2. Social Franchising development profile
2001 2003 2004 2005
Program RH
Malaria
STIs TB VCT
SQHC
Staff
73 331 467 559
9 15 22 29
3. Social Franchising development profile
2008 2010 2011
Program Pneu
IUD
PITC
ART, Ca Cx
PPH, PAC, MD
SQHC
Staff
879 1169 1300
66 143 143!
Non-SQH
SPH
100 235
137 1100 1500
4. In 2011, can we do all the activities
without increasing head count?
5. Current HR strength
1 Dy Country Director
1 Dy Director 4 Sr managers
7 Managers
11 Sr FO
50 FO 3 Opt officers
Admin staff43 Field leaders
1 Tech advisor
6. What we have done in 2010?
• Conducted 189 sessions of training related to 5
health areas
• Conducted over 22,000 monitoring and supervisory
visits to reach 1169 SQH clinics and 858 SPH
providers
7. Informal assessment on (TB+ others )FO’s time
allocation (n=7 August, 2010)
• Travel -16%
• Supply & revenue -4%
• Technical support -4%
• Check & work on forms -7%
• Others – 3%
Field (34%)
8.4 working days
• Pre-training – 5%
• Training – 14%
Training (19%)
4.7 working days
• Pre-trip – 8%
• Financial transaction – 5%
• Meeting – 1%
• MIS – 10%
• Assignment - 11%
• Others – 11%
Office (43%)
9.9 working day
8. Informal assessment on IUD SFO/FO’s time
allocation (n=12 August, 2010)
• Travel -16%
• Supply & revenue -1%
• Technical support -7%
• Check & work on forms -5%
• Others – 3%
Field (32%)
7.9 working days
• Pre-training – 5%
• Training – 18%
Training (23%)
5.7 working days
• Pre-trip – 5%
• Financial transaction – 5%
• Meeting – 6%
• MIS – 7%
• Assignment - 10%
• Others – 11%
Office (44%)
11.2 working day
Total working days: 24.8
9. Field staff’s time spent on channel and health
area during monitoring and supervision
SPH SQH
M & S RH IUD STI Mala Pneu TB Travel Supply Others
SQH-FO - 5% - 5% 5% 5% 30% 20% 20% 10%
IUD-FO - 2.5% 95% 2.5% - - - 50% 3% 10%
SQH/SPH-FO 30% 2% - 2% 2% 2% 12% 30% 10% 10%
Field leader 100% - - - - - - - - -
SPH
RH DTK Mala Pneu TB Others
Field leader 17% 13% 13% 13% 21% 25%
10. Implementing activities in 2011
• Continuing health program of previous year
• Expanding SQH and SPH channels
• Taking over new non-SQH channel
• Scaling up ART at cost and PITC
• Launching Medical detailing, Cervical cancer prevention and
treatment, PPH and PAC
11. Franchising Health Services to be implemented
by FD in 2011
RH
STM
LTM
Ca Cx
PPH
PAC
MD
SQH Non-SQH SPHCA
100
100 235 200
500- -
-
45 15 - -
- - - 560
1300 - - 1500
120- - 250
≈50% of trained
providers
GP
INGOs
TOP
12. Franchising Health Services to be implemented
by FD in 2011
HIV/STIs
STIs
(100)
VCT
PITC
(60)
ART
(80)
Malaria
SQH – (100)
SPH – (500)
Pneumonia
SQH – (100)
SPH – (500)
TB
SQH – (100)
SPH – (500)
13. Anticipated activities in 2011
• 266 training sessions (140% increase)
• 33,600 monitoring and supervision visits to 1300
SQH, 235 non-SQH, and 1500 SPH providers (153%
increase)
• 1,440 medical detailing visits to 120 non-SQH IUD
providers
14. Question 1: In 2011, is Franchising fit for us in
accordance with the departmental change?
15. Question 2: In 2011, can we do all the
activities without increasing head count?
16. If it is not possible to increase in head count
especially FO, how do we solve it out?
17. • Allocation of more time to monitoring and
supervision
• 80% of working days in field
Field (↑)
• Move training assignment to other
senior staff
Training (shift
assignment)
• Reduction of office work
• Limitation to meeting/financial transaction
and pre & post trip preparation
Office (↓)
( )
Paradigm shift of FO’s monitoring &
supervision
18. Other issues following the paradigm shift
• To improve field staff’s quality at monitoring and
supervision aspect
• To coordinate effectively among units of a new set-up
• To effectively operate implementing activities
• To continue entrepreneurship of the department
19. Issues still need to be tackled
• Creating more transparent environment
• Eliminating unfairness within department
• Minimizing staff turn-over
