-based software (DHIMS2) that
would replace the existing data collecting software will enable collection of real-time data
from the districts and improve timeliness.
7.4.4.
EQUIPMENT AND LOGISTICS
To gain from the efficiency of real-time data collection requires that computers be placed
within the consulting rooms of hospitals, and mobile devices like phones set-up within the
smaller health facilities and for other public health programmes. These systems will
require internet access for efficient data transmission. Currently there is dire need for
computers and accessories at all levels but more especially at the facilities and District
Health Directorates. For most districts there is a reliance largely on internet access via
USB modems available on various mobile phone networks, raising issues with
connectivity and reliability.
Following these, there is recognition of the need to support facilities and districts with
computers and reliable internet access. There will also be the need to support and
resource the ICT department to maintain the existing computers and accessories in the
Service. Additionally the GHS needs to make investments in infrastructure and personnel
to strengthen the capacity at its Center for Health Information Management (CHIM) to be
able to maintain and run the proposed web-based data collection, analysis and reporting
tool.
The M&E unit of the PPMED should be provided with dedicated funds and vehicles to
facilitate regular field and technical support visits to all management centers that will need
their services.
55
8. THE MONITORING AND EVALUATION PROCESS

8.1 COLLECTION, COLLATION AND ANALYSIS OF DATA
GHS should collect and collate routine data monthly from the districts. Send Reports
from CHPS zones, health centers and hospitals as well as private facilities to the districts
monthly using the prescribed reporting forms. Ghana Health Service has been given the
mandate by the Ministry of Health to collect health service data from all facilities in the
district, including Private and CHAG facilities. This can be sent as a hard copy or
electronic using the DHIMS2. District validation teams should validate the reports before it
is entered into the DHIMS2. The Districts should then enter the data into DHIMS2 to
make it available to the Regional level. Each unit at the district level should be
responsible for entering data from their service area. District Health Information Officers
will enter the data that do not have officers assigned. The Regional reports from their
respective districts will be available to the National Level through the DHIMS2.
To augment the routine data collected, the health sector will work with some of its
stakeholders to undertake joint periodic health surveys such as the Demographic and
Household Survey (DHS) and the Multi-indicator Cluster Survey (MICS). These surveys
will generate additional indicators for monitoring and evaluation.
8.2. REVIEW PROCESS IN THE GHANA HEALTH SERVICE

The annual review process should begin at the level of the Budget and Management
Centres. The process should involve an internal review of the BMC performance based
on their annual plans and specific activities and achievements. These should be reviewed
against the targets set over the review period. Review of performance should include
trend analyses of performance over a minimum period of three years. Five years trend
analysis will be preferred.
The first level of data collation and analysis should be completed at the District level. This
provides a synthesis of all reports from the sub-districts, district hospitals and District
Health Directorates, CHAG facilities, NGOs and private health facilities. These reports
must include the various activities undertaken in collaboration with the District Assemblies
and other decentralized agencies. The District Performance Review should involve all
stakeholders in health working at the district level. This forum affords each stakeholder
including the private health care providers the opportunity to present an account of their
56
performance and to highlight their key challenges for discussion. This review should
culminate in a final district report based on the guidelines provided by the PPMED which
should be submitted to the regional level.
The second level of collation and analysis should take place at the Regional level. This
must be preceded by the regional performance hearing sessions, involving all District
Health Directorates, district and regional hospitals, training institutions, CHAG facilities,
Regional Health Directorates and other stakeholders at the regional level. National teams
attending these reviews should include health information officers, policy-makers, clinical
and public health specialists, health and development partners These reviews should
culminate in a final regional report based on the guidelines provided by the PPMED. The
report should be sent to the National level PPMED
At the National level, the first Senior Managers Meeting (SMM 1) should be organized
within the first quarter of the succeeding year and focused to reviewing Regional and
National Performances through a series of regional and divisional presentations. This will
form the basis for preparing the GHS Annual Report. The National level Performance
Sessions should be attended by the GHS Council.
The GHS will make presentations on the performance of the year-under-review at the
MoH- Inter-agency review and at the Health Summit.
There will be an annual
independent performance review of the entire Health Sector by an independent team of
consultants. This independent review should also include a review of the performance of
the M&E System of the GHS.
8.3. USE OF DATA FOR DECISION-MAKING
Good data is essential in planning and ensures proper accountability and reporting.
Quality data forms the essence and foundation of decision-making process and it is
imperative for all decision-makers to make use of the relevant data at all levels. However,
data utilization in the Service is often hindered by weak organizational structures and a
myriad of challenges both inherent and external. This includes a lack of data utilization
mores among decision-makers, low motivation, inadequate trained staff, lack of technical
skills and technology, particularly, at the lower levels, and poorly-funded M&E activities.
.The Data Utilization Manual developed by the PPMED-GHS will be used to provide the
necessary skills for decision-makers to enable optimal data use at all levels.
57
8.4. PLAN FOR EVALUTAION

Evaluation is at the heart of the decision-making process and determines the value of an
intervention or programme, to inform its adoption, rejection or revision. Evaluation makes
use of assessment data in addition to many other data sources and measures how well
activities have met expected objectives. The evaluation process provides valuable
information for management and draws lessons for future actions.
At the end of the implementation of the HSMDP, the Ghana Health Service together with
other agencies of the Ministry of Health will be involved at all levels to evaluate the
performance of the sector.
The following steps can be used at all levels in the service to evaluate programme
implementation within the GHS
Identify and engage stakeholders
Involve partners to work on the Logic Model for the evaluation
Define the outcome objectives and impact objectives
Gather credible data/evidence
Organize and interpret results and draw conclusions
Prepare and disseminate reports
The reports received from all beneficiaries and districts should be prepared, analyzed and
a progress report produced and disseminated. The information generated will be used for
re-planning and advocacy and also shared with all beneficiaries, districts and other
partners.
58
9. QUALITY ASSURANCE
9.1. Ensuring Data Quality
Data veracity, put in a nutshell, its completeness, consistency, accuracy, integrity is
pivotal to effective planning, implementation and improvement of health services as well
as programme evaluation. Authentic data informs enhanced patient care, better use of
health insurance, more appropriate and better defined priorities of the service.
Poor data quality is common in the health sector. The trail of upward reporting to each
level is beset with an array of data quality issues that range from inadequate
documentation and storage, poor analysis and improper interpretation, poor presentation
and non dissemination in many cases. The lack of integrity of data generated from the
lower levels may well be in part the direct consequence of its low utilization in decisionmaking in the service. These have been identified by a number of health sector
assessments in Ghana1. It becomes tempting to blame the original source of data for any
and all errors that appear downstream. However, any efforts to improve data quality will
only be meaningful when these are part of an overarching quality culture that must
emanate from the apex of an organization.2
Currently, existing GHS data quality audit activities conducted have been collected into a
useful data repository and these have been used to develop tools and training modules to
ensure correct and consistent data at every level in the Service. These activities are
among the nascent scheme the GHS is effecting to build a rigorous data quality
assurance system within the Service.
9.2. Improving the quality of data collection

Enhancing data quality and integrity begins with standardizing the source documents
designed for data collection and then effectively integrating the myriad of disparate data
sources. This also requires the regular review of source documents by schedule and
providing training on how to use the data collection tools.
A regular schedule will be prepared to review and update the standardized data collection
tools. Subsequent training using the data collection tools will also be standardized with
1
Agana et al., 2009; Institutional Care Division (ICD), Rapid Assessment Report on Clinical Information,
2007; and Data Quality Audit for Malaria in Ghana by JSI 2009)
59
compulsory participation of all service providers and supervisors. These activities will be
further augmented by institutions through monthly data validation sessions at all service
delivery points before data reports are signed, stamped and forwarded by the officer
designated for the purpose.
Where data is submitted upwards and to succeeding levels in hard copy, a hard copy of
the original will be kept in the submitting institutions file. This will be well-labelled (dated,
stamped, named, batched) and stored in an orderly fashion for easy retrieval. Where the
data are transmitted electronically using external storage devices (pen/flash drive, CDRom, external hard drive) the copy of the original should be filed properly in clearly
identifiable folders with regular backup. Where data is transmitted by email, the original
email should not be deleted.
9.3. Standard Operating Procedures
GHS has developed a set of Standard Operating Procedures (SOPs) to guide data
management. These SOPs for improving data quality are a set of written instructions that
document the routine or repetitive activities to be followed by the various levels data
collection and aggregation in the GHS. It will detail regularly recurring work processes
that are to be conducted for data collection, data processing, use and transmission. The
SOP will also facilitate the way activities are performed to enhance compliance and
maintain consistency with technical and quality guidelines for quality data. Training will be
organized at all levels in the service in the use of the SOPs for data management.
9.4. Improving Timeliness, Completeness and Accuracy of Transmitted data
Data must be collected, collated, analyzed and delivered within an agreed period. To
ensure adherence to deadlines, a data collation and validation team should be
responsible for data management and submission at each level.
Timeline for data submission within the service is as shown in the Table below
TABLE 6: TIMELINES FOR DATASUBMISSION BY LEVEL
Reporting Level
Facilities/Sub districts to Districts
District to Regions
Receiving
Level
Frequency
District
monthly
Regions
monthly
60
Deadline
5th of the
following
month
15th of the
following
month
Regions to GHS Headquarters
GHS Headquarters to MOH
GHS
Headquarters monthly
MOH
Quarterly
25th of the
following
month
Two month
after the
quarter
Transmitted data must be complete. The reported data must include inputs from all
reporting units, all required fields must have valid data, and the document must be signed
stamped and dated by the officer responsible.
All data submitted must be consistent with what is on the original file at all times. The
deployment of the internet based DHIMS2 will contribute significantly to improving the
timeliness of reporting...
9.5. Data Quality Audit
GHS has initiated its process of periodic audit of reported data at point of data collection
or aggregation. The audit teams must be made up of personnel from a higher level (e.g.
national to regional; regional to district, district to facilities). These teams should make
scheduled visits to data aggregation levels or facilities and audit their reported data. This
exercise will provide the platform for a more robust and rigorous data management
system that would identify strengths and gaps in data.
This exercise will also include a data verification process to track published data to the
highest level while checking on all the dimensions of data quality (consistency, accuracy,
completeness and timeliness). The data verification process should include the
examination of all source documents to examine the various dimensions of data quality.
In addition the data quality audit process will be a capacity-building activity and will offer
technical assistance to develop action plans that will address the gaps identified in the
data management system. The provision of technical assistance to improve the
generation of quality data at the level of data collection has the added advantage to
enhance use of data in decision-making.
9.6. Feedback Processes

Immediate feedback should consist of a quick eyeballing looking at completeness (all
relevant fields completed, availability of signature, date and stamp), timeliness and
61
accuracy of the report and submit a quick report to the sender. This immediate feedback
to the sender offers the opportunity for quick updates for completeness and correction of
minor errors and it serves as a capacity building activity.
.
Written feedback should be based on more in-depth analysis of data from various
sources. This technique of feedback unearths data inconsistencies, enables analysis and
comparison of trends and performance with peers. The process should look at the
standards, the performance of the various districts and facilities and the gaps that are to
be filled.
A technical data quality team preparing the feedback reports is to pay attention to quality
issues including data completeness and correctness
Regular feedback on all reports submitted will be encouraged at performance review

meetings. These should give opportunity to carry out peer comparison, receive
explanations and opportunities for learning.
9.7. Documentation
Any feedback given, whether in relation to completeness, accuracy, timeliness or
consistency should be filed. In addition, any suggestions made to guide the resolution of
observed gaps in the report should be documented and filed.
Data already submitted should only be changed when there is enough documentation on
the reasons for change and the updates transmitted to all levels at the same time. This
documentation should be appropriately filed.
62
10. REPORTS
10.1. REPORTING MILESTONES
All Districts, regions and divisions are expected to provide quarterly updates on their
routine activities and any new initiatives planned for the year. The half-year and annual
reports will also be expected to be produced by all Divisions, Regions, Districts and
Hospitals.
10.2. PROGRAMMES/PROJECT MONITORING
Regions and Divisions implementing programs and/or projects are to provide quarterly
updates using the project/programs monitoring matrix. The required information includes
budget execution regarding the project or program, and the status of implementation.
10.3. FINANCIAL REPORTS

All BMCs in the GHS are to submit monthly and quarterly updates on their revenue and
expenditure depending on the type of financial data and the reporting level - as indicated
in the table below. Receipts from donors are reported as schedules in the consolidated
financial reports for the period under review.
TABLE: FINANCIAL REPORTING FRAMEWORK - CONSOLIDATED FINANCIAL

REPORT
Type of Report
Frequency
Deadline
quarterly /
annually
3 months
after period
quarterly /
annually
3 months
after period
Consolidated IGF Expenditure Budget

Status Report
"
quarterly /
annually
3 months
after period
Consolidated IGF Revenue Budget

Status Report
"
quarterly /
annually
3 months
after period
Consolidated GOG Expenditure Budget

status Report
Recipients
Partners,
MOFEP,
CAGD
Consolidate Donor Expenditure Budget

status Report
63
"
quarterly /
annually
3 months
after period
Consolidated Revenue and Expenditure

Statement
"
quarterly /
annually
3 months
after period
Cash Flow Statement
"
quarterly /
annually
3 months
after period
Consolidated Programme Financial

Reports
"
quarterly /
annually
3 months
after period
Consolidated Balance Sheet
10.4. FINANCIAL AUDIT REPORTS
10.5.
GHANA HEALTH SERVICE REPORT
An annual progress report indicating the extent to which goals and objective of the POW
are being achieved should be prepared every year by Districts, Regions, Programmes,
Divisions and National. The report will rely on the various reviews carried out in the
service. Half year reports should also be written by the various levels to track the
performance against set targets.
64
11. GOALS AND OBJECTIVES OF THE MONITORING AND EVALUATION SYSTEM

WITHIN THE GHANA HEALTH SERVICE
The overall goal of the Ghana Health Service M&E system is to support the Ghana Health
Service to achieve the impact and outcomes articulated in the Health Sector Medium
Term Development Plan, as well as the programme works developed from it. This will be
done by collecting, analyzing and disseminating data to:
1. Enhance understanding the of the trends in the various service outcomes
2. Monitor progress with implementation of planned activities and interventions.
3. Assess the effectiveness of the health interventions at national and sub-national
levels.
4. Monitor funds provided for service activities
1. Inflows
2. Expenditure
3. Budget
5. Identify gaps and emerging needs.
6. Guide the selection and application of solutions to address identified gaps and
emerging needs.
7. Ensure accountability to stakeholders including.
11.1.
STRATEGIES TO ADDRESS MONITORING AND EVALUATION GAPS
Work force gap

a. Build and continue to improve human capacity for M&E at all levels
b. Increase human resource for M&E activities
c. Put in place continuous in-service training in M&E for all staff
1. Resource Management Gap
a. Develop and ensure adequate deployment of data collection tools to improve data
management
b. Revise and update data collection tools to improve data quality
c. Revise and align inputs, outputs and outcomes within sector PoW
d. Encourage joint target-setting
e. Collate, harmonize and document existing M&E processes
f. Expedite documentation and circulation of Standard Operating Procedures (SOP)
g. Improve and support ICT infrastructure base at all levels
65
2. Leadership and Governance gap

a. Make M&E a priority in PoW
b. Advocate to increase budget allocation to create a more robust M&E system both
internally and externally
c. Establish two-way feedback mechanisms to identify gaps requiring revision,
greater coordination and alignment of process indicators.
66
12. M&E ACTIVITIES, TIMELINES AND BUDGET

TABLE 8: M&E Activities and Timelines
Description of Major
activities
1.RESOURCE
MANAGEMENT GAP
a.
Improve Data
Management
Development and
Deployment of
DHIMS2(Web based data
collection software)
Key Deliverables
Timeframe
Comments
2010 2011 2012 2013
DHIMS2 Developed and deployed

with URL made available to all data
managers
District and Regional District Regional Data validation

Data Validation meetings teams meetings held in all districts
and regions
Print
and
distribute Registers and data capture tools
primary data capture available at all facilities/districts in
forms/registers to both Ghana both private and public
private and public health
facilities in the Districts.
Joint
Joint monitoring visits held.
Monitoring(Managerial)
Visits to Regions and
District
67
Organized Monthly National

teams will visit few regional
validation meetings
Will be done twice in a year
Technical
Monitoring
visits to Regions and
Districts
b. Improve ICT
infrastructure
Procure
office/ICT
equipment (desk top, lap
tops, printers scanners,
accessories,
smart
phones
and
internet
modems
Host and maintain Server
for DHIMS2
1. HEALTH
WORKFORCE GAP
a. Develop Human
Capacity for M&E
Train National ,Regional
and District Teams on
Monitoring
and
Evaluation
Train National, Regional
and District Teams on
Data Quality Audit
Train
District
and
Regional
Teams
on
SOPs
on
data
management and Data
Utilization.
Technical Monitoring visits held.
ICT equipment procured for regions

and CHIM (Servers, computers,
printers smartphones and USB
modems.
Server for DHIMS hosted and

accessible for data entry, analysis
and reporting.
National, Regional and District Teams

trained in Monitoring an evaluation
National, Regional and District Teams

trained in data quality audit
Regional and District Teams trained
68
Will be done twice in a year
Will aim to build capacity over

the four years of the HSMTDP
implementation
Develop
pre-service
training
modules
for
health
service
data
management for health
training schools
2. LEADERSHIP
AND
GOVERNANCE GAP
1.
Improve the use
of Data for decision
making
Annual
Regional
performance reviews
Senior
Managers
Meetings
GHS
Headquarters
Annual review meeting
Pre-service modules developed in

use in the health training institutions
District and Regional Annual reviews

held
Senior Managers Meetings Held
GHS Headquarters annual review

meeting held
69
TABLE 9: BUDGET FOR THE MONITORING AND EVALUATION PLAN
District and Regional

Validation meetings
Data
Print and distribute primary data

capture forms/registers to both
private and public health
facilities in the Districts.
Joint Monitoring(Managerial)
Visits to Regions and District
Technical Monitoring visits to
Regions and Districts
DHIMS2 Developed and

deployed with URL made
available
to
all
data
managers
District Regional Data

validation teams meetings
held in all districts and
regions
Registers and data capture

tools available at all
facilities/districts in Ghana
both private and public
Joint monitoring visits held.
Technical Monitoring visits
held.
Total Cost $
Cost $
Detail
Descriptions
2013
Cost $
Detail
Descriptions
Cost $
2012
Improve Data Management

Development and Deployment
of DHIMS2 (Web based data
collection software)
Detail
Descriptions
Description of
Item or activity
Programme
Description
Number
2011
Development
of DHIMS2 and
training
900,000
Organized
Monthly
National teams
will visit few
regional
validation
meetings
Printing
of
registers and
data collection
tools(once
a
year)
Will be done
twice in a year
120,000
Will be done
twice in a year
Improve ICT infrastructure
200,000
100,000
13,000
Training
managers
DHIMS2
of
on
460,000
Organized
Monthly
National teams
will visit few
regional
validation
meetings
Printing of
registers and
data collection
tools(once
a
year)
Will be done
twice in a year
120,000
Will be done
twice in a year
13,000
250,000
100,000
Improvement
in DHIMS2
software
80,000
Organized
Monthly
National teams
will visit few
regional
validation
meetings
Printing of
registers
and
data collection
tools(once
a
year)
120,000
1,440,000
-
360,000
-
300,000
750,000
-
Will be done
twice in a year
100,000
300,000
Will be done
twice in a year
13,000
39,000
70
Procure Office equipment (desk

top, lap tops, printers scanners,
accessories and internet
modems
Host and maintain Server for

DHIMS2
ICT equipment procured for

regions and CHIM (Servers,
computers, printers and
USB modems.
Server for DHIMS hosted
and accessible for data
entry, analysis and
reporting.
Aim to equip
all districts with
ICT equipment
350,000
Aim to provide
servers for all
Regions and
strengthen
CHIM
1,000,000
New districts
equipped
75,000
1,425,000
Payment will
be annually
40,000
Payment will
be annually
40,000
Payment will
be annually
40,000
120,000
Will aim to
build capacity
over the four
years of the
HSMTDP
implementation
Training
of
Regional
Teams to train
district teams
SOPs will be
developed
District/regional
teams trained
350,00
Will aim to
build capacity
over the four
years of the
HSMTDP
implementation
200,000
100,00
650,000
350,000
Training
of
Regional
Teams to train
district teams
350,000
120,000
670,000
Modules
will
be
developed
15,000
Training of
tutors
of
schools
250,000
Workforce Gap
Develop Human Capacity for M&E
Train National, Regional and
District Teams on Monitoring
and Evaluation
Train National, Regional and

District Teams on Data Quality
Audit
National, Regional and

District Teams trained in
Monitoring an evaluation
National, Regional and

District Teams trained in
data quality audit
Train District and Regional

Teams on SOPs on data
management
and Data
Utilization.
Regional and
Teams trained
District
Develop pre-service training

modules for health service data
management for health training
schools
Pre-service modules
developed in use in the
health training institutions
Will aim to build

capacity over
the four years
of the HSMTDP
implementation
Training of
new districts
265,000
Leadership And Governance Gap

Improve the use of Data for decision making
Annual Regional performance
reviews
District and Regional

Annual reviews held
Held once a
year in all the
Regions
71
800,000
Held once a
year in all the
Regions
850,000
Held once a
year in all the
Regions
900,000
2,550,000
Senior Managers Meetings

GHS Headquarters Annual
review meeting
Half Year Review performance
review meetings held at the
Regional Level
50,000
GHS Headquarters annual

review meeting held
Held
four
times in the
year
Held once a
year
Half year review meetings

held
Held by all
Regions once
a year
500,000
Technical
meetings
to
develop SOP,
Stakeholder
interactions on
document
Regional TOT
Training
on
SOPs
62,000
Senior Managers Meetings

Held
4,000
50,000
Held once a
year
4,000
Held by all
Regions once
a year
500,000
District
trainings
on
SOPS
Review of
SOP
Formation of
District
Data
validation
Teams
120,000
60,000
160,000
5,000
Held once a
year
Held by all
Regions once a
year
600,000
13,000
1,600,000
Improving Data Quality

Standard Operation Procedure
Manual Development
Develop SOP data

collection
Train staff in the use of

SOP
Review SOP
annually
Data validation routines
Document
Set up data validation team

at each level of data
management
Develop work plan for data

validation
Hold
data
meetings
Data Transmission
10,000
validation
Procure data transmission

equipments e.g., external
storage device, back-up
Meeting with
Regional Data
validation
Teams
Technical
meetings
to
develop data
validation work
plan
Regional and
National Data
validation
meetings held
quarterly
Procure
modems for all
districts
72
13,000
20,000
130,000
Review
reprinting
and
150,000
210,00
2,000
76,000
10,200
170,000
223,000
2,000
Regional and
National Data
validation
meetings held
quarterly
80,000
Regional and
National Data
validation
meetings held
quarterly
85,000
241,000
10,200
system, modems, routers
Establish data transmission

mechanism e.g. Internet
connectivity for CHIM
Payment
of
bills once a
year
3,000
3,968,0000
GRAND TOTAL
73
Payment of
bills once a
year
3,000
4,620,000
Payment
bills once
year
of
a
3,000
9,000
2,751,000
11,339,000
APPENDIX 1.
INDICATORS TARGETS AND MILESTONES FOR MONITORING AND EVALUATION
INDICATOR
HO1 Bridge
equity gaps in
access to
health care
and nutrition
services and
ensure
sustainable
financing
arrangements
that protect
the poor
No. of
functional
CHPS zones
2010
Baseline
2011
Target
840
2012
Target
840
2013
Target
900
Data
sources
Measurement
Monitoring
Frequency
Routine
DateDistrict/Regi
onal Reports
Number of
CHPS zones
with CHOs
offering home
visits and
other services
(Home visit
entails ANC,
PNC,
Immunization,
Growth
monitoring,
Nutrition
Bi-annual
Annual
74
Responsibility
DDHS/RDHS
INDICATOR
2010
Baseline
2011
Target
2012
Target
2013
Target
Data
sources
Measurement
Monitoring
Frequency
Responsibility
counseling
and
Reproductive
health service
needs of the
household.)
Proportion of
CHPS zones
made
functional.
30%
50%
60%
70%
Routine
DataDistrict/Regi
onal Reports
Numerator:
Number of
functional
CHPS zones
Bi-annual/
Annual
DDHS/RDHS
Annual
DDHS/RDHS
Denominator:
Number of
demarcated
CHPS zones
Proportion of
Total
population
living within
functional
CHPS zones
10.0%
18.0%
25%
50%
The
population of
the district
who are
served by
community
health officers
under CHPS
Numerator:
The sum of all
the population
75
INDICATOR
2010
Baseline
2011
Target
2012
Target
2013
Target
Data
sources
Measurement
Monitoring
Frequency
Responsibility
in the
catchment
area of all the
functional
CHPS zones.
Denominator:
Total
Population of
the District
Population to
doctor ratio
11,500
10,500
9,700
9,500
Human
Resource
and
Developmen
t Division
i
Reports
The ratio of
the number of
people to one
public sector
doctor
Annual
RDHS/Director
Human Resource
and Development
Division
Numerator:
Total
population
Denominator:
Number of
doctors in the
public sector
Population to
medical
assistants/phys
48,641
43,340
38,634
30,709
Human
Resource
and
76
The ratio of
the number of
people to one
Annual
Director Human
RDHS/Resource
and Development
INDICATOR
ician assistant
ratio
2010
Baseline
2011
Target
2012
Target
2013
Target
Data
sources
Developmen
t Division
Reports
Measurement
Monitoring
Frequency
public sector
medical
assistant/physi
cian assistant
Responsibility
Division
Numerator:
Total
population
Denominator:
Number of
medical
assistants
/physician
assistant in
the public
sector
Population to
nurse (all
categories)
ratio
1:1,100
1:1,000
1:900
1:800
Human
Resource
and
Developmen
t Division
Reports
The ratio of
the number of
people to one
public sector
nurse (all
categories)
Numerator:
Total
Population.
Denominator:
77
Annual
RDHS/Director
Human Resource
and Development
Division
INDICATOR
2010
Baseline
2011
Target
2012
Target
2013
Target
Data
sources
Measurement
Monitoring
Frequency
Responsibility
Total number
of nurses in
the Public
Sector
Population to
midwives ratio
8,336
7,431
6,625
5,800
Human
Resource
and
Developmen
t Division
Reports
The ratio of
the number of
people to one
midwife
Annual
RDHS/Director
Human Resource
and Development
Division
Numerator:
Total
Population.
Denominator:
Total number
of midwives
Percentage of
Under five
years who are
under weight
presenting at
facility and
Outreach
11.32
9.98
8.64
7.3
District and
Regional
Health
Services
Reports
78
Percentage of
children under
5 who were
found to be
underweight
(weight for
age below -2
Z score )
facility and
Outreach
Numerator:
Total number
of Children
found to be
Annual
Regional Directors
of Health
Services/DDHS
INDICATOR
2010
Baseline
2011
Target
2012
Target
2013
Target
Data
sources
Measurement
Monitoring
Frequency
Responsibility
underweight(<
-2 Z score)
Denominator:
All children
under five
years who
were weighed
from facility
and Outreach
Percentage of
Under five
years who are
stunted.
22.64%
19.96%
17.28%
14.6%
Demographi
c and Health
ii
Survey ,
Multiindicator
cluster
surveys,
Nutritional
Surveys
Percentage of
children who
were found to
be stunted
(height for age
below -2 Z
score) from
survey.
Numerator:
Number of
children under
five years with
height for age
below -2 Z
score
Denominator :
Total number
of children
under five
surveyed
(Height and
79
Annual
Regional Directors
of Health
Services/DDHS
INDICATOR
2010
Baseline
2011
Target
2012
Target
2013
Target
Data
sources
Measurement
Monitoring
Frequency
Responsibility
age measured
for each of
them)
Percentage of
OPD visits by
insured clients
58%
60%
75%
85%
Routine
Service
Data - CHIM
Percentage of
patients (both
new and old)
seen at the
OPD who are
insured under
the NHIS.
Bi-annual/
Annual
Regional Directors
of Health
Services/DDHS
Bi-annual/
Annual
Regional Directors
of Health
Services/DDHS
Numerator :
Patients (both
new and old)
seen at the
OPD who are
insured
Denominator
: Total number
of patients(old
and new seen
at the OPD)
Outpatient
visits per capita
0.98
0.984
0.988
0.992
Routine
Service
Data - CHIM
Ratio of the
total number
of patients
seen (both old
and new) to
the total
population.
Numerator:
80
INDICATOR
2010
Baseline
2011
Target
2012
Target
2013
Target
Data
sources
Measurement
Monitoring
Frequency
Responsibility
Total number
of patients
seen at
OPD(both new
and old)
Denominator
: Total
population
Percentage of
OPD
attendances
seen and
treated by the
CHOs.
4.0%
6.05%
15.0%
20.0%
District and
Regional
Health
Services
Reports
Percentage of
the total OPD
attendances
that were seen
and treated by
CHOs.
Numerator:
Total number
of OPD clients
seen by CHOs
Denominator:
Total number
of clients seen
at OPD.
81
Bi-annual/
Annual
Regional Directors
of Health
Services/DDHS
INDICATOR
HO2: improve
governance
and
strengthen
efficiency in
health service
delivery,
including
medical
emergencies
Proportion of
vehicles from
0-5 years
2010
Baseline
58%
2011
Target
70%
2012
Target
70%
2013
Target
70%
Data
sources
HASS
Reports
Measurement
Monitoring
Frequency
Responsibility
Ratio of
vehicles which
are between
0-5yrs to the
total vehicles
in the pool.
Annual
RDHS/Deputy
Director Transport
HASS
Annual
RDHS/Deputy
Director Transport
Numerator:
Number of
vehicles
between 05years
Denominator:
Total number
of vehicles in
fleet
Proportion of
motorbikes 0-3
70%
70%
70%
70%
HASS
Reports
82
Ratio of
motorbikes 03 yrs to the
INDICATOR
years old
2010
Baseline
2011
Target
2012
Target
2013
Target
Data
sources
Measurement
Monitoring
Frequency
total
motorbikes in
the pool
Responsibility
HASS
Numerator:
Number of
motorbikes
between 03years
Denominator:
Total number
of motorbikes
in fleet
Revenue
Mobilization
IGF
Financial
Reports
% of IGF
received from
clients who are
insured
Facility Drug
summary
Cash Book,
Inpatient
and
outpatient
billed
revenue
ledger
Proportion of
IGF out of the
total IGF that
came from
insured clients
Numerator:
IGF from
insured clients
Denominator:
Total IGF
received
83
Monthly,
Quarterly
&Yearly
reports
RDHS/Director
Finance
INDICATOR
2010
Baseline
2011
Target
2012
Target
2013
Target
Data
sources
Measurement
Monitoring
Frequency
Responsibility
(insured and
noninsured)
% of IGF
generated from
Drugs
Facility
summary
Cash Book,
Inpatient &
Outpatient
revenue
collection
books
Proportion of
Total IGF that
came from the
sale of drugs(
insured and
insured)
Monthly,
Quarterly
&Yearly
reports
RDHS/Director
Finance
Monthly,
Quarterly,
half yearly
& annual
reports
RDHS/Director
Finance
Numerator:
Total IGF
obtained from
drugs(insured
and noninsured)
Denominator:
Total IGF
received(insur
ed and noninsured)
Proportion of
District
Assembly
Common Fund
received to the
total district
Service
receipts( GOG
and SBS)
Programme
activity
ledger
84
The amount of
money
received from
the District
Assembly
common fund
with relations
to the total
service vote
(GOG and
SBS) received
INDICATOR
2010
Baseline
2011
Target
2012
Target
2013
Target
Data
sources
Measurement
Monitoring
Frequency
Responsibility
for the period.

Numerator :
Total amount
of money
received from
District
Assembly
Common
Fund
Denominator:
Total service
receipts for
the period(
GOG and
SBS)
Other Sources
E.g.
Sponsorship &
Donations
E.g.
Donations.
Facility
Cash Books
if cash and
also value
material
items &
capture in
the cash
book
Receipts
85
Total of all the

funds obtained
from other
sources(Distri
ct Assembly,
NGOs etc)
Monthly,
Quarterly
&Yearly
reports
RDHS/Director
Finance
INDICATOR
Item 1:
Personnel
Emolument
Item 2:
AdministrationPercentage of
item 2 received
2010
Baseline
2011
Target
2012
Target
2013
Target
Data
sources
CAGD
Mechanized
Payroll
CAGD
spending
Warrant
Measurement
Total amount
received for
compensation
of staff
Monitoring
Frequency
Monthly
validation
of
mechanize
d pay
voucher
Responsibility
% of total Item
2 released to
total item 2
vote
Monthly,
Quarterly &
annual
report
RDHS/Director
Finance
Monthly,
Quarterly &
annual
report
RDHS/Director
Finance
RDHS/Director
Finance
Numerator:
Total Item 2
received.
Denominator:
Approved
Total Item 2
vote
Item 3: ServicePercentage of
service funds
released
CAGD
spending
Warrant,
MOH
allocation
sheet
% of service
funds released
to Service
vote.
Numerator :
Total service
funds received
Denominator
: Approved
Total service
86
INDICATOR
2010
Baseline
2011
Target
2012
Target
2013
Target
Data
sources
Measurement
Monitoring
Frequency
Responsibility
vote
Item 4:
InvestmentPercentage of
projects
completed
CAGD
spending
Warrant,
MOH
allocation
sheet
% of projects
completed and
work
certificate
presented and
paid for.
Monthly,
Quarterly &
annual
report
RDHS/Director
Finance
Monthly,
Quarterly &
annual
report
RDHS/Director
Finance
Numerator:
Total number
of projects
completed and
paid for.
Denominator:
Total number
of ongoing
projects.
Sector Budget
Support (SBS)Percentage of
SBS released
to total funds
received
CAGD
spending
Warrant,
MOH
allocation
sheet
% of Inflow
from SBS in
relation to total
inflow
Numerator:
Total SBS
received.
Denominator:
Total inflow of
funds for
services(
87
INDICATOR
2010
Baseline
2011
Target
2012
Target
2013
Target
Data
sources
Measurement
Monitoring
Frequency
Responsibility
GOG
Services(Item
3) + SBS)
Global
Fund(Malaria/T
B/HIV)-
Programme
activity
ledger
Check the
time frame of
receiving
funds and
implementatio
n of the
programme &
available
funds
Monthly,
Quarterly &
annual
report
RDHS/Director
Finance
Expenditure
Budget
Ledger
% of
expenditure
on drugs in
relation to total
expenditure
Quarterly/
Half yearly
& Annual
report/valid
ation
RDHS/Director
Finance
Expenditure
Proportion of
Expenditure on
drugs
Numerator :
Expenditure
on drugs
Denominator:
Total
expenditure
service and
drugs)
88
INDICATOR
Percentage of
Non-Drugsconsumables
to total
expenditure
2010
Baseline
2011
Target
2012
Target
2013
Target
Data
sources
Expenditure
Budget
Ledger
Measurement
% of
expenditure
on non-drug
consumables
to total
expenditure
Monitoring
Frequency
Quarterly
/Half yearly
& Annual
report/valid
ation
Responsibility
RDHS/Director
Finance
Numerator :
Expenditure
on non drug
consumables
Denominator:
Total
expenditure
Item 1:
Personal
Emoluments
CAGD Pay
Vouchers
% of total
expenditure
for item 1 to
total budget
on
compensation.
Numerator:
Total
expenditure
for item 1
Denominator:
Total budget
for item 1
89
Monthly
pay
vouchers
RDHS/Director
Finance
INDICATOR
Item 2:
Administration
Expenses
2010
Baseline
2011
Target
2012
Target
2013
Target
Data
sources
Expenditure
Budget
Ledger,
CAGD
Treasury
Jacket
Measurement
% of total
expenditure
for item 2 to
total budget
for item 2
Monitoring
Frequency
Quarterly
/Half yearly
& Annual
report/valid
ation
Responsibility
RDHS/Director
Finance
Numerator:
Total
expenditure
for item 2
Denominator:
Total budget
for item 2
Item 3: Service
Expenses
Expenditure
Budget
Ledger
Total
expenditure
for item 3
compared with
total budget
for item 3
% of total
expenditure
for item 3 to
total budget
on item 3.
Numerator:
Total
expenditure
for item 3
Denominator:
90
Quarterly/
Half yearly
& Annual
report/valid
ation
RDHS/Director
Finance
INDICATOR
2010
Baseline
2011
Target
2012
Target
2013
Target
Data
sources
Measurement
Monitoring
Frequency
Responsibility
Total budget
for item 3
Item 4:
Investment
Expenses
Approved
estimate
Find out % of
completion
and work
certificate
Quarterly/
Half yearly
& Annual
report/valid
ation
RDHS/Director
Finance
Sector Budget
Support (SBS)
Expenditure
Budget
Ledger
Compare total
expenditure
with budget
Quarterly
/Half yearly
& Annual
report/valid
ation
RDHS/Director
Finance
For SBS.
Numerator:
Total
expenditure
for SBS
Denominator:
Total budget
for SBS
HO3: Improve
access to
quality
maternal,
neonatal, child
and
adolescent
health
91
INDICATOR
services.
ANC Coverage
2010
Baseline
90%
2011
Target
91%
2012
Target
95%
2013
Target
98%
Data
sources
Routine
Service
Data DHIMS
Measurement
Monitoring
Frequency
The number of
pregnant
women who
attended ANC
compared to
the expected
pregnancies
for the year
Quarterly/
Bi-annual/
Responsibility
DDHS/RDHS/Direct
or FHD
Annual
Numerator:
Number of
antenatal
registrants in
the year.
Denominator:
Number of
expected
pregnancies
(estimated as
4% of the
population)
Percentage of
ANC clients
making at least
4 visits.
64.9%
74.6(74.
5%)
80.1%
85.7%
Routine
Service
Data
DHIMS
Percentage of
ANC
registrants
making at
least four ANC
visits.
Numerator:
Number of
registrants
92
Quarterly/
Bi-annual/
Annual
DDHS/RDHS/Direct
or FHD
INDICATOR
2010
Baseline
2011
Target
2012
Target
2013
Target
Data
sources
Measurement
Monitoring
Frequency
Responsibility
who are
making at
least 4 ANC
visits.
Denominator:
Number of
antenatal
registrants in
the year.
Tetanus Toxoid
2coverage rate
77.5%
78.0
80%
85%
Routine
Service
Data DHIMS
Percentage of
pregnant
women
receiving 2nd
Tetanus
Toxoid
immunization
during the
year.
Numerator:
Number
of
pregnant
women
receiving
2
doses
of
Tetanus
Toxoid
Denominator:
Expected
pregnancies
for the period
93
Quarterly/
Bi-annual/
Annual
DDHS/RDHS/Direct
or FHD
INDICATOR
Skilled delivery
coverage
2010
Baseline
44.6%
2011
Target
50.3
2012
Target
55.6
2013
Target
60.2
Data
sources
Routine
Service
Data DHIMS
Measurement
Percentage of
deliveries
conducted by
a skilled
provider
Monitoring
Frequency
Quarterly/
Bi-annual/
Annual
Responsibility
DDHS/RDHS/Direct
or FHD
Numerator:
Number
of
deliveries
supervised by
doctors
or
nurses in the
year
Denominator:
Number
of
expected
pregnancies
(estimated as
4% of the
population)
30.0%
% TBA
deliveries
25.0%
20.%%
15.0%
Routine
Service
Data DHIMS
Percentage of
deliveries
conducted by
trained
Traditional
Birth
Attendants.
Numerator:
Number of
deliveries
94
Quarterly/
Bi-annual/
Annual
DDHS/RDHS/Direct
or FHD
INDICATOR
2010
Baseline
2011
Target
2012
Target
2013
Target
Data
sources
Measurement
Monitoring
Frequency
Responsibility
conducted by
trained
traditional birth
attendants in
the year.
Denominator:
Total
deliveries
(skilled
deliveries +
TBA
deliveries.
Institutional
maternal
mortality ratio
(per 100,000)
166
150
120
100
Routine
Service
Data DHIMS
Number of
maternal
deaths for
every 100,000
live births
during the
year.
Numerator:
Institutional
Maternal
deaths in a
year multiplied
by 100,000.
Denominator:
Total number
of live births in
95
Quarterly/
Bi-annual/
Annual
DDHS/RDHS/Direct
or FHD
INDICATOR
2010
Baseline
2011
Target
2012
Target
2013
Target
Data
sources
Measurement
Monitoring
Frequency
Responsibility
the year.
Proportion of
institutional
maternal
deaths audited
66.2
100
100
100
Routine
Service
Data DHIMS
Proportion
maternal
deaths
audited.
of
Quarterly/
Bi-annual/
Annual
Numerator:
Number of
maternal
deaths audited
during the
period.
Denominator:
Total number
of maternal
deaths
recorded
during the
period.
Proportion of
still births to
total deliveries
2%
1.9%
1.8%
1.5%
Routine
Service
Data DHIMS
Proportion of
still births out
of the total
number
of
births
recorded.
Numerator:
Total number
of still births
96
Quarterly/
Bi-annual/
Annual
DDHS/RDHS/Direct
or FHD
INDICATOR
2010
Baseline
2011
Target
2012
Target
2013
Target
Data
sources
Measurement
Monitoring
Frequency
Responsibility
recorded
(Facility and
trained TBAs
stillbirths)
during the
period.
Denominator:
Total number
of births (live
and still) in the
year.
PNC
registrants
coverage
59.6%
65%
78%
82%
Routine
Service
Data DHIMS
Proportion of
women
receiving
at
least
one
postnatal care
after delivery.
Numerator:
Number
of
postnatal
registrants
making
at
least one visit
Denominator:
Number
of
expected
deliveries
97
Quarterly/
Bi-annual/
Annual
DDHS/RDHS/Direct
or FHD
INDICATOR
2010
Baseline
2011
Target
2012
Target
2013
Target
Data
sources
Measurement
Monitoring
Frequency
Responsibility
(estimated as
4% of the
population)
% of WIFA
accepting
modern family
planning
methods
34.7%
35.6%
38%
40%
Routine
Service
Data DHIMS
Proportion of
women in the
fertile age
group who
receive family
planning
services
during the
year.
Numerator:
Number
of
women in the
fertility
agegroup (15-49
years)
accepting
family
planning
services
during
the
year.
Denominator:
Number
of
women in the
fertility
age
98
Quarterly/
Bi-annual/
Annual
DDHS/RDHS/Direct
or FHD
INDICATOR
2010
Baseline
2011
Target
2012
Target
2013
Target
Data
sources
Measurement
Monitoring
Frequency
Responsibility
group (WIFA).
WIFA
is
estimated as
24% of the
population.
Total Couple
Years of
Protection
(CYP)
SHORT TERM
Routine
Service
Data DHIMS
1,300,0
00
1,056,715.4
1,400,0
00
420,000
0.8%
0.8%
LONG TERM
Institutional
infants mortality
rate
1%
1.0%
Annual
DDHS/RDHS/Direct
or FHD
The total
number of
contraceptives
provided
multiplied by
the CYP factor
320,399
360,000
The total
estimated
number of
couples
protected by
modern
contraceptives
in a year
Routine
Service
Data DHIMS
99
Proportion of
deaths under
one year of
age out of the
total number
live births
recorded in
health
Quarterly/
Bi-annual/
Annual
DDHS/RDHS/Direct
or FHD
INDICATOR
2010
Baseline
2011
Target
2012
Target
2013
Target
Data
sources
Measurement
Monitoring
Frequency
Responsibility
facilities.
Numerator:
Number of
children under
1 year old
dying in health
facilities in the
year.
Multiplied by
1,000
Denominator:
Total number
live births in
the year
Institutional
under five
mortality rate
Routine
Service
Data DHIMS
Proportion of
deaths under
five years of
age out of the
total number
of live births
recorded in
health
facilities.
Numerator:
Number
of
children under
5 years old
dying in health
100
Quarterly/
Bi-annual/
Annual
DDHS/RDHS/Direct
or FHD
INDICATOR
2010
Baseline
2011
Target
2012
Target
2013
Target
Data
sources
Measurement
Monitoring
Frequency
Responsibility
facilities in the
year multiplied
by 1,000
Denominator:
Total number
of live births
occurring in
health
facilities.
% of children
immunized by
age 1 -BCG
95
95
95
98
Routine
Service
Data DHIMS
Proportion of
children under
one
year
receiving BCG
vaccine during
the year.
Numerator:
Number
of
children under
1 year old
receiving the
BCG vaccine
in the year.
Denominator:
Number
of
children under
1 year old
(estimated as
101
Quarterly/
Bi-annual/
Annual
DDHS/RDHS/Direct
or FHD
INDICATOR
2010
Baseline
2011
Target
2012
Target
2013
Target
Data
sources
Measurement
Monitoring
Frequency
Responsibility
4% of the
population).
% of children
immunized by
age 1 - Penta 1
93
95
95
98
Routine
Service
Data
DHIMS
Proportion of
children under
one
year
receiving
Penta
1
vaccine during
the year.
Quarterly/
Bi-annual/
Annual
Numerator:
Number
of
children under
1 year old
receiving the
Penta
1
vaccine in the
year.
Denominator:
Number
of
children under
1 year old
(estimated as
4% of the
population).
% of children
immunized by
90
90
90
95
Routine
Service
102
Proportion of
children under
Quarterly/
Bi-annual/
DDHS/RDHS/Direct
or FHD
INDICATOR
age 1 - Penta 3
2010
Baseline
2011
Target
2012
Target
2013
Target
Data
sources
Data DHIMS
Measurement
one
year
receiving
Penta
3
vaccine during
the year.
Monitoring
Frequency
Annual
Numerator:
Number
of
children under
1 year old
receiving the
Penta
3
vaccine in the
year.
Denominator:
Number
of
children under
1 year old
(estimated as
4% of the
population).
% of children
immunized by
age 1 Penvar
3
90
90
90
95
Routine
Service
Data DHIMS
103
Proportion of
children under
one
year
receiving
Conjugated
pneumococcal
rd
vaccine
3
Quarterly/
Bi-annual/
Annual
Responsibility
INDICATOR
2010
Baseline
2011
Target
2012
Target
2013
Target
Data
sources
Measurement
Monitoring
Frequency
Responsibility
dose
during
the year.
Numerator:
Number
of
children under
1 year old
receiving the
conjugated
pneumococcal
rd
3
dose
vaccine in the
year.
Denominator:
Number
of
children under
1 year old
(estimated as
4% of the
population).
% of children
immunized by
age 1 Rotarix
3
90
95
Routine
Service
Data DHIMS
104
Proportion of
children under
one
year
receiving
Rotarix
3
vaccine during
the year.
Quarterly/
Bi-annual/
Annual
% of children
immunized by age 1
- Penta 3
INDICATOR
2010
Baseline
2011
Target
2012
Target
2013
Target
Data
sources
Measurement
Monitoring
Frequency
Responsibility
Numerator:
Number
of
children under
1 year old
receiving the
Rotarix
3
vaccine in the
year.
Denominator:
Number
of
children under
1 year old
(estimated as
4% of the
population).
% of children
immunized by
age 1 -OPV1
93
95
95
98
Routine
Service
Data DHIMS
Proportion of
children under
1
year
receiving Oral
polio (OPV1)
vaccine during
the year.
Numerator:
Number
of
children under
1 year old
receiving the
105
Quarterly/
Bi-annual/
Annual
DDHS/RDHS/Direct
or FHD
INDICATOR
2010
Baseline
2011
Target
2012
Target
2013
Target
Data
sources
Measurement
Monitoring
Frequency
Responsibility
OPV
1
vaccine in the
year.
Denominator:
Number of
children under
1 year old
(estimated as
4% of the
population).
% of children
immunized by
age 1 -OPV 3
90
90
90
95
Routine
Service
Data DHIMS
Proportion of
children under
1
year
receiving Oral
polio (OPV 3)
vaccine during
the year.
Numerator:
Number
of
children under
1 year old
receiving the
OPV3 vaccine
in the year.
Denominator:
Number
of
children under
106
Quarterly/
Bi-annual/
Annual
DDHS/RDHS/Direct
or FHD
INDICATOR
2010
Baseline
2011
Target
2012
Target
2013
Target
Data
sources
Measurement
Monitoring
Frequency
Responsibility
1 year old
(estimated as
4% of the
population).
% of children
immunized by
age 1
Measles
90
90
90
95
Routine
Service
Data DHIMS
Proportion of
children under
1
year
receiving
Measles
Vaccine
during
the
year.
Numerator:
Number
of
children under
1
year
receiving the
Measles
vaccine in the
year.
Denominator:
Number
of
children under
1
year
(estimated as
4% of the
107
Quarterly/
Bi-annual/
Annual
DDHS/RDHS/Direct
or FHD
INDICATOR
2010
Baseline
2011
Target
2012
Target
2013
Target
Data
sources
Measurement
Monitoring
Frequency
Responsibility
population).
% of children
immunized by
age 1 -Yellow
Fever
90
90
90
95
Routine
Service
Data DHIMS
Proportion of
children under
1
year
receiving
Yellow Fever
Vaccine
during
the
year.
Numerator:
Number
of
children under
1
year
receiving the
Yellow Fever
vaccine in the
year.
Denominator:
Number
of
children under
1
year
(estimated as
4% of the
population).
108
Quarterly/
Bi-annual/
Annual
DDHS/RDHS/Direct
or FHD
INDICATOR
% of children
aged 6 MTHS
to 59mths
receiving at
least one dose
of Vitamin A
2010
Baseline
2011
Target
70%
2012
Target
75%
2013
Target
78%
Data
sources
Routine
Service
Data DHIMS
Measurement
Proportion of
children aged
659 months
who received
a
high-dose
vitamin
A
supplement
within the last
6 months.
Monitoring
Frequency
Quarterly/
Bi-annual/
Annual
Responsibility
DDHS/RDHS/Direct
or FHD
Numerator:
Number
of
children
between 6-59
months who
receive
Vitamin
A
supplementati
on in the last 6
months.
Denominator:
number
of
children
between 6-59
months.
% of clients
(15-24 years)
who accepted
FP service
10%
12%
14%
15%
Routine
Service
Data DHIMS
109
Proportion of
women aged
15 to 24 years
who receive
family
Quarterly/
Bi-annual/
Annual
DDHS/RDHS/Direct
or FHD
INDICATOR
2010
Baseline
2011
Target
2012
Target
2013
Target
Data
sources
Measurement
planning
services
during the
year.
Numerator:
Number
of
women in the
age-group 1524
years)
accepting
family
planning
services
during
the
year.
Denominator:
Number
of
women in the
fertility
age
group (WIFA).
WIFA is
estimated as
24% of the
population.
HO4: Intensify
prevention
and control of
communicable
110
Monitoring
Frequency
Responsibility
INDICATOR
and noncommunicable
diseases and
promote
healthy
lifestyles
% of OPD
cases that is
Hypertension.
2010
Baseline
4.0
2011
Target
4.2
2012
Target
4.5
2013
Target
5.0
Data
sources
Measurement
Monitoring
Frequency
Responsibility
Routine
Service
Data - CHIM
Proportion of
Outpatient
morbidity
cases
diagnosed as
hypertension
out of the total
number of
cases seen.
Quarterly/
Bi-annual/
Annual
Deputy Director
Non-communicable
Disease
Quarterly/
Bi-annual/
Deputy Director
Non-communicable
Numerator:
Number
of
new outpatient
cases
diagnosed as
hypertension.
Denominator:
Total number
of new
outpatient
cases
reported.
% of OPD
cases that is
0.8
0.9
1.0
1.2
Routine
Service
111
Proportion of
Outpatient
INDICATOR
Diabetes.
2010
Baseline
2011
Target
2012
Target
2013
Target
Data
sources
Data - CHIM
Measurement
morbidity
cases
diagnosed as
diabetes out of
the total
number of
cases seen.
Monitoring
Frequency
Annual
Responsibility
Disease
Quarterly/
Bi-annual/
Annual
Deputy Director
Non-communicable
Disease
Numerator:
Number
of
new outpatient
cases
diagnosed as
diabetes.
Denominator:
Total number
of new
outpatient
cases
reported.
% of OPD
cases that is
Sickle Cell
Disease
0.12
0.20
0.3
0.5
Routine
Service
Data - CHIM
112
Proportion of
Outpatient
morbidity
cases
diagnosed as
sickle cell
disease out of
the total
number of
cases seen.
INDICATOR
2010
Baseline
2011
Target
2012
Target
2013
Target
Data
sources
Measurement
Monitoring
Frequency
Responsibility
Numerator:
Number
of
new outpatient
cases
diagnosed as
sickle
cell
diseases.
Denominator:
Total number
of new
outpatient
cases
reported.
No. of new HIV
positive cases
diagnosed
19,402
Number of
HIV+ cases
receiving ARV
therapy
(cumulative)
63,861
21,869
18,769
NACP
78,919
NACP
113
Number of
new HIV
positive cases
diagnosed in
the year
Quarterly/
Bi-annual/
Annual
Programme
Manager NACP
Number of
total HIV
positive cases
receiving ARV
therapy (all
cases both
new and those
already on
therapy)
Quarterly/
Bi-annual/
Annual
Programe Manager
NACP
INDICATOR
No. of guinea
worm cases
seen
Proportion of
guinea worm
cases
contained
2010
Baseline
20
100%
2011
Target
100%
2012
Target
100%
2013
Target
100%
Data
sources
GWEP/PHD
GWEP/PHD
Measurement
Number
of
Guinea Worm
cases
reported in the
year.
Proportion of
Guinea worm
cases that are
contained out
of the total
number of
cases seen.
Monitoring
Frequency
Quarterly/
Bi-annual/
Annual
Quarterly/
Bi-annual/
Annual
Responsibility
Programme
Manager GWEP
Programme
Manager GWEP
Numerator:
Number of
Guinea Worm
cases
3
contained .
Numerator:
Numerator:
Total number
of Guinea
Worm cases
reported.
Contained means : Seen before worm emergence, worm fully extracted, client had no contact with water source, source of guinea worm treated with abate.(recheck)
114
INDICATOR
Non Polio AFP
rate.
Proportion of
OPD cases that
is due
malaria(total)
2010
Baseline
2/100,000
2011
Target
2/100,0
00
2012
Target
2/100,
000
2013
Target
2/100,
000
Data
sources
Disease
Surveillance
/PHD
35%
32.5%
30.0%
28.0%
Routine
Service
Data - CHIM
Measurement
Number of
Acute Flaccid
4
Paralysis
Proportion of
Outpatient
morbidity
cases
diagnosed as
malaria
(whether
laboratory
confirmed or
not) out of the
total number
of cases seen.
Monitoring
Frequency
Quarterly/
Bi-annual/
Annual
Responsibility
Director PHD
Quarterly/
Bi-annual/
Annual
Programme
Manager NMCP
Numerator:
Number
of
new outpatient
cases
diagnosed as
malaria. (also
includes
malaria
in
pregnancy)
Denominator:
Total number
4
Non-Polio AFP rate is based on calculation that takes into accounts , district population, AFP cases reported, Adequacy and quality of stool specimen and sixty day
follow up.(recheck)
115
INDICATOR
2010
Baseline
2011
Target
2012
Target
2013
Target
Data
sources
Measurement
Monitoring
Frequency
Responsibility
of new
outpatient
cases
reported.
Proportion of
OPD cases that
is lab confirmed
malaria.
(microscopy +
RDTs)
30%
40%
45%
60%
Routine
Service
Data - CHIM
Proportion of
Outpatient
morbidity
cases
confirmed as
malaria (with
laboratory
confirmation
whether by
microscopy or
RDT) out of
the total
number of
cases seen.
Numerator:
Number
of
new
Outpatient
cases
confirmed
(whether
by
microscopy or
RDT).
Denominator:
Total number
116
Quarterly/
Bi-annual/
Annual
Programme
Manager NMCP
INDICATOR
2010
Baseline
2011
Target
2012
Target
2013
Target
Data
sources
Measurement
Monitoring
Frequency
Responsibility
of new
outpatient
cases
reported.
Proportion of
admissions due
to lab
confirmed
malaria (all
ages)
10.0%
8.0%
9.0%
6.0%
Routine
Service
Data - CHIM
Proportion of
hospital
admissions
confirmed as
malaria (with
laboratory
confirmation
whether by
microscopy or
RDT) out of
the total
number of
cases
admitted.
Numerator:
Number
of
inpatient
cases
confirmed
(whether
by
microscopy or
RDT).
Denominator:
Total number
of new
117
Quarterly/
Bi-annual/
Annual
Programme
Manager NMCP
INDICATOR
2010
Baseline
2011
Target
2012
Target
2013
Target
Data
sources
Measurement
Monitoring
Frequency
Responsibility
admissions.
Proportion of
deaths due to
malaria (all
ages)
15.0%
12.0%
10.0%
8.0%
Routine
Service
Data - CHIM
Proportion of
hospital
deaths due to
malaria) out of
the total
number of
deaths (all
causes)
recorded.
Quarterly/
Bi-annual/
Annual
Programme
Manager NMCP
Quarterly/
Bi-annual/
Annual
Programme
Manager NMCP
Numerator:
Number
of
inpatient
deaths due to
Malaria
Denominator:
Total number
of deaths
Malaria case
fatality rate
(under 5 years)
1.3%
1.2%
1.1%
1.0%
Routine
Service
Data - CHIM
118
Proportion of
children under
five years of
age who die of
malaria out of
the
total
number
of
children under
five years who
admitted with
INDICATOR
2010
Baseline
2011
Target
2012
Target
2013
Target
Data
sources
Measurement
Monitoring
Frequency
Responsibility
Quarterly/
Bi-annual/
Annual
Programme
Manager NMCP
diagnosis
malaria.
Numerator:
Number
of
children under
five years old
dying
of
malaria.
Denominator:
Number
of
children under
five years old
admitted with
a diagnosis of
malaria.
42.5%
Proportion of
pregnant
women on IPTP (at least two
doses of SP)
45.0%
50.0%
56.0%
Routine
Service
Data - CHIM
119
Percentage of
ANC
registrants
receiving at
least 2 doses
of SP before
36 weeks.
Numerator:
Number of
ANC
registrants
receiving at
least 2 doses
of SP before
INDICATOR
2010
Baseline
2011
Target
2012
Target
2013
Target
Data
sources
Measurement
Monitoring
Frequency
Responsibility
36 weeks.
Denominator:
Total number
of ANC
registrants
Percentage of
households
with at least
one LLITN
compared to
the total
number of
households
Percentage of
Households
with at least
one net
Numerator:
Total number
of households
with at least
one net.
Denominator:
Total number
of Households
50%
65%
70%
75%
% of children
under 5 using
ITN
DHS
MICS
120
Proportion of
children under
5 years who
sleep under
ITN
Five years
Three
years
Programme
Manager NMCP
INDICATOR
2010
Baseline
2011
Target
2012
Target
2013
Target
Data
sources
Measurement
Monitoring
Frequency
Responsibility
Quarterly/
Bi-annual/
Annual
Program Manager
NTP
Numerator:
Number of
children under
5 years old
sleeping under
ITN
Denominator:
Number of
children aged
less than 5
years
(estimated as
18.5% of
population)
55/100,000
TB case
notification
rate
58/100,0
00
62/100,
000
75/100,
000
Proportion of
total TB cases
out of 100,000
population.
NTP/PHD
121
Numerator:
Total number
of new and
relapse cases
notified in a
year
INDICATOR
2010
Baseline
2011
Target
2012
Target
2013
Target
Data
sources
Measurement
Monitoring
Frequency
Responsibility
Denominator:
Total
population per
100,000
87%
TB treatment
success rate
90%
90%
90%
Proportion of
Sum of cured
and completed
TB treatment.
Out of those
put on
treatment
NTP/PHD
Numerator:
Total number
of TB cases
cured and
completed
treatment
Denominator:
Total number
of patients
registered for
TB treatment.
HO5. :
Improve
Institutional
Care Including
122
Annual
Programme
Manager NTP
INDICATOR
Mental Health
Service
Delivery.
2010
Baseline
2011
Target
2012
Target
2013
Target
Data
sources
Measurement
Monitoring
Frequency
Responsibility
Number of
hospital
admissions
per 1000
population per
year.
Hospital
Admission rate
Average length
of stay (ALOS)
47.9
3.9
48.9
3.7
49.9
3.5
50.8%
3.2
Routine
Service
Data - CHIM
Routine
Service
Data - CHIM
123
Numerator:
Total number
of hospital
admissions in
the year
multiplied by
1000.
Denominator:
Total
population.
Average
duration of
inpatient
hospital stay
(mean number
of days from
admission to
Quarterly/
Bi-annual/
Annual
Director ICD
Quarterly/
Bi-annual/
Annual
Director ICD
INDICATOR
2010
Baseline
2011
Target
2012
Target
2013
Target
Data
sources
Measurement
Monitoring
Frequency
Responsibility
discharge).
Numerator:
Number of
patient-days.
Denominator:
Number of
inpatient
admissions.
59.8
% Bed
Occupancy
61.5
63.2
64.8
Percentage of
beds occupied
by patients in
a period.
Routine
Service
Data - CHIM
Numerator:
Number of
patient-days
multiplied by
100.
Denominator:
Number of
beds
multiplied by
number of
days in the
period.
124
Quarterly/
Bi-annual/
Annual
ICD
INDICATOR
Turnover per
bed
2010
Baseline
58.8
2011
Target
59.6
2012
Target
60.4
2013
Target
61.1
Data
sources
Routine
Service
Data - CHIM
Measurement
Average
number of
inpatients
admitted per
each hospital
bed in a
period.
Numerator:
Total number
of patients
admitted.
Monitoring
Frequency
Responsibility
Quarterly/
Bi-annual/
Annual
ICD
Denominator:
Number of
hospital beds.
Major
operations
performed
Routine
Service
Data - CHIM
The number of
major surgical
operations
performed
during a
period.
Quarterly/
Bi-annual/
Annual
ICD
Minor
operations
performed
Routine
Service
Data - CHIM
The number of
minor surgical
operations
performed
during a
Quarterly/
Bi-annual/
Annual
ICD
125
INDICATOR
2010
Baseline
2011
Target
2012
Target
2013
Target
Data
sources
Measurement
Monitoring
Frequency
Responsibility
period.
Proportion of
Hospital beds
in
District/Region
allocated to
Mental Health
clients
Routine
Service
Data
CHIM
Proportion of
hospital beds
allocated
specifically for
admitting
mental health
patients out of
the total
number of
beds.
Quarterly/
Bi-annual/
Annual
ICD
Quarterly/
Bi-annual/
Annual
ICD
Numerator:
Number of
hospital beds
allocated
specifically for
admitting
mental health
patients
Denominator:
Total bed
complement of
the hospital.
Professional
mental health
staff per
Routine
Service
126
Proportion of
practicing
professional
INDICATOR
population ratio
2010
Baseline
2011
Target
2012
Target
2013
Target
Data
sources
Data - CHIM
Measurement
mental health
staff
compared to
the total
population
being served.
Numerator:
Number of
practicing
professional
mental health
staff.
Denominator:
Total
population in
catchment
area being
served.
127
Monitoring
Frequency
Responsibility
MILESTONES
2010
SO1: Bridge equity gaps in
access to health care and
nutrition services and ensure
sustainable financing
arrangements that protect
the poor
SO2: Strengthen
governance and improve
efficiency and effectiveness
in health service delivery
2012
2013
50% of district hospitals

equipped with
Comprehensive EmONC
equipment

and 50% of health
centres equipped with
C/BEmONC equipment
respectively

and 70% of health
centres equipped with
C/BEmOC equipment
respectively
Increase supervised
delivery to 50%
Pneumococcal and
rotavirus vaccines
successfully introduced
Adolescent health
services being provided
in 30 district hospitals
Universal coverage of
ITN/Ms achieved
Healthy lifestyles
integrated into basic
school and teacher
85% of children under

five years sleeping
840
new
functional
CHPS zones added
EmONC assessment
completed and
disseminated
SO3: improve access to

quality maternal, neonatal,
child and adolescent health
services
SO4: Intensify prevention
and control of communicable
and non-communicable
2011
National cancer plan

developed
128
diseases and promote

healthy lifestyles
training college curricula

50% reduction in Yaws
prevalence achieved
SO5: Strengthen institutional

care, including mental health
service delivery
Referral policy and

guidelines developed
Human Resource Strategic Plan Seek reference
ii
Demographic and Health Survey-2008 - projections
Community mental
health strategy
developed (and in
place?)
129
under bed nets

Ghs Monitoring & Evaluation Plan 2010-2013

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GHS MONITORING AND EVALUATION PLAN 2010-2013

GHS MONITORING AND EVALUATION PLAN 2010-2013

GHS MONITORING AND EVALUATION PLAN 2010-2013

GHS MONITORING AND EVALUATION PLAN 2010-2013

Artemesinin Combination Therapy

Information, Monitoring and Evaluation Department

GHS MONITORING AND EVALUATION PLAN 2010-2013

Leadership Development Programme

GHS MONITORING AND EVALUATION PLAN 2010-2013

PROCESS OF DEVELOPING THE M&E PLAN ........................................................................... 10

SITUATIONAL ANALYSIS ................................................................................................................ 12

PROGRAM DESCRIPTION AND FRAMEWORK ............................................................................... 15

INSTITUTIONAL ARRANGEMENT ................................................................................................... 39

MANDATE OF THE GHANA HEALTH SERVICE ........................................................................ 39

M&E MANDATE AND FUNCTIONS OF DIVISIONS ................................................................. 43

M&E ACTIVITIES ....................................................................................................................... 47

Roles and Responsibilities within GHS ........................................................................... 47

SUPPORT FOR M&E PROCESS FOR DIVISIONS AND PROGRAMS .......................................... 52

M&E CONDITIONS AND CAPACITIES ..................................................................................... 53

CAPACITY FOR MONITORING AND EVALUATION ......................................................... 53

TECHNICAL ASSISTANCE ................................................................................................ 54

STORAGE OF INFORMATION ......................................................................................... 54

EQUIPMENT AND LOGISTICS ......................................................................................... 55

THE MONITORING AND EVALUATION PROCESS ........................................................................... 56

REVIEW PROCESS IN THE GHANA HEALTH SERVICE ............................................................. 56

GHS MONITORING AND EVALUATION PLAN 2010-2013

USE OF DATA FOR DECISION-MAKING .................................................................................. 57

PLAN FOR EVALUTAION ........................................................................................................ 58

QUALITY ASSURANCE .................................................................................................................... 59

Ensuring Data Quality ........................................................................................................... 59

Improving the quality of data collection ............................................................................... 59

Standard Operating Procedures ........................................................................................... 60

Improving Timeliness, Completeness and Accuracy of Transmitted data ............................ 60

Data Quality Audit ................................................................................................................. 61

Feedback Processes .............................................................................................................. 61

REPORTING MILESTONES .................................................................................................. 63

PROGRAMMES/PROJECT MONITORING ........................................................................... 63

FINANCIAL REPORTS ......................................................................................................... 63

FINANCIAL AUDIT REPORTS .............................................................................................. 64

GHANA HEALTH SERVICE REPORT..................................................................................... 64

STRATEGIES TO ADDRESS MONITORING AND EVALUATION GAPS .................................. 65

M&E ACTIVITIES, TIMELINES AND BUDGET................................................................. 67

TABLE 8: M&E Activities and Timelines ..................................................................................... 67

GHS MONITORING AND EVALUATION PLAN 2010-2013

GHS MONITORING AND EVALUATION PLAN 2010-2013

GHS MONITORING AND EVALUATION PLAN 2010-2013

Dr. Paul Ntodi

Mr. Daniel Osei

Regional Hospital Medical Director Western Region

GHS MONITORING AND EVALUATION PLAN 2010-2013

GHS MONITORING AND EVALUATION PLAN 2010-2013

DHIMS is used at all levels in the health sector.

Evaluation of POW and Sector Performance via M&E activities

Resource Management gap

GHS MONITORING AND EVALUATION PLAN 2010-2013

Inadequate monitoring of M&E plans at all levels

Political influence and governments priorities

To address these gaps strategies will be developed to address issues relating to