State Programme Implementation Plan 2013-14 The annual plan for 2013-14 would be a precise and cogent work-plan and budget in excel format with specific basic information. There would be no elaborate write -ups. The budget sheet provided as part of this guideline has columns for the approved budget for 2012-13, and progress made, wherein state indicates physical achievement and expenditure against last years targets (April- October 2012). The subsequent columns are for 2013-14 budget. The PIP should make commitments to deliver results in terms of goals i.e. MMR, IMR and TFR as well as underlying
outcomes such as institutional delivery, full immunisation, contraceptive prevalence rate and unmet need. States are requested to use the survey (DLHS, AHS, SRS etc.) as well as HMIS data in planning. An explicit pro-poor focus through identification of vulnerable groups/high focus districts with relatively poor performance against RCH II indicators and ensuring that their needs are met. This would mean concentrating resources (staff, medical supplies, closer supervision, etc) to areas with the worst health outcomes and the greatest need. Prioritization of initiatives as per the need of the State is a must, given multiple needs in health sector and limited resources. E.g. the state will need to first operationalize facilities in high focus districts
and those having adequate patient load. States must specify a minimum of 10% of the funds allocated to districts as genuinely untied i.e. districts have the freedom to prepare their own schemes in response to local conditions. The key conditionalities agreed and enforced during the year 2012-13 would remain applicable in 2013-14: Rational and equitable deployment of HR with the highest priority accorded to high focus districts and delivery points. Facility wise performance audit and corrective action based thereon. Non-compliance with either of the above conditionalities may translate into a reduction in outlay up to 7 % and non-compliance with both translating into a reduction of up to 15%.
Gaps in implementation of JSSK may lead to a reduction in outlay up to 10%. Continued support under NRHM for 2nd ANM would be contingent on improvement on ANC coverage and immunization as reflected in MCTS. Vaccines, logistics and other operational costs would also be calculable on the basis of MCTS data. Initiatives in the following areas would draw additional allocations by way of incentivisation of performance: Responsiveness, transparency and accountability (up to 8% of the outlay). Quality assurance (up to 3% of the outlay).
Inter-sectoral convergence (up to 3% of the outlay). Recording of vital events including strengthening of civil registration of births and deaths (up to 2% of the outlay). Creation of a public health cadre (by states which do not have it already) (up to 10% of the outlay). Policy and systems to provide free generic medicines to all in public health facilities (up to 5% of the outlay). Areas of Focus Address the shortfall of Subcentres, PHCs & CHCs based on Census 2011 Adding infrastructure in high case load facilities e.g. 100/50/30 bedded MCH wings
Adding infrastructure for training institutions for nurses & allied health professionals Adding Drug Warehouses to strengthen the supply chain Strengthening Human Resource Strengthen Sub Centre as first port of call - 2 ANMs - 1 MPHW - 1 Community Health Officer - 1 LT cum drug dispenser HR augmentation at PHC/ CHC/ SDH/DH based on case load with special attention to nurses & allied health professionals Adding AYUSH doctors & using them for National Health
Programmes & public health functions (including monitoring, supervision, SHP etc) Planning for HR development creating new training capacities AMBULANCES & PATIENT TRANSPORT Universal penetration to be ensured Response time not to exceed 30 minutes Backward linkages for patient transport to be strengthened Provision for well-integrated Basic and Advanced level patient transport ambulances
ENSURING AVAILABILITY OF FREE DRUGS Ensuring universal access to free generic medicines in government health facilities including Govt. Medical Colleges, IPD & OPD through Clear Policy Articulation Preparation of Essential Drug List (EDL) Standard Treatment Protocols Robust Procurement Systems & Supply Chain Management Monitoring of Per Capita Expenditure on Drugs separately for IPD & OPD Prescription Audits Ensuring Quality of Drugs Establishing Drug Warehouses with requisite HR STRENGTHENING DISTRICT HOSPITALS
& COMMUNITY HEALTH CENTRES DISTRICT HOSPITALS For providing advanced multispecialty care To function as District knowledge centre for pre-service and in service education To be upgraded as teaching hospitals particularly in underserved areas Use district knowledge centres to act as resource centres for planning, epidemiology and data analysis COMMUNITY HEALTH CENTRES Ensuring functionality of CHC Adding beds/ HR etc as per case loads Strengthening CHCs as a hub for holistic programme management RCH FOCUS AREAS
Operationalizing Delivery Points Gaps in the identified delivery points to be assessed and filled through prioritized allocation of the necessary resources in order to ensure quality of services and provision of comprehensive RMNCHA + (Reproductive Maternal Neonatal Child Health and Adolescent Health) services at these facilities. The vacancies should be filled up on priority basis, HR posted in delivery points to be trained in all requisite skills and prioritised for any training programme e.g. all Medical Officers and Staff Nurses, positioned in FRUs/DH and 24x7 PHCs should be prioritised for FIMNCI training so that they can provide care to sick children with diarrhoea, pneumonia and malnutrition. These delivery points then must be branded and positioned as quality
RMNCHA + 24x7 Service Centres within the current year. The targets for different categories of facilities are: All District Hospitals and other similar district level facilities to provide the following services: 24 x 7 service delivery for CS and other Emergency Obstetric Care. 1st and 2nd trimester abortion services. Facility based MDR.
Essential new-born care and facility based care for sick newborns. Special Newborn care Units (SNCU) for care of the sick newborn should be established in all District Hospitals. All resources meant for establishment of SNCUs should be aligned in terms of equipment, manpower, drugs etc. to make SNCUs fully operational. Family planning and adolescent friendly health services RTI/STI services. Functional BSU/BB. The targets for different categories of facilities are: CHCs and other health facilities at sub district level (above block and below district level) functioning as FRUs to provide the same comprehensive
RMNCHA+ Services as the district hospitals. 24 x 7 PHCs and Non FRUs to provide the following services: 24 x 7 BEmONC services including conducting normal delivery and handling common obstetric complications. 1st trimester safe abortion services. (MVA up to 8 weeks and MMA up to 7 weeks) RTI/STI services. Essential new-born care and facility based care for sick newborns. NBSUs being set up at FRUs should be utilised for stabilization of sick newborns referred from peripheral units. Dedicated staff posted at NBSU must be adequately trained and should have the skills to provide care to sick newborns. Family planning Adolescent health services
The targets for different categories of facilities are: All identified SCs/ facilities will: Conduct Delivery by SBAs. Provide IUD Services Provide Essential New born care services. Provide ANC, PNC and Immunization services. Provide Nutritional and Family planning counselling. Conduct designated VHND and other outreach services. Maternal Health
Implementing free entitlements under JSSK Centralized Call Centre and Assured Referral Strengthening Mother & Child Tracking System Tracking severe anaemia JSY implementation Child Health All the delivery points must have a functional Newborn Care
Corner (NBCC) consisting of essential equipment and staff trained in NSSK. SNCUs - referral centres with provision of care to sick new borns in the entire district Nutrition Rehabilitation Centres (NRCs) are to be established in District Hospitals (and/or FRUs), prioritising tribal and high focus districts with high prevalence of child malnutrition. In order to reduce the prevalence of anaemia among children as a preventive measure, all children between the ages of 6 months to 5 years must receive Iron and Folic Acid tablets/ syrup (IFA) (as appropriate) for 100 days in a year. Availability of ORS and Zinc should be ensured at all subcentres and with ASHAs. Child Health
All ANMs are to be trained in IMNCI. All ASHA workers are to be trained in Module 6 & 7 (IMNCI Plus) for implementing Home Based New-born Care Scheme. The ASHA kit and incentives for home visits should be made available on a regular basis to ASHAs who have completed round 1 of training in Module 6. At least two health care providers should be trained in Lactation Management at District Hospitals and FRUs; other MCH staff should be provided 2 days training in IYCF and growth monitoring. Infant and Under-fives Death Review must be initiated for deaths occurring both at community and facility level. Family Planning
Strengthening spacing methods - Fixed Day IUCD services should be strengthened at facilities .Focus should be on IUCD services at sub-centers for at least 2 fixed days a week. Strengthening Post-Partum IUCD (PPIUCD) services at least at DH level with Post-partum sterilisation (PPS) made available. QACs should be strengthened for monitoring adherence to following existing protocols/ guidelines/ manuals and monitoring of FP Insurance. Adolescent Health A unit for adolescent health at state level with a nodal officer supported by preferably four consultants one each for ARSH, SHP, Menstrual hygiene and WIFS
AFHC - Number of functional clinics at the DH, CHC, PHC and Medical Colleges (dedicated days, fixed time, trained manpower). Number of clinics integrated with ICTCs School Health Programme Menstrual Hygiene Scheme (MHS) Weekly Iron and Folic Acid Supplementation programme (WIFS) Urban RCH Carry out a comprehensive third party evaluation of UHCs/ NGO performance including an assessment of reasons for low expenditure and gaps in implementation. State to share findings of GIS mapping and surveys to
identify pockets of urban slums etc. Adequacy of urban health centres to be assessed and states should provide clear justifications in case there is a proposal for increase. Data on performance to be used as an indicator in planning for 2013-14. Tribal Health States to clearly map out tribal areas and pockets which are hard to reach before planning activities for 2013-14. State to closely monitor progress (physical, expenditure) on all health activities in notified tribal areas.
On a quarterly basis, a progress report, including constraints faced and action proposed to be sent to MoHFW. Any additional staffing proposed needs to be substantiated with performance and case load data Human Resources A comprehensive HR policy to be formulated and implemented; to be uploaded on the State NRHM website too. Underserved facilities particularly in high focus districts/ areas, to be first strengthened through contractual staff engaged under NRHM. Similarly high case load facilities to be supplemented as per need All appointments under NRHM to be contractual; contracts to be
renewed not routinely but based on structured performance appraisal Decentralized recruitment of all HR engaged under NRHM by delegating recruitment process to the District Health Society under the chairpersonship of the District Collector/ Rogi Kalyan Samitis. Vacant regular posts to be filled on a priority basis: at least 75% by March 2013. Human Resources Details of facility wise deployment of all HR engaged under NRHM to be displayed on the State NRHM web site. AYUSH doctors to be more effectively utilised e.g. for supportive supervision, school health and WIFS. All contractual staff to have job descriptions with reporting relationships and quantifiable indicators of performance.
All performance based payments/ difficult area incentives should be under the supervision of RKS/ Community Organizations (PRI). Programme Management A full time Mission Director is a prerequisite. Stable tenure of the Mission Director should also be ensured. A regular full time Director/ Joint Director/ Deputy Director (Finance)
(depending on resource envelope of State), from the State Finance Services (not holding any additional charge outside the Health Department ) must be put in place, considering the quantum of funds under NRHM and the need for financial discipline and diligence. Regular meetings of state and district health missions/ societies. Key technical areas of RCH to have a dedicated / nodal person at state/ district levels; staff performance to be monitored against targets and staff sensitised across all areas of NRHM such that during field visits they do
not limit themselves only to their area of functional expertise. Performance of staff to be monitored against benchmarks; qualifications, recruitment process and training requirements to be reviewed. Programme Management Delegation of financial powers to district/ sub-district levels in line with guidelines should be implemented. Funds for implementation of programmes both at the State level and the district level must be released expeditiously and no delays should take place.
Evidence based district plans prepared, appraised against pre determined criteria; district plans to be a live document. Variance analysis (physical and financial) reports prepared and discussed/action taken to correct variances. Supportive supervision system to be established with identification of nodal persons for districts; frequency of visits; checklists and action taken reports. Remote/ hard to reach/ high focus areas to be intensively monitored and supervised. ASHA Clear criteria for selection of ASHA Well-functioning ASHA support system including ASHA days, ASHA
coordinators Performance Monitoring system for ASHAs designed and implemented (including analysis of pattern of monthly payments; identification of non/under-performing ASHAs and their replacement; and reward for well performing ASHAs). State to report on a quarterly basis on ASHAs average earnings/ range per month. Timely replenishment of ASHA kits. Timely payments to ASHAs and gradual shift towards electronic payment. Detailed data base of ASHAs to be created and continuously updated; village wise name list of ASHA to be uploaded on website with address and cell phone number. Untied Funds/ RKS/ AMG
Timely release of untied funds to all facilities; differential allocation based on case load. Funds to be utilized by respective RKS only and not by higher levels. Review of practice of utilising RKS funds for procurement of medicines from commercial medical stores and accordingly revisit guidelines for fund utilisation by RKS. Plan for capacity building of RKS members developed and implemented. RKS meetings to take place regularly. Audit of all untied, annual maintenance grants and RKS funds. The State must take up capacity building of Village Health & Sanitation Committees Rogi Kalyan Samitis and other community/ PRI institutions at all levels. The State shall ensure regular meetings of all community Organizations/
District / State Mission with public display of financial resources received by all health facilities. The State shall also make contributions to Rogi Kalyan Samitis. New Constructions/ Renovation Prioritization of construction of sub-centres as they are to the first port of call. Priority should next be given to delivery points and facilities in high focus districts with a view to reduce the disparity in access. Works must be completed within a definite time frame. For new constructions up to CHC level, a maximum of 2 years and for a DH a maximum period of 3 years is envisaged. Renovation/ repair should be completed within a year.
Requirement of funds should be projected accordingly. Funds would not be permissible for constructions/ works that spill over beyond the stipulated timeframe. New Constructions/ Renovation Standardized drawing/ detailed specifications and standard costs must be evolved keeping in view IPHS. Third party monitoring of works through reputed institutions to be introduced to ensure quality. Information on all ongoing works to be displayed on the NRHM website. Approved locations for constructions/ renovations will not be altered.
All government health institutions in rural areas should carry a logo of NRHM in English/ Hindi & Regional languages as recognition of support provided by the Mission. Procurement Strict compliance of procurement procedures for purchase of medicines, equipments etc as per state guidelines. Competitive bidding through open tenders and transparency in all procurements to be ensured. Only need based procurement to be done strictly on indent/requisition by the concerned facility. Procurement to be made well in time & not to be pushed to the end of the year.
Carry out an audit of equipment procured in the past to be carried out to ensure rational deployment. Annual Maintenance Contract (AMC) to be built into equipment procurement contracts. A system for preventive maintenance of equipment to be put in place. Mobile Medical Unit (MMU) Route chart to be widely publicised GPS to be installed for tracking movement of vehicles. Performance of MMUs to be monitored on a monthly basis (including analysis of number of patients served and services rendered). Service delivery data to be regularly made available in public
domain on NRHM website. A universal name Rashtriya Mobile Medical Unit to be used for all MMUs funded under NRHM. Also uniform colour with emblem of NRHM (in English/ Hindi & Regional languages), Government of India and State Government to be used on all the MMUs. Referral Transport Free referral transport to be ensured for all pregnant women and sick neonates accessing public health facilities. Universal access to referral transport throughout the State, including transport to difficult and hard to reach areas, to be ensured. A universal toll free number to be operationalized and 24x7
call centre based approach to be adopted. Vehicles to be GPS fitted for effective network and utilization. Rigorous and regular monitoring of usage of vehicles to be done. Service delivery data to be regularly put in public domain on NRHM website. IEC / BCC Comprehensive IEC/ BCC strategy to be prepared. IPC given necessary emphasis and improved inter-sectoral convergence particularly with WCD. Details of activities carried out to be made available /displayed on the website
Monitoring and Evaluation (HMIS)/MCTS) Data is uploaded, validated and committed; data for the month available by the 15th of the following month. Uploading of facility wise HMIS data by the first quarter of 2013-14 Facility based HMIS to be implemented. HMIS data to be analysed, discussed with concerned staff at state and district levels and necessary corrective action taken. Program managers at all levels use HMIS for monthly reviews. Monitoring and Evaluation (HMIS)/MCTS)
MCTS to be made fully operational for regular and effective monitoring of service delivery including tracking and monitoring of severely anaemic women, low birth weight babies and sick neonates. Pace of registration under MCTS to be fast tracked to capture 100% pregnant women and children Service delivery data to be uploaded regularly. Progress to be monitored rigorously at all levels MCTS call centre to be set up at the State level to check the veracity of data and service delivery. STRUCTURE OF THE PIP FOR 2013-14
A cover letter by State Mission Director- confirming/summarizing Targets and road maps in the last years booklet remain the same Self appraisal by the State Priorities of the State Budget proposed under main heads New initiatives/innovations Budget format in excel with tables for requisite information necessary for approval- budget sheet provides progress columns Annexure: Criteria for Self-appraisal State Resources and Other Sources of Funds TENTATIVE TIMELINES
Issuing of Guidelines- 15th September 2012 Appraisal of PIPs- 15th December to 15th January NPCC Meetings- 15th January to 15th February THANK YOU
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