Report submitted to (1)

The USAID-MAPS Project is A 5 year Integrated Malaria Control Program Funded by Presidential Malaria Initiative
through United States Agency for International Development
1
Report submitted to:
USAID-MAPS
8th Floor, River Plaza 470
Agbogo Largema Street, Central Business District,
Abuja
Nigeria
(Batch 2)
Consultants Names:
Dr Agbenin Andrew - Team leader
Mrs Nwani Chinyere
Mr Nwazunku Augustine A
12th September-14th September, 2012
Management Capacity Building for Officers-in-charge of Primary Health Care
Facilities and Local Government Area Malaria Focal Persons, Afikpo North/South
Local Government Areas, Ebonyi State.

2
Final Approval
Report approved and Signed off by:
(Note that final payments can only be made when reports are finally signed-off)
Table of Contents
Acronyms
Approval Date Initials
Lead Advisor
Chief of Party
Section Page No.
Section 1 Title Page 1
Table of Contents 2
Acronyms 3
Acknowledgements 3
Section 2
1 page Executive Summary (summary of findings and
recommendations)
3,4&5
Section 3
2 pages
(max)
3.1 Background & Introduction 5&6
3.2 Objective of the Assignment 7
3.3 Approach and Methodology 7&8
10
pages
(max)
3.4 Key activities
o Preparation
o Opening session
o Technical sessions
o Selection of participants for the next activity
8-14
3.5 Emerging issues 14
3.6 Recommendations 15
3.7 Next Steps 15
Section 4 Annexes:
Annex 1: Terms of Reference
Annex 2: Consultants profile-12 lines (max)
Annex 3: Agenda for preparatory meeting
Annex 4: Time table
Annex 5: List of Participants – (disaggregated)
Annex 6: Completed Assessment sheets
Annex 7: Groups for Modules in practice session
Annex 8: How to organize the practice session
15-99

3
ACTs - Artemisinin Combination Treatments
EURO - Established systems, Usable technology, Respect for timeliness,
Organisational guidelines
MAPS - Malaria Action Program for States
MTEF - Medium Term Expenditure Framework
MoH - Ministry of Health
NEEDS - National Economic and Empowerment Development Strategy
NToT - National Training of Trainers
RAVES - Reliable, Appropriate, Valid, Easy and Sensitive
SWOT - Strength, Weakness, Opportunity and Threat
SToT - State Training of Trainers
SUFI - Scale Up For Impact
SuNMaP - Support to the National Malaria control Program
SMART - Specific, Measurable, Achievable, Realistic, Time-bound
SEEDS - State Economic and Empowerment Development Strategy
TOR - Terms Of Reference
USAID - United State Agency for International Development.
Acknowledgements
The consultants are grateful to the following for their assistance in the production of this
report:
Name Position Organisation
Mrs Igwe Uchenna Capacity Building
Officer(CBO)
MAPS
Disclaimer: The contents of this report are the sole responsibility of its authors and do not
necessarily reflect the views of USAID-MAPS project.
2.0 Executive Summary
Annex 9: Allocation of topics for Modules in practice
Annex 10: Presentations (if any)

4
The system strengthening component of MAPS’ support is geared towards improving
capacity for malaria program management at the state and Local Government Area
levels. Setting the stage for this process involves State Executive Management
Orientation(SEMO) for senior state health executives, program management training to
enhance the capacities of heads of health facilities, Local Government Area Primary
Health Care(PHC) coordinators/medical officers of health and officers-in-charge(OICs) of
Primary Health Care(PHC) facilities. The aim is to build their capacity in program
management that will enable them to carry out their roles and responsibilities more
efficiently and effectively in resource and systems management, their roles and
responsibilities in malaria interventions, leadership and coordination of malaria programs.
To accomplish this, the Local Government Area Management Training (LGAMT) for batch
2 was held for OICs and malaria focal persons at Ebonyi Hotels, in Afikpo North LGA of
Ebonyi state on the 12th-14th September, 2012. To support the training activities, three
consultants including a coordinating consultant arrived Abakaliki, the capital of Ebonyi
state, on the 9th of September, 2012 to draw up a training plan for the program. The
preparatory meetings of 10th and 11th September were held in Abakaliki after which the
team of consultants moved to Ebonyi Hotels in Afikpo North LGA of Ebonyi state on the
12th of September to deliver the training that ran from 12th-14th of September involving
thirty (30) participants. These participants were trained on general management,
integrated supportive supervision and on-the-job capacity building, planning and
budgeting and monitoring and evaluation. At the end of each session, the bridging of gap
between management theory and practice form was administered to all the participants
who attended the session
The adult learning participatory approach was used to expose all the participants to the
four program management modules that were contextual and interactive in nature. The
training was able to emphasize the importance of program management for OICs and
malaria focal persons towards achieving malaria control programs for a strengthened
health sector. There was enthusiasm and passion to learn among the participants.
In evaluating the training, 95% of participants rated the training as very good while 5% of
participants rated it as good, on the relevance of the training to their job, 85% of
participants described the training as very relevant to their schedules of duties as against

5
15% who rated the training as relevant to their work. On methodology used in delivering
the training modules, all the participants (100%) rated the approach as very satisfactory.
Ninety five(95%) percent of the participants were satisfied with everything that was done
during the training and did not have issues that needed to be addressed but 5% of the
participants said they would have loved the training to be a residential one for them
because of issue of going and coming from home to the training venue
On the whole, the training did meet its overall specific objectives.
3.1 Background and Introduction
Nigeria is committed to making progress towards the achievement of the Millennium
Development Goals (MDGs). An effective malaria control Program is required for the
achievement of the targets related to child mortality, maternal mortality, and reducing the
burden of communicable diseases.
A rapid baseline capacity building needs assessment for malaria control at federal level
and in six Nigerian States (SuNMaP, 2008 & 2010) found a wide range of training
materials for malaria control; many of them neither targeted nor domiciled in NMCP. With
support from SuNMaP (another Malaria Control program supported by UK Aid/DfID), the
National Malaria Control Program (NMCP) has developed a harmonized capacity building
package for program management and service delivery. The package includes 14
modules developed through utilizing, re-aligning, re-working, and updating existing
materials and developing new ones where necessary. The Program Management
modules include:
- General Management
- Program Planning & Budgeting
- Integrated Supportive Supervision and
- On-the-Job capacity building and Monitoring and Evaluation
- Etc
USAID-funded Malaria Action Program for States (MAPS) is a 5 year project taking on
the USAID mandate of improving malaria control at scale in seven Nigerian States
(Benue, Cross-River, Ebonyi, Kogi, Nasarawa, Oyo and Zamfara). Health Partners
International (HPI) is part of a consortium led by FHI 360 implementing the MAPS

6
program on behalf of USAID. HPI is specifically responsible for the implementation of
improved capacity for malaria program management at the State and local government
levels. Treeshade Associates, Nigeria Ltd., a firm of Health and Social Development
Consultants is working with HPI during 2012 to provide technical assistance to the initial
roll-out of the Program Management Modules in the MAPS Project - supported States.
The overall objective of the assignment is to assist the six MAPS-supported States to
strengthen their capacity in the management of malaria control. More specifically, the key
activities include:
o Training plan development (undertaken separately by MAPS)
o National Training of Trainers
o 3-day state level orientation of health sector executives using the management
support modules
o State Training of Trainers (SToT)
o State level training of heads of health facilities, LGA PHC Coordinators/Medical
Officers of Health
. Training of officers in charge of PHC facilities
3.2 Objectives of the assignment
The specific objectives of the Management Capacity Building for Officers in Charge of
Primary Health Care facilities and LGA Malaria Focal Persons include to:
i. Initiate the process of enhancing their capacity to apply the basic elements of
management
ii. Share with them the basic elements of general management required to make the
provision of quality health services more efficient, effective, and sustainable
iii. Introduce the Integrated Supportive Supervisory system and the On-the-Job
Training process, highlighting the roles and responsibilities of Officers in Charge of
Primary Health Care facilities and LGA Malaria Focal Persons in operating the
system

7
iv. Discuss the structure, process and importance of Monitoring and Evaluation (M&E)
and ways to improve the management of malaria specific data through the routine
Health Management Information System (HMIS) and other sources.
v. Identify proper planning and budgeting at LGA and health facility level as vital to the
achievement of national policies and strategies for malaria
vi. Discuss their roles and responsibilities in the development, implementation and
evaluation of State comprehensive operational plans and LGA action plans for
malaria control.
3.3 Approach and Methodology
The adult learning participatory approach was used to facilitate the sessions through
participation and experiential learning and sharing and this involved group activities in
executing tasks and plenary sessions presentations.
The training involved thirty (30) participants who are OICs in their health facilities and
whose categorization by rank is as follows:
Rank Frequency % Frequency
1 CCHEW 1 3.33
2 HSCHEW 3 10.0
3 PCHEW 4 13.3
4 JCHEW 3 10.0
5 ACCHO 1 3.33
6 SCHEW 6 20.0
7 MLT 3 10.0
8 JCHEW 2 6.67
9 HMIS officer 1 3.33
10 HCHEW 1 3.33
11 PMLT 2 6.67
12 HMRT 1 3.33
13 PT 1 3.33

8
14 Nurse 1 3.33
TOTAL 30 100
The Table above Shows Categorization of OICs by Ranks/Designations
Key:
CCHEW -Chief community health extension worker
HSCHEW -Higher senior community health extension worker
PCHEW -Principal community health extension worker
JCHEW -Junior community health extension worker
ACCHO -Assistant chief community health officer
SCHEW -senior community health extension worker
MLT -Medical laboratory technician
JCHEW -junior community health extension worker
HMIS -Health management information system
HCHEW -Higher community health extension worker
PMLT -Principal medical laboratory technician
HMRT -Higher medical record technician
PT -Pharmacy technician
NOTE: The senior community health extension workers (SCHEW) represent the highest
number 0f OICs that took part in the training and that represents 20% of the participants
and this was closely followed by principal community health extension workers (PCHEW)
with 13.3% of participants as OICs that were part of the training.
3.4 Key Activities
Preparatory meeting
The two day preparatory meeting for the Local Government Area Management Training
(LGAMT) commenced on the 10th September, 2012 at the MAPS office, Abakaliki, with
the lead consultant coordinating the session .
The activities of the first day started with self-introduction followed by the development
of the preparatory meeting agenda (see annex 3). The terms of reference was clarified
by the lead Consultant (see annex 1).The activities and roles of the Consultants were
also clarified (see annex 9). The time table for the meeting was developed and roles
assigned (see annex 4). The opening session agenda (see annex 7) and the opening

9
session plan (see annex 8) were developed. The Consultants worked on the technical
session plans (see annex 9) after which the filling of the bridging the gap form between
management theory and practice was discussed and issues clarified on how to fill them
(see annex 11)
On the second day, 11th of September, 2012, all the materials and equipment requested
for were sighted, inspected and assembled ready for transportation to the venue of the
meeting in Afikpo North LGA of Ebonyi state. This was followed by a discussion on the
format for report writing. The session plans were rehearsed and adjusted based on time
allotted for the sessions. The list of Participants was reviewed and allocated to four groups
(see annexes 5 and 6) and the lists were printed to be placed on each table to determine
seating arrangement.
The Consultants departed Abakaliki at about 3:00pm for Ebonyi Hotels, Afikpo North LGA
of Ebonyi state, which was the venue for the training.
On arrival, the hall was inspected and arranged. The activity strips were developed and
printed.
Opening Session
The opening session started a bit late due to late arrival of participants, however, the
session went as planned. The session started with an opening prayer that was said by
one of the participants and this was followed by self-introduction of all participants
including the facilitators. The objectives of the training were clarified by the lead facilitator
while logistics and administrative issues were also clarified by the MAPS officer in the
state.
Technical Sessions:
General Management Session
This session was facilitated by Dr Agbenin Andrew. In this module there were six
activities. The facilitation of the General Management module was guided by participatory
adult learning principles/experience sharing and respect for all opinions. The session
started with a brief introduction on why managers in the health sector need training on
General Management. This was followed by several activities/tasks, group work and
plenary presentations revolving on who a manager is, the activity profiling of managers,

10
definitions of key terminologies in management: resource, resource management and
systems
The general approach for the training was interactive and participatory and their
performances from group work were highly commendable and satisfactory. The group
activities were managed by respective team leaders, presenters and the notes takers.
These officers were usually changed after each activity.
The EURO concept and how it applies to various resources in the Health Sector was
introduced and participants demonstrated a high level of enthusiasm to use the
knowledge acquired for effective and efficient management of their resources. The
presentation of the EURO task was by Gallery involving all the groups or teams.
In other activities, participants were asked to share their understanding of the following terms:
delegation of authority, meetings, leadership, capacity building (not just training or workshop) and
report writing. Other activities included the description of the composition of their state malaria
control program, they were requested to list the roles and responsibilities of their state malaria
control program on flip chart and also list their own roles and responsibilities in their state and
LGA plans for malaria control.
The module remained the standard guide. Major teams’ activities were concluded with a short
Question and Answer session. This served to clarify views through guided reference to the
General Management Module.
The session was concluded with a task of bridging the gap (see annex 11). In general, the task
served to test their understanding of the module and sensitise them to applying the skills learned
from this training.
Issues in the management module: There is a need for more examples to illustrate the different
systems of the different resources and operational guidelines, rules and processes as indicated
in the EURO concept.
Planning and Budgeting Session
The program planning and budgeting session was facilitated by Mr. Nwazunku Augustine
Alugbala on Thursday September 13, 2012. It was guided by its module-specific session
plan based on the core “must know” contents of the module. The session therefore
provided opportunity for acquisition of in-depth knowledge on the essentials of planning
and budgeting process. Familiarity with the manual was repeatedly emphasized as intra

11
and post training reference. The facilitation occurred in two distinct sessions, namely,
planning and budgeting. Mrs. Nwani Chinyere, a colleague state based consultant and
the national consultant, Dr Agbenin Andrew embedded the two sessions. The sessions
which included group work were carried out as outlined in the session plan. Five nos.
group activities were used in the planning session and 6 for the budgeting session.
Session strips which outlined each group work were distributed to the participants for
easy reference. Where possible there were presentations of group work in plenary and
inputs obtained from participants to promote shared understanding of issues under
consideration. Interactive and participatory approach was employed to fully engage the
trainees during the sessions. Participants’ views and opinions were respected and
discussed based on the training objectives and the key module massages. Specifically
Individual reading of selected sections of training module and subsequent sharing of
individual understandings within groups; group reading of selected sections of training
module and group presentation of Group activity views/responses; gallery presentation,
role play and facilitator’s explanation in response to questions, concerns and issues from
participants were approaches employed during the sessions. Both sessions were very
informative and the participants appeared to grasp the concepts of ‘plan is essential for
informed action’ and ‘resource need list is helpful for prioritized allocation of scarce fund’.
Bridging the gap instrument was administered respectively at the end of planning and
budgeting sessions.
Many of the participants appeared to have attained a realization of the negative effects of
low opportunity for application of planning and budgeting process in their place of work.
Advocacy to policy makers towards improving participants’ involvement/inputs into the
planning and budgeting should be explored.
Integrated Supportive Supervision and On-the-Job Capacity Building (ISS/OJCB)
The ISS (Integrated Supportive Supervision) training commenced on the 13th of
September, 2012 after lunch and was concluded on the 14th of September, 2012 being
the next day before morning tea break with 90 % attendance and was facilitated by Nwani
Chinyere. To achieve effective participation, participants were divided into 4 groups and
each was asked to appoint a note taker, presenter and a leader.

12
The adult learning principles approach was totally adapted and the learning strategy used
was mainly participatory. The session started with an energiser by one of the participants.
As an introduction, the specific objectives of the training on ISS were carefully outlined
and the reason why managers should be trained on ISS was clarified and an overview of
Integrated Supportive Supervision (ISS) and the current supervision process was
expressed. ISS was introduced extensively.
The participants were taken through the core elements of ISS, the 8 steps of establishing
the ISS system, how to compose the ISS team and the 11 steps to employ when thinking
of implementing ISS visit. To further deepen their understanding on the difference
between ISS (Integrated Supportive Supervision), the current Supervision, supportive
supervision and on – the – Job – Capacity Building (OJCB), I organised the four groups
to act a short drama within 2 minutes to illustrate the various descriptions. The participants
did it so well that they got the clear picture of what the session was about. I also showed
pictures of the reaction of workers to supervisors and supportive supervisors to them and
they applauded the supportive supervision and labelled it the best when compared with
the “old” supervision practice.
The participants were so excited with the new ISS system and showed keen interest and
participation. I also got eight (8) participants to take part in the activity explaining the 8
steps of establishing the ISS system. Also the participants presented on gallery the eleven
(11) steps of the ISS visit.
Also the participants got to acquire a clear understanding on what on – the – Job Capacity
Building entails and was able to see the difference between the structured and
unstructured OJCB.
At the end of the session, responses from the excited participants showed that they were
eager to immediately replace the “old” supervision with supportive supervision and on –
the – Job – Capacity Building. They are also anxiously expecting that Integrated
Supportive Supervision shall start up in the State and in their LGAs.
Generally the ISS module was extensively our guide throughout the session and
participants were intermittently referred to the modules for clarifications.
It was a great privilege and exposure using this new innovative adult learning approach
which is participatory to facilitate this level of training. The difference in this style was very

13
massively beneficial as participants were able to demonstrate an in-depth understanding
of ISS generally and also as it relates to malaria control program.
Monitoring and Evaluation (M & E)
This session of the training took place on 14th of September, 2012 immediately after the
morning tea break and lasted for a total of 5 hours with about 100% attendance of
participants. For effectiveness, the participants were shared into four (4) groups with each
appointing a leader, a note taker and a presenter.
After these preliminary arrangements and emphasis on the strict observance of the
training ground rules; the technical session commenced using adult learning approach
and the learning strategy was mainly participatory. This session was facilitated by Mrs
Chinyere Nwani and supported by Dr Agbenin Andrew. Mrs Chinyere Nwani started the
session by telling the participants a short story about a woman whose daughter will be
getting married by December but doesn’t know how to cook Bitter leaf soup, how she set
out to achieve her set goal by giving her daughter money to go and buy ingredients from
the market, and then was always coming around as she was implementing the cooking
and then evaluated at the end by telling her the food was sweet. The specific objectives
of the training on monitoring and evaluation were carefully specified and few of the many
areas I internalized through active participation-group work, plenary and gallery
presentations were:
 Introduction to M & E Operational terms
 Malaria Specific Data
 Data collection/ tools
 Understanding Indicators
 Analysis, interpretation and use of data
The session was quite enterprising and interactive as there was maximum concentration
from the participants. I was challenged by the high level of concentration, participation,
intelligence and enthusiasm from the participants at every bit of the session.
At the end of the session, bridging the gap between management theory and practice
form for M&E was administered on the participants.

14
Module content issue: Issue in the monitoring and evaluation training module was the
omission of data management cycle in the trainee module and the inclusion of information
management cycle which was omitted in trainer module.
Process Evaluation:
At the end of every technical session, starting with General Management Module till the
last module, the facilitators usually held daily meetings in the evening of the training days
(12th-14th September, 2012) to review process by applying the concept of appreciative
inquiry and appraisal to detect strengths and weaknesses in the delivery of the module
and proffer suggestions for improvement in the next day tasks. This really guided us to
stay on track as outlined in’ how to train’ module and avoid didactic methodology.
Secondly, at the end of the training, the participants perception of the training was
evaluated using the standard evaluation format for the capacity building roll out and the
responses were collated and analysed.
3.5 Emerging Issues:
The EURO concept in the General Management module was strange to the participants
and it took the facilitator much time to explain this concept for their understanding
especially the examples of systems and organisational/operational guidelines. This could
be attributed to their level of education which was not so impressive as majority, if not all
of the participants, do not have a university level education but middle level tertiary
education
Secondly, distraction of the participants was evident in the course of the training as some
participants had to leave the venue of the workshop in the middle of their training for one
screening or the other taking place in their LGAs where their presence was sought. This
affected their understanding of some parts of the program management modules as some
of them had to abandon the training to attend to issues in their LGAs. Because of this,
some of the participants did not fill the bridging the gap forms as they were not around
during the administration of the forms.
Some participants wished they were accommodated for the training to save them from
the hassles of coming from their various LGAs every day for the 3-day training. They

15
expressed dissatisfaction for the organizers for not making the training a residential one
for them.
3.6 Recommendations:
Training of this type should be made a residential one for the participants probably outside
their LGAs to create a conducive environment for learning and to avoid the type of
distraction that was observed during the training.
3.7 Conclusions:
The three-day training for officers-in-charge of primary health care facilities and malaria
focal persons for batch 2 did indeed meet all its specific objectives.
3.8 Next step:
The next step should be to put a system in place to track how well this line of managers
have been able to bridge the gap between management theory and practice in their
various health facilities having undergone this training and this will enable MAPS/USAID
to know whether or not these managers have learnt and unlearnt new management
practices.
Annexes
Annex 1: Terms of reference
Terms of Reference
Management Capacity Building for Officers in Charge of Primary Health Care
facilities and LGA Malaria Focal Persons; being part of the roll out of the Program
Management Modules of the Harmonized Training & Support Materials for
Strengthening Capacity for Malaria Control in the six USAID/MAPS -supported
States
(Benue, Cross-River, Ebonyi, Kogi, Nasarawa, Oyo and Zamfara)
Background/Introduction
Nigeria is committed to making progress towards the achievement of the Millennium
Development Goals (MDGs). An effective malaria control Program is required for the

16
achievement of the targets related to child mortality, maternal mortality, and reducing the
burden of communicable diseases.
A rapid baseline capacity building needs assessment for malaria control at federal level
and in six Nigerian States (SuNMaP, 2008 & 2010) found a wide range of training
materials for malaria control; many of them neither targeted nor domiciled in NMCP. With
support from SuNMaP (another Malaria Control program supported by UK Aid/DfID), the
National Malaria Control Program (NMCP) has developed a harmonized capacity building
package for program management and service delivery. The package includes 14
modules developed through utilizing, re-aligning, re-working, and updating existing
materials and developing new ones where necessary. The Program Management
modules include:
- General Management
- Program Planning & Budgeting
- Integrated Supportive Supervision and
- On-the-Job capacity building and Monitoring and Evaluation
- Etc
USAID-funded Malaria Action Program for States (MAPS) is a 5 year project taking on
the USAID mandate of improving malaria control at scale in seven Nigerian States
(Benue, Cross-River, Ebonyi, Kogi, Nasarawa, Oyo and Zamfara). Health Partners
International (HPI) is part of a consortium led by FHI 360 implementing the MAPS
program on behalf of USAID. HPI is specifically responsible for the implementation of
improved capacity for malaria program management at the State and local government
levels. Treeshade Associates, Nigeria Ltd., a firm of Health and Social Development
Consultants is working with HPI during 2012 to provide technical assistance to the initial
roll-out of the Program Management Modules in the MAPS Project - supported States.
The overall objective of the assignment is to assist the six MAPS-supported States to
strengthen their capacity in the management of malaria control. More specifically, the key
activities include:
o Training plan development (undertaken separately by MAPS)

17
o National Training of Trainers
o 3-day state level orientation of health sector executives using the management
support modules
o State Training of Trainers (SToT)
o State level training of heads of health facilities, LGA PHC Coordinators/Medical
Officers of Health
o Training of officers in charge of PHC facilities
So far, in pursuance of the roll out of the Program Management Modules of the
Harmonized Training & Support Materials for Strengthening Capacity for Malaria Control
in the six USAID/MAPS - supported States, the Program have supported Benue, Cross-
River, Ebonyi, Nasarawa, Oyo and Zamfara States as follows:
1. Development of costed comprehensive training plans
2. National Training of Trainers (NToT) which took place from April 26 to May 2nd
2012.
3. 3-day State Level Orientation of Health Sector Executives using the Program
Management Modules.
4. State Training of Trainers (SToT)
5. 3-day State Level training of Heads of Hospitals and LGA Primary Health Care
Coordinators / Medical Officers of Health
Rationale
The system-strengthening component of MAPS’ support aims at improving capacity for
malaria program management at the State and LGA level (Intermediate Reporting area
(IR 4). Setting the stage for this process involves enhancing the capacities of heads of
health facilities, LGA PHC Coordinators/Medical Officers of Health and officers in charge
of PHC facilities to understand and carry out their roles and responsibilities more
efficiently and effectively in resource and systems management, oversight of malaria
interventions, leadership and coordination of malaria programs at the respective levels.

18
In five out of the six States, national level trainers and a core team of State level facilitators
have begun to work together, using experiential / adult learning and sharing techniques
through in-depth training events, hands-on support and on the job capacity building to roll
out the management modules at State and LGA level. Very recently, Heads of Hospitals
and LGA Primary Health Care Coordinators / Medical Officers of Health have been
trained. The management capacity building process will now be extended to Officers in
Charge of Primary Health Care facilities and LGA Malaria Focal Persons.
Purpose
The purpose of this assignment is to provide technical assistance to conduct a 3-day
Management Capacity Building for Officers in Charge of Primary Health Care facilities
and LGA Malaria Focal Persons; being part of the roll out of the Program Management
Modules of the Harmonized Training & Support Materials for Strengthening Capacity for
Malaria Control in the six USAID/MAPS -supported States.
Specific objectives
The specific objectives of the Management Capacity Building for Officers in Charge of
Primary Health Care facilities and LGA Malaria Focal Persons include to:
vii. Initiate the process of enhancing their capacity to apply the basic elements of
management
viii. Share with them the basic elements of general management required to make the
provision of quality health services more efficient, effective, and sustainable
ix. Introduce the Integrated Supportive Supervisory system and the On-the-Job
Training process, highlighting the roles and responsibilities of Officers in Charge of
Primary Health Care facilities and LGA Malaria Focal Persons in operating the
system
x. Discuss the structure, process and importance of Monitoring and Evaluation (M&E)
and ways to improve the management of malaria specific data through the routine
Health Management Information System (HMIS) and other sources.

19
xi. Identify proper planning and budgeting at LGA and health facility level as vital to the
achievement of national policies and strategies for malaria
xii. Discuss their roles and responsibilities in the development, implementation and
evaluation of State comprehensive operational plans and LGA action plans for
malaria control
Methodology
All the capacity building modules are designed to maximize adult learning through
participation and experiential learning and sharing. Didactic techniques must be kept at
the barest minimum. Each of the modules is designed to have both the trainer and trainee
versions, doubling as a training material and also as a guide to help managers in the
health sector to undertake specific tasks on their own. For example, the management
module addressing ISS/OJCB outlines in significant detail, how to set up an ISS/OJCB;
while the planning and budgeting module doubles a handbook for developing annual
operational and other plans.
The 3-day (non-residential) training with be carried out in clusters of 30 participants. Each
cluster will consist as follows:
Category Number
LGA malaria focal person 1
Officers – in charge of 29 Primary Health Care Facilities 29
TOTAL 30
Key activities will include:
Preparatory meeting (2 days)
Workshop (3 days)
Report writing (1 day)

20
Consultants and State level trainers per State
As much as possible, every opportunity to provide technical assistance (TA) to States,
SMCPs and LGAs is considered an opportunity for hands-on support and on the job
capacity building. Against this backdrop, TA activities are deliberately designed to
enhance stakeholder inclusion, participation, buy-in and ownership. Against this
backdrop, the Technical Support Team for each event will consist of one (1) national
consultant two (2) State level trainers. The skill mix of the three (3) technical support team
members will include General Management, Monitoring & Evaluation, Integrated
Supportive Supervision and Planning & Budgeting. The entire process will be coordinated
by one other national consultant.
Bridging the gap between management theory and practice
At the end of each module, participants are expected to identify issues/challenges in their
places of work and decide on specific action they will take to ensure improvement. The
table (attached below) will be used to facilitate the process.

21
facilities and LGA Malaria Focal Persons
in USAID/MAPS supported States
NAME: LGA/PHC Facility:
Session Issue areas in my place of work Specific action I will take
to ensure improvement
General
management
Integrated
Supportive
Supervisory
system and On-
the-Job Capacity
Building
Monitoring and
Evaluation (M&E)

22
Planning and
budgeting
Annex 2: Consultants’ Profile
Dr. Agbenin Andrew is a clinical pharmacist with the University of Calabar Teaching
Hospital and holds a bachelor of pharmacy (Bpharm), Doctor of Pharmacy (PharmD) and
Masters of Public Health (MPH) degrees. He is currently an associate of the West African
Postgraduate College of Pharmacists (WAPCP) with a bias for cardiovascular/Renal
pharmaceutical care. He has less than one year consultancy experience on program
management but has vast experience in clinical pharmacy practice that has spanned over
six years. He is single.
Nwazunku Augustine Alugbala is an employee Environmental Health officer in the
Ebonyi State ministry of Health. He is the Executive secretary of the Ebonyi State Agency
for the Control of AIDS, (EBOSACA), as well as the Project Manager of the Ebonyi State
World Bank Assisted Nigerian HIV/AIDS Program Development Project. Previous work
experiences include: Expanded program on Immunization manager for Ezza LGA,
Anambra State; Health Tutor at Enugu State School of Health Technology, Oji River;
Acting State Epidemiologist for Ebonyi State Ministry of Health; Health Management
Information Management Officer for Ebonyi State ministry of Health. Augustine holds the
following academic qualifications: Master in Public Health (MPH); Masters of Science
(Msc.) in Environmental Health Science; Bachelor of Science (Bsc.) degree in
Environmental Health Science; Higher National Diploma (HND) in Public Health;
certificate in computer application and information management ; certificate in information
communication technology and a Doctor of Philosophy (PhD.) in Environmental Health
Science (in View). His membership of professional associations/institutes/council include:
Licensed member Environmental Health officer’s council of Nigeria; Fellow institute of
Cooperate administration of Nigeria (FCAI); member institute of management
Consultants.

23
He has interest in general administration, management consulting, Environmental
management/quality improvement and socio-economic research/community capacity
development via involvement in civil society social work.
Augustine is a studious, self-motivated team player of significant exposures, experiences
and open readiness to learn. He desires to contribute positively to the common good of
humanity through personal improvement.
Nwani Chinyere is the Case management / Microscopy officer of the Ebonyi State
Malaria Control Program (SMCP),State Ministry of Health(SMOH). She holds a degree
(B.Sc) in Applied Microbiology, Diploma certificate in Computer repairs and maintenance,
a masters degree program in Public Health (In view). Chinyere has 3 years experience in
malaria case management. Other areas of special skills and competencies are in
participatory training and facilitation. She also assists malaria program managers in
coordination, program planning, costing and implementation related activities. Mrs
Chinyere trains health care providers on the national guidelines, framework and policy on
the treatment and management of malaria. I also conduct laboratory services and
pharmacovigilance at health facilities. She is a self-motivated and courteous team player
who desires to contribute her experience and knowledge while seeking avenues and
opportunities to improve professionally.
Annex 3: Agenda for preparatory meeting
MAPS/USAID-funded Management Training for officers-in-charge of Primary Health
Care Facilities in Ebonyi State.
Preparatory meeting for Management Training for Officers-in-Charge of Primary
Health Care Facilities and LGAs Focal Persons in Ebonyi State
Held at
3,Hon Nwazunku Close,Abakaliki,Ebonyi State
10th-11th September, 2012
Agenda.
1. Understand the Terms of Reference (ToR)

24
2. Discuss the objectives for the Management Training
3. Draw up an agenda for the opening session
4. Develop a time table
5. Get a list of participants and their designations.
6. Put the participants into groups
7. Have a shared understanding of the module
8. Report writing arrangement
9. Checklist of workshop materials
10.Logistics arrangement- Travel to Afikpo
11.Arrangement of the hall for the training
Annex 4: Time table
MAPS/USAID-funded LGAMT for the roll out of the Programme Management Modules
of the Harmonized Training & Support Materials for Strengthening Capacity for Malaria
Control in Nigeria
LGA Management Training for Officers-in-charge Of PHC,Ebonyi State
Ebonyi Hotels,Afikpo North LGA,Ebonyi State
12th-14th September, 2012
Time Wed,12th Sept,2012 Thursday,13th
Sept,2012
Fri,14th Sept,2012
8.00am – 8.30am Registration Reflection(Nwani&Agbenin)
8.30 – 10.00am Opening Session Planning & Budgeting
(Mr Nwazunku)
ISS/OJCB/Bridging the
gap
10.00am – 10.30 Tea Break
10.30 – 11.30
General Management
(Dr Agbenin)
Planning &
Budgeting/Bridging the
gap
Monitoring &
Evaluation
(Mrs Nwani)
11.30 – 1.30pm General Management
1.30pm -2.30pm Lunch/Prayer

25
2.30 pm – 4.00pm General Management ISS/OJCB
(Mrs Nwani)
Monitoring &
Evaluation/bridging the
gap
4.00pm – 4.15pm
4.15pm – 5.30pm General
Management/bridging
the gap
ISS/OJCB
Wrap up/feedback
(Dr Agbenin)
5.30pm Tea break/Closure
Annex 5: List of participants.
AFIKPO LGAMT LIST OF PARTICIPANTS
S/N NAME LGA HEALTH
FACILITY
DESIGNATION QUALIFICATIONS
1 Omeri Dorathy
Afikpo
North Amangbala
H/c
CCHEW
2 Ogbuu Charity .c.
Afikpo
North Poperi H/c HSCHEW
3 Ewa Agnes .O.
MDGs
Amankwo PCHEW
4 Uche Kingsley.A.
Afikpo
North Ibii H/c JCHEW
5 Oko – Azu Eunice
.u.
Ivo
Obulor H/c ACCHO FSLC,WASC,Diploma(CHO)
6 Nkpana Benedeth Amaeze H/c SCHEW OND,FSLC,SSCE
7 Obasi
Christopher.O.
Ivo Ivo LGA HMRT

26
8 Ekenma .C. Ibiam
Afikpo
South
Model PHC
Ebunwana SCHEW
9 Kama Janet .E.
Afikpo
South
Afikpo South
LGA.
Pharmacy
Technician Pharmtech certificate
10 Azubuike Uzochi
Afikpo
North MCH Clinic Nurse General nursing
certificate(GNC)
11 Ogba Queenta
Afikpo
South Itim MDG H/c SCHEW
12 Comfort Nnachi.
A.
Afikpo
South Ugwuama
H/c
CHEW
13 Ngene Rita. N.
Afikpo
North Amangbala
H/c
SCHEW
14 Nkechi Uka Ruth
Afikpo
South Itim MDG H/c LT HND(Microbiology)
15
Orji Uzor .C. Ivo Model H/c JCHEW
16 Kalu Gold .N. Ivo Model H/c Lab. Tech. HND(Laboratory technology)
17 Nkechi Oko
Afikpo
North Evuko MDG HMIS Officer
HND(Information
management)
18 Alu Obia
Afikpo
North MCH Clinic SCHEW
19 Felicia Ekenma
Afikpo
South
Model PHC,
Ebunwana HSCHEW
20 Agatha .O. Okorie
Afikpo
South Amangwu
H/c
HCHEW

27
21 Azubuike Ugwu
Afikpo
South G/H Owutu PMLT
MLT,WASC,FSLC
22 Rita Ogbuu .E.
Afikpo
South Ogbuu H/c SCHEW
23 Aja Jane .O. Ivo Amaeze H/c PCHEW FSLC,SSCE
24 Amadi Chimezie Ivo G/ H Ishiagu PMLT HND(Science laboratory
technology)
25 Ogbuagu
Christiana
Afikpo
North Ndibe H/c PCHEW
26 Uguba Angela .E.
Afikpo
North Unwana H c SCHEW
27 Chukwu Monica Ivo Iyioji H/ c JCHEW BA(English)
28 Ndukwe
Emmanuel Ama
Afikpo
South
Ogwuma
Health post
Lab.
Technician. OND(MLT)
29 Agwu Mercy
Olughu
Afikpo
South Ekoli PHC HSCHEW
30 Nwegwu Daniel Ivo Amaeze H/c PCHEW
Annex 6: Grouping of Participants(Disaggregated)
TEAM ONE(Dr Agbenin Andrew)
1. Omeri Dorothy .O.
2. Ogbuu Charity C
3. Ewa Agnes.O.
4. Uche Kingsley.A
5. Oko – azu Eunice.U.

28
6. Nkpana Benedeth
7. Obasi Christopher
8. Ekenma Ibiam.C
.
TEAM TWO (Dr Agbenin Andrew)
1. Kama Janet.E.
2. Azubuike Uzochi
3. Ogba Queenta
4. Comfort Nnachi.A.
5. Ngene Rita.N.
6. Nkechi Uka
7. Orji Uzor.C.
TEAM THREE(Chinyere Nwani)
1. Kalu Gold .N.
2. Nkechi Oko

29
3. Alu Obia
4. Felicia Ekenma
5. Agatha .O. Okorie
6. Azubuike Ugwu
7. Rita Ogbuu.E.
8. Aja Jane
TEAM FOUR(Nwazunku Augustine.A.)
1. Amadi Chimezie
2. Ogbuagu Christiana
3. Uguba Angela.E.
4. Chukwu Monica
5. Ndukwe Emmanuel Ama
6. Agwu Mercy Ohegbu.
7. Nwegwu Daniel

30
Annex 7: Opening Session Agenda
MAPS/USAID-Funded management training for Officers-in-charge of Primary
Health Care Facilities in Ebonyi State
Title: Opening session agenda
Venue: Ebonyi Hotels,Afikpo North LGA
Date: 12th Sept,2012
1 Opening prayer
2 Welcome address/opening remark by SMCP
3 Self introduction
4 Objective of the meeting
5 Setting of ground rules
6 Administrative/logistics announcement by MAPS officer of the state
Annex 8: Opening session plan
MAPS/USAID-Funded management training for Officers-in-Charge of Primary
Health Care and Malaria focal persons in Ebonyi State
Venue: Ebonyi Hotels,Afikpo North LGA
Date: 12th Sept,2012
SESSION PLAN FOR OPENING SESSION
SESSION TITLE: OPENING SESSION
OBJECTIVES OF THE OPENING SESSION
1 To create an avenue for participants and facilitators to get acquainted with one another
2 To introduce the participants to the purpose of the meeting.
3 To generate ground rules.
4 To clarify administrative/logistics issues
EQUIPMENT NEEDED FOR OPENING SESSION

31
1. Flip chart stand
2. Public address system
3. Multimedia projector and screen
4. Laptop
5. Power point
6. Electrical extension box
7. Printer
MATERIALS MEEDED FOR THE OPENING SESSION
1. Flip chart
2. Markers
3. Masking tapes
4. Adhesive papers
CONTENTS AND SUBTIMING OF ACTIVITIES DURING THE OPENING SESSION
ACTIVITY I:
Opening prayer: Nwani Chinyere 8:30 – 8:35AM
ACTIVITY 2:
Welcome address: SMCP 8:35 -8:40AM
ACTIVITY 3:
Self introduction: Nwani Chinyere
(Name,designation and place of work) 8:40 – 9AM
ACTIVITY 4:
Objectives of the meeting: Dr Agbenin Andrew 9AM – 9:05AM
ACTIVITY 5:
Ground rules: Nwani Chinyere 9:05AM – 9:20AM
ACTIVITY 6:
Administrative/logistics announcement PHARM. UCHE IGWE, MAPS SCBO :
9:20 – 9:30AM

32
Annex 9: Technical session plans
Facilities and LGA Malaria Focal Persons in Ebonyi State
Ebonyi Hotels,Afikpo
GENERAL MANAGEMENT SESSION PLAN
BY
Dr Agbenin Andrew
Date :12th September, 2012
 Generate a list of regular and non- regular activities in the work of managers in
the health sector
 Identify the basic management tasks performed by managers in the health
sector.
 Describe the different types of resources available to managers in the health
sector and discuss ways to improve on how resources are currently managed.
 Describe the set up and workings of malaria control teams.
‘Time allocated: 5hrs 30mins
Equipment needed: flip chart stand,
Materials needed: flip chart paper, markers, trainee modules, EURO worksheet, puzzle
for activity 5, (NMPC organogram), activity slips for group work in activity 5, paper, and
cardboard.
Part One
S/N Activity Description Allotted Time Comments
OPENING
Opening- 5 minutes Plenary

33
Share learning objectives and
ask participants to read
Request the group to appoint:
A Group Leader, A Note Taker
and Decide on who will
present
5 minutes Group work
Introduction: Why do health
workers need management
training?
10minutes Give two examples of the
usefulness of management in
real life situations if you can.
ACTIVITY ONE
1 Request participants to think as
a group and write a brief
description on a flip chart
(operational definition) of: WHO
IS A MANAGER IN THE
HEALTH SECTOR?
15mins
Group work
2 A group presents in the plenary
and others to fill in the gap
25 minutes Distribute module, and refer
participants to page 5 to read
out the definition Total= 60min
(11.30am to 12.30am)
ACTIVITY TWO
1 Participants as a group to think
and using bullet points on a flip
chart make a list of
management type activities
(routine and non-routine) they
undertake in their daily, weekly,
15minutes
Group Work
Things needed flip chart paper
and markers.

34
monthly or annual work.
(EXCLUDE CLINICAL DUTIES)
2 Presentation by one group to a
large group, comparison and
filling in the gaps by other
groups
15 minutes Other groups to paste their flip
charts on the wall. Refer to
Activity Profile on page 6 of
your manual and page 5 on the
trainee manual.
3 Summarize the session 5 minutes Summarise by saying that all
what the manager does in the
health sector is to manage
resources using established
systems…skilfully and
objectively
Total=35mins
(12.30 to 1.05pm)
ACTIVITY 3
1 ASK participants as a group to
answer the following three (3)
questions :
o ‘What is a resource?’ (give
examples)
o ‘What is resource
management?’
o ‘What is a system?’
10 minutes Group work
2 Ask a group to present and
others to fill in the gaps
10 minutes DISCUSS with the group, refer
to page 6 of the module and
ensure that the points therein
are covered

35
3 Summarize & Mention that
management modules of the
Harmonised Training & Support
Materials For Strengthening
Malaria Programme
Management And Service
Delivery in Nigeria covers 5
major systems:
o Planning and Budgeting,
o Supportive Supervision
and on the job training
o Monitoring and
Evaluation
o Procurement, logistic
and supply chain
management
o Accounting and records
The General Management
module cross-
cuts/introduces/sets the stage
for the five other modules.
However, in this training, we
shall be focusing on:
o Supportive Supervision
and on the job training
o Monitoring and
Evaluation
o Planning and Budgeting
5 minutes In the activity profiling of the
manager in the health sector
we identified planning,
supervision, review, etc. as
parts of his management
duties. This module is cross-
cutting and sets the stage for
in-depth discussion of some of
these activities….
Time (25mins) 1.05 to 1.30pm
Total Time Allocation 2 hours Break for lunch

36
Part Two
Basic Elements of Resource Management: the EURO ASSIGNMENT – Examples,
Challenges, and Recommendations
ACTIVITY FOUR
1. Ask Participants to read the
introduction to section 3.1.
Basic elements of resource
management
10 minutes
The E U R O Group work
Pages 6 and 7 of the trainee
module
2. DISTRIBUTE the printed EURO
activity work sheet,
Discuss one point each with each
group to be sure that there is a
clear understanding of what is
expected.
Ask participants to fill in the chart
for the resource that relates to
their Teams
Introduce an energizer if
participants seem dull.
40 minutes Resources to work on:
1. Human Resource for
Health
2. Finance
3. Infrastructure, equipment
and supplies (including
drugs)
4. Service Delivery
Points/Facilities
4. Ask each group to paste their
completed EURO worksheets on
the wall for a gallery
presentations
30 minutes (In plenary )
SUMMARISE the challenges
and solutions that the groups
present. DISCUSS any
problems that groups might
have experienced and clarify
any outstanding issues.
TOTAL TIME 1 hr 10mins 1hr 10mins ( 2.30pm to
3.50pm)

37
3 Wrap up the session 5mins (Emphasize the importance of
the EURO concept in resource
management and their needs
to understand the concept and
apply it in their management
activities)
Part three
INTERNAL MANAGEMENT OF MALARIA CONTROL PROGRAMME(MCP)
ACTIVITY 5
1 a)Describe the composition
of your state malaria control
program(SMCP)
5mins for group
work
Discuss in plenary and refer
participants to page 27 of
trainee’s module for
comparison with how it is
described in the
module.(10minutes)
b) Use bullet points to list
the roles and
responsibilities of State
Malaria Control
Programme(SMCP)
5mins for group
work
10mins for presentation in
plenary
2 List your roles and
responsibilities in your state
and Local Goverment
5mins 10minutes for a group to make
their presentation and others

38
Areas plans for malaria
control
to fill in the gap(Plenary
presentation)
3 Wrap up the session 10minutes Emphasize that a well
constituted,equipped and
functional SMCP is essential
to the achievement of the roll
back malaria targets of Nigeria
ACTIVITY 6
1 Ask the participants to,in
the context of MCP,share
their understanding of:
a) Delegation of
authority
b) Meetings
c) Leadership
d) Capacity
building(not just
training or
workshop)
e) Report writing.....
15minutes(group
work)
10 minutes of
one group
presentation
while others fill in
the gap
Refer participants to pages
12-22 of Trainee’s module.
Wrap up the
session(5minutes)
Planning and Budgeting Session.
BY
NWAZUNKU AUGUSTINE A.
September 13, 2012.
SESSION TITLE PLANNING & BUDGETING.
AIMS/OBJECTIVES/OUTCOME
S
At the end of this session, participants should be
able to

39
1. Identify planning & budgeting as major
management tools.
2. Discuss the major elements of planning and
budgeting.
3. Associate planning and budgeting as
interwoven process.
4. Demonstrate an enhanced understanding of
the process of operational planning and
evidence based budgeting for malaria
control.
5. Explain how planning and budgeting for
malaria control at various levels could work
together to enhance the achievement of
national targets to improve health and reach
the millenniums Development Goals.
6. Identify the various national/State level
documentations (policies, strategies,
guidelines etc) within which context planning
and budgeting for malaria control must be
situated.
EQUIPMENT NEEDED Flipchart stands, flipchart papers, projector, public
address system, Laptop, Printer.
MATERIALS NEEDED Flipchart, marker, masking tape, cardboard sheet,
Plain sheets, writing materials for participants (
jotter, pen, pencil, sharpener, eraser), trainer and
trainee modules.
CONTENT SUBTIMIN
GS
ACTIVITIES.
PLANNING & BUDGETING 1 2hrs. RESPONSIBLE PERSON: NWAZUNKU A. A.
o Stakeholders’ introduction. 2mins

40
Session one: introduction.
Session 2. AN
OVERVIEW OF
PLANNING IN THE
HEALTH SECTOR.
Session 2. Plan
33mins o Ask each group to appoint a leader,
note taker and a presenter. 1mins.
o Make sure that what is required for
each section is are available. 1 mins.
o Get a volunteer to read the learning
objectives of the session. 2 mins.
o Ask participants their understanding
of planning & budgeting and guide
their discussion. 5mins.
o Discuss with the group and ensure
points on page 5 of trainee module are
covered. 5 mins.
 Give group activity one, capture response in
flip chart and present. 15 mins.
 Emphasis existence of many different
approaches to planning & budgeting and the
suitability of this module in Nigeria context
particularly as it relates to malaria control
programme. 1 mins.
 Refer and read page 5 of trainee module.

41
Session 3. Planning and other
documentations.
 Explain that plans are not the only
documents that provide managers guidance
on MCP.
 Show copies of the National/state level
documentations-policies, Strategies and
frameworks in malaria control are handy.
 Explain that other documents and plan
provide managers with guidance on malaria
control.
 Give group task 2. 10 mins
 (One group should present in plenary, while
others will fill in the gaps.) 5 mins.
 Refer participants to relevant trainee module
pages 7 & 8 for standard description of the
various documentations. 5 mins
Session 4. DIFFERENT
TYPES OF PLANS,
POLICY, STRATEGY,
29 mins.  Refer participants to overall
framework on page 9 trainee module,
let volunteer read through same,

42
GUIDELINES AND
FRAMEWORKS.
explain chart columns, Participants
facilitated to understand the range of
words used in planning. 2mins
 Discuss any questions, queries that
participants have 5mins
 Give activity task 3: completion of
individual work station plan trainee
module pg 10 10mins.
 Refer to box on page 11of trainee
module. 2mins.
 Summarise by going through the plan
types details in trainee module pages
9-10.
Refer and read page 12 of trainee
module.
 Provide sample copies of
documentations for trainee
observation. 2 mins
SESSION 5. EIGHT STEPS IN
PLANNING 15 min
s
 Task 4: Participants to read one of the 8
steps in planning process allocated as a
member of the group and share
understanding with other group members
each of 4 groups to discuss 2 of the 8 steps
within groups and list 3 reasons why the each
of the 2 steps of planning process is
important.

43
 Refer participants to planning cycle diagram
on page 14 of trainee manual and guide a
reading by volunteer.
 Volunteers to read through 8 steps in
planning process (pgs 15-18).
 Explain and check participants
understanding of concepts (SWOT, SMART,
but why problem analysis), demonstrate that
the 8 steps are ‘building blocks’ as sequential
actions that need to be taken for getting
there.
5 mins.
Session 6. REVIEWING THE
SMCP PLAN AND STATE
LEVEL OPERATIONAL
PLANNING PROCESS.
15 mins
Briefly draw participants’ attentions to 4 phases
which the State has followed to develop their
operational plans for malarial control. 5mins
Ask if there are participants who were part of the
process and get them to share their experiences
with each phase (note same on flip chart sheet)
5mins.
Give activity
Ask a volunteer to read through the phases (pgs 24-
26) annual/operational plan format (19) of trainee
module.
Explain the entries in the various sections of the
formats, clarify any issues raised by participants and
ensure that they all understand the points listed .
PLANNING AND
BUDGETING 2.
RESPONSIBLE PERSON: NWAZUNKU A. A.

44
Session 1: OVERVIEW OF
BUDGETING
23
mins.
Confirm that the participants’ modules on planning
and budgeting are available 1 minute
Ask groups of participants of their understanding of
budgeting in areas of purpose and benefits
budgeting to an organization as well as the
components of budgeting (note the common
responses on the flipchart). Read box 1 on page
29 of the trainee module with participants for
standard points. 5mins.
Give group activity 1 on page 27 of trainer module
and capture their responses in flip chart sheet. One
group presents while others fill in the gaps. 10 mins.
Emphasise the preponderance of different
approaches to planning and budgeting and the
adequacy of this module for the national/state
malaria control program. 2mins.
Summarise by listing and explaining some common
terms used in budgeting (group read page 29) and
take comments and question – 5 mins.
Session 2. BUDGETING PROCESS.
Session 3. Basic elements in
Budgeting.
15
mins.
30
mins.
Ask participants to read through budget process( pg
30) of trainee module. 10 mins.
Talk with participants to be fully familiar with
different step in the budgeting process.
Ask for comments from participants and question
them about what was said on this. 5 mins.
Ask the participant to discuss in each of their 4
groups the six basic elements in budgeting process.
10 Mins.

45
Session 4: Fund allocation and
releases by Government
19
mins.
Let the participants in the groups capture their
response, as they are practised in the LGAs, by
filling the form on page 29 of trainee module. 5mins
Give activity task to participant to discuss within
their groups the six elements of budgeting and
record on clip chart sheet how the 6 elements are
practised within their LGA/HF. Then ask one of the
participants groups presents to plenary their
response,allow others fill in the gap. Explain the
steps in Plenary. 15 Mins .
Give group activity task and ask participants to
discuss (page 30 of the trainer module) and use
bullet points to present their responses on a flip
chart. One group presents and the others fill the
gap. 15 Mins.
Discuss any issues that may arise. 2mins.
Explain any Questions or concerns that participants
may have( 2mins).
Session 5. BUDGET FORMATS. 9mins. In plenary, discuss budget details and budget
progress tables on pages 33-35 of the trainee
module. 5mins.
Clarify any issues raised by the participants. 2mins.
Summarise the benefit of formats, application of
chart, and the application of format in periodic
analysis and tracking of malaria commodity.2mins.

46
Session 6: COSTING 22
mins.
Refer participants to trainee module page 32 and
ask them to read boxes 1 and 2 by themselves in
their groups. 3mins
Explain the text
Talk with participants until they are familiar with the
different aspects of costing as key element to
developing a budget. 2mins
Give group task to develop a resource list for the
strategy they were allocated and activities they
developed using template in page 37 of trainee
module and in the larger group discuss what each
group has come up with. 15mins.
Summarise by reference standard points on page
37 of trainee module. 2mins.
.
Session 7: DEVELOPING A
BUDGET,
19
mins.
Give a group task for each group to develop a
budget for a LGA for one strategies, using format on
page 37 of trainee module, let them present in
plenary, guide their discussion.15mins.
Explain any issues of concern or confusion. 3mins.
Inform participants that there is a balance on how
far we develop the budget components, because
significant resources already exist. Page 34 of
trainer module. 1mins.
BUDGET ANALYSIS AND
TRACKING AND
10mins
.
Inform participant of two key aspects to budget
tracking in Nigeria. 2mins.

47
RELEVANCE OF BUDGET
DATA.
Ask participants to read budget tables on pages 38
-39 of trainee module themselves. 5mins
Talk with them until they are familiar with different
aspects of tracking expenditure as key aspects of
management. 2mins. Explain the table in own word,
take comments and question them on what they
have been told to check their learning .3mins.
Summary / wrap up. 5 mins Highlight the must know points.
FOLLOW ON/FOLLOW UP
ACTIVITIES.
10mins Take and respond to questions.
INTEGRATED SUPPORTIVE SUPERVISION AND ON THE JOB CAPACITY
BUILDING TRAINING
SESSION PLAN.
Prepared by : Nwani Chinyere
13th & 14th September,2012.
SESSION TITLE INTEGRATED SUPORTIVE SUPERVISION
AND OJCB.
AIMS/OBJECTIVES/OUTCOMES At the end of this session, participants should be
able to
7. Describe their roles as health managers
in the process of ISS.
8. Describe supervision and identify any
shortcomings/ challenges of current
supervisory arrangements.
9. Identify the core components of a model
ISS system.

48
10.Discuss the characteristics of an ISS
team.
11.Demonstrate a clear understanding of
how an integrated Supportive
Supervision system can contribute to a
high quality care service.
12.Describe a typical On-the-job-capacity
building process.
EQUIPMENT NEEDED Flipchart stand, flipchart, in-focus, public
address system, Laptop, Printer.
MATERIALS NEEDED Flipchart, marker, masking tape, cardboard
sheet, Plain sheets, writing materials for
participants( jotter, pen, pencil, sharpener,
eraser), trainer and trainee modules.
CONTENT SUBTIMINGS ACTIVITIES.
ISS 1 2hr:30 mins . RESPONSIBLE PERSON: NWANI CHINYERE
(1) OVERVIEW OF CURRENT
SUPERVISION
PRACTICES
5mins
55 mins
Ask each group to appoint a leader, note
taker and a presenter.
Outline the learning objectives of the
session.
(1) Ask each group to describe the following
operational terms:
Supervision, supportive supervision, integrated
supportive supervision, OJCB and compare
monitoring and supervision.
( one group should present in plenary, while
others will fill in the gaps.) 10 mins.
*plenary presentation 5 mins.

49
*REFER PARTICIPANTS TO TRAINEE
MODULE pg 6. 5mins
* give out team work no 3 and refer to pg 7
boxes 2 and 3.
1. Give out team work no 4. 3 mins.
* one group presents and others fill in the
gap.5 mins
2. Give each group activity script containing
questions as asked in trainer’s module
pg 7. 5 mins for writing and 10 mins for
presentation. (All groups)
15 mins.
3. Capture the various shortcomings of the
current supervision on flip chart in the
plenary. 3 mins.
(2.) CORE ELEMENTS,
BEN7EFITS AND
CHALLENGES OF ISS.
15 mins
1. Ask the participants to read from their
trainee module pg 8 (participatory) and
you explain later. 10 mins
2. Refer them to pg 9, boxes 1 and 2.
3 mins and then
you summarise 2 mins.
(3.) ESTABLISHING AN ISS
SYSTEM. 50 mins
Refer trainees to their module pg 10.
Distribute activity strips. Allow them 5 mins
reading time. 10 mins overview.

50
 Give 2 step allocated cardboard sheets
to each group.
 Request the group reps. To hold up their
cards and give an overview to the large
group. 20 mins
 Finally, explain shortly the steps.
5 min
 Ask a volunteer to try to explain the chart
in pg13, 10 mins.
ISS 2 2 hrs:30min
1. Checklist / tools 50 mins Ask the participants to list in plenary the
checklist and indicators they use during
supervision.( each group should present in
plenary.) writing = 5 mins and presentation = 15
mins.
Ask participants to discuss the possible benefits
and challenges in the usage of the harmonised
ISS tools and suggest solutions, write on the
flipchart and present in plenary. One group
presents while others fill in the gap. 25 mins
*refer participants to trainee module pg 37
Read – 5 mins.
2. ISS visit 40 mins *refer them to the trainee module pg 39 and then
divide the 11 steps among the groups and ask
them to read and explain to themselves the
steps allocated to them.
Reading time = 3 mins
Discussion = 5 mins.

51
Then ask the participants to paste and explain
the steps in gallery. 20 min
Ask the participants to read the. Trainee module
pg 41 (10 commandments of the ISS visit.) then
read the box. 10 mins.
3. ISS teams 15 mins  Refer participants to trainee module pg
16, read boxes 2 and 3.
3 mins
Ask participants to use their own experience to
list challenges that people face when they work
together as a team and suggest ways to avoid
or address each of the challenges. Afterwards
they should present in plenary. 15
mins.
4. OJCB / Mentoring. 35 mins
Ask participants to describe OJCB, mentoring
and coaching and let them present in plenary,
guide their discussion. 10
mins.

52
Ask participants to read through the trainee
module pgs 44 – 46. And then summarise each
box. 15mins.
Ask participants to use their own experience to
discuss:
 OJCB experiences they have had
 Whether this goes beyond knowledge
and skills sharing and address attitude.
 Whether the OJCB has been structured
or unstructured. 10 mins
5. Summary / wrap up. 5 mins Highlight the must know points.
FOLLOW ON/FOLLOW UP
ACTIVITIES. Take and respond to questions.
MONITORING AND EVALUATION.
SESSION PLAN.
Prepared by : Nwani Chinyere
14th September,2012.

53
SESSION TITLE MONITORING & EVALUATION.
AIMS/OBJECTIVES/OUTCOMES At the end of this session, participants should be
able to
13.Describe MONITORING &
EVALUATION (M/E) and the current
tools used to collect data.
14.Discuss the difference between
SUPERVISION, MONITORING AND
EVALUATION.
15.Explain the basic characteristics of each
step of the data management cycle,
outlining the roles and responsibilities of
service providers and managers in the
implementation of each step.
16.Identify the current weakness of the
routine HMIS system, with a specific data
elements and data flow.
17.Discuss the necessity of a core set of
SMART objectives/targets and indicators
that RAVES.
18.Demonstrate how to analyse, interpret
and utilize the data generated from the
indicators.
EQUIPMENT NEEDED Flipchart stand, flipchart, multimedia projector,
public address system, Laptop, Printer.
MATERIALS NEEDED Flipchart, marker, masking tape, cardboard
sheet, Plain sheets,envelope, writing materials
for participants( jotter, pen, pencil, sharpener,
eraser), trainer and trainee modules.
CONTENT TIME: 5 HRS SUBTIMINGS ACTIVITIES.

54
INTRODUCTION TO M&E
OPERATIONAL TERMS. 5mins
1hr, 35 mins
ACTIVITY 1: Ask each group to appoint
a leader, note taker and a presenter.
ACTIVITY 2: Ask a volunteer to read in
plenary the KEY MESSAGES & another
to read the OBJECTIVES. 10 mins.
 REFER PARTICIPANTS TO TRAINEE
MODULE pg 4 (why do managers need
training on M&E). 5mins
ACTIVITY 3: Ask participants to discuss
and use bullet points to describe the
following operational terms on a flip
chart: SUPERVISION, MONITORING
AND EVALUATION. (Each group to
present in plenary (30 mins). Refer to
trainee guide pg 4 - 5. (10 mins)
ACTIVITY 4: Participants will discuss
and use bullet points to differentiate b/w
monitoring and supervision.10 mins
Another group will discuss and write on
flipchart how M&E helps managers.10
mins
Refer to trainee module pg 5-6.(10 mins).
Summarise: 10mins.
(2.) MALARIA SPECIFIC
DATA 50 mins
Refer participants to trainee module pg 6
(Malaria Specific Data)

55
ACTIVITY 5:
Give activity as it is in trainer’s module pg 7
50 mins
(3.) DATA
COLLECTION/TOOLS 1 hr, 10 mins
ACTIVITY 6:
 Ask participants to discuss and write on
a flipchart the data flow mechanism
present in plenary while others fill in the
gap. 15 mins.
 Refer participants to trainee module pg
13 – 14. 15 mins
 Refer participants to trainee guide pg 16
10 mins

ACTIVITY 7:
Ask participants to list the tools used for
collection of data in malaria control
programme and possible indicators.
 Present in plenary.20 mins
(4) UNDERSTANDING
INDICATORS
10 mins Refer participants to trainee module pg 26, 38
and 44. 10 mins
(5) ANALYSIS,
INTERPRETATION AND USE OF
DATA.
30 mins Ask a volunteer to explain when data should be
collected, collated and analysed
A CTIVITY 8:
Ask participants to list on a flip chart the usage
of data. Gallery presentation.

56
(6) PHARMACOVIGILANCE. 30 mins Ask a volunteer to describe pharmaco -
vigilance. Refer to trainee guide pg 53
(7) WRAP UP/ COMMENTS Take questions and comments.
Annex 10: Evaluation form
facilities and LGA Malaria Focal Persons,Afikpo North/South LGAs,Ebonyi State
Date: 12th September-14th September,2012
Evaluation Form
1. How would you describe the training?
A. Poor
B. Fair
C. Good
D. Very good
2. How relevant is the training to your work?
A. Not relevant
B. Relevant
C. Very relevant
3. In your opinion how would you describe the methodology used.
A. Not satisfactory
B. Satisfactory

57
C. Very satisfactory
4. What other issues do you think should have been addressed in the course of the
training that was not addressed?
……………………………………………............................
……………………………………………………………………………….....................
.................................................................................................................................
...........................................................
Annex 11: Bridging the gap between management theory and practice.
NAME:AGATHA OKORIE LGA/PHC Facility: Afikpo South, Amangwu H/C.
Session Issue areas in my place of
work
Specific action I will take to
ensure improvement
General
management
Lack of SP and ACT drugs I will report to HOD Health of my
LGA so that she will report to
MAPS.
The use of LLINs is
inadequate
I will health educate my people on
how to use it.
No RDT. I will appeal to MAPS to provide it
for us.
Integrated
Supportive
We don’t plan for ISS We will plan for ISS.
Non-use of LLINs and RDT. I will teach my workers to use
RDT and LLINs.

58
Supervisory system
and On-the-Job
Capacity Building
No capacity building. I will introduce capacity building
in my place of work.
Monitoring and
Evaluation (M&E)
Not knowing the purpose of
monitoring and evaluation
To now ensure data are kept for
future use or purpose
Diagnosis and treatment of
malaria are not properly done
Will ensure correct diagnosis and
treatment for malaria
Improper supervision For better data collection,I will
ensure regular supervision
Planning and
budgeting
NAME:AZUBUIKE UZOCHI LGA/PHC Facility :Afikpo North, MCH.
work
ensure improvement
General
management
Non – availability of anti -
malaria drugs.
I will write to the agencies to
provide e.g SMCP and LGA
Chairman.
Lateness to work and
absenteeism without
permission.
Proper staff orientation by
having meeting with them.

59
Lack of some equipment and
lack of water supply.
Notify the LGA Chairman about it
via writing.
Integrated
Supportive
Supervisory
system and On-
the-Job Capacity
Building
Monitoring and
Evaluation (M&E)
Planning and
Budgeting
Other staff do not know the
National policy for malaria
I will organize a training for my
staff and tell them about the
National policy for malaria
control i.e how to prevent and
treat malaria.
Distribution of LLINs to the
communities within the health
facility(how to distribute)
I will budget taking note of the
number of people in the
community, what it will cost and
then I will involve the village
heads.
Some drugs are out of
stock(drugs procurement.)
I will write to the appropriate
authorities for provision.

60
NAME: Ogbuu Rita E LGA/PHC Facility:Afikpo South, Ogbu H/C
Session Issue areas in my place of work Specific action I will take
to ensure improvement
General
management
Integrated
Supportive
Supervisory
system and On-
the-Job Capacity
Building
Monitoring and
Evaluation (M&E)
Inadequate monitoring and
evaluation
Will take steps to ensure
proper monitoring and
evaluation.
I don’t usually give feedback Will be giving feedback to
my workers as from now
Untimely reporting Will be respecting timeliness
in reporting as from now on.

61
Planning and
budgeting
Poor funding in the collection of
malaria commodity
I will write to HOD for
transport in collection of the
commodity.
Lack of fund I will appeal to the HOD
(Health) to write to the
authority.
Inadequate usage of LLINs. I will visit communities to
educate them.
NAME:Nkechi Oko LGA/PHC Facility:Afikpo North,Evuko MDGs H/C.
work
ensure improvement
General
management
Non- delegation of duty From now onwards I will delegate
duty to my subordinates to
enhance performance and
productivity.
Leadership I will become a good leader who
influences others to achieve a
goal.
Health Education I will educate mothers on the use
of LLIN, ACT, SP. When I go
back to my health facility.
Integrated
Supportive

62
Supervisory
system and On-
the-Job Capacity
Building
Monitoring and
Evaluation (M&E)
Inadequate data collection From now on,I will be collecting
accurate data
Lack of monitoring I will now be involved in routine
monitoring to enhance
performace and to track
programmatic progrss
Improper activities evaluation I will double my effort to ensure
proper evaluation of activities
Planning and
budgeting
Poor usage of LLINs I will health educate the
community within my catchment
area on the importance of LLINs
and the usage, so that malaria
can be reduced in the area.
Lack of adequate supply of
malaria commodities in the
health facility.
will always write a report to the
LGA malaria focal person that we
need malaria commodity in our
health facility in advance.
Improper distribution of LLINs
to households.
. From now on I will always
inform the focal person of d need
to have more supervisors for
effective distribution of LLINs

63
NAME:Felicia Ekenma LGA/PHC Facility:Model PHC, Ebunwana Afikpo South.
work
ensure improvement
General
management
Poor data collection. I will begin to record anything
done in our health facility.
Lack of health education to our
clients in the health facility.
I will beginto health educate our
clients whenever they come to
the facility.
Lack of relationship/home visit. I will establish a good
relationship to our clients.
Integrated
Supportive
Supervisory
system and On-
the-Job Capacity
Building
Lack of relationship with our
co– workers
I will ensure a good integration
and relationship among my
workers.
No attention to one’s duty. I will encourage them to come
to work early and do the
necessary things.
No attendance to immunization
and drop out rate.
I will health educate the
mothers on the important of
immunization.
Monitoring and
Evaluation (M&E)
Lack of monitoring From now on I will be monitoring
the work done in my facility
There is no evaluation From now on I will be evaluating
my workers for them to cope up

64
Data collection problem Will teach my workers on the
need for data collection
Planning and
budgeting
NAME:Alu Obia LGA/PHC Facility:Afikpo South, MCH.
work
ensure improvement
General
management
Lack of ACT & SP I will report to the LGA malaria
focal person.
Bad record keeping From now I will correct every
mistake been made previously.
Lack of home visit I will begin to do proper home
visit.
Integrated
Supportive

65
Supervisory system
and On-the-Job
Capacity Building
Monitoring and
Evaluation (M&E)
Inadequate collection of data As a manager,I will be conducting
regular check on my workers to
ensure accurate data collection
Lack of Monitoring Henceforth,I will be monitoring
my workers and assessing their
performance
Planning and
budgeting
Strategies Lead that strategic plan tells us
how to plan action and at the end
we achieve a goal.
ILLINs I will tell the house hold how to
use the net in their various
places.
Improper distribution of
LLINs
I will tell them that LLINs is
distributed 2 nets per one
household and how to use the
properly because some
household hang it in their
backyard.
NAME:Nkpana Benedeth LGA/PHC Facility:Ivo LGA, Amagu H/C.

66
work
ensure improvement
General
management
Poor report I will start to write report to my
superior officer.
No visiting I will begin to attach importance
to home visit.
No delegation of duty I will begin to delegate duty to
my subordinates.
Integrated
Supportive
Supervisory
system and On-
the-Job Capacity
Building
What I practice now is strict
supervision.
I will no longer harass but
correct my subordinates in a
friendly manner.
No OJCB. I now know the importance of
OJCB, I will do it in my work
place.
Monitoring and
Evaluation (M&E)
Lack of Monitoring and
evaluation
Will henceforth be involved in
monitoring and evaluation
Planning and
budgeting
Delaying for vaccine collection
in my center.
Now with the training,I have
acquired the knowledge of
cutting my coat according to my
size by knowing the way I can
be applying for my vaccine that
it can be easy for me.

67
Lack of materials to enhance
my duty smoothly.
With the knowledge I have
learnt today I can now do
budgeting for my insufficient
materials to meet my demand
for any activity am involved in,
e.g. ACTS, .IPTs.
Lack of planning always brings
about failure of any business
I have learnt how I can be
planning and budgeting.
NAME:Kalu Gold .N. LGA/PHC Facility:Ivo LGA, Model H/C.
work
ensure improvement
General
management
Poor record keeping I will try to be keeping record
when I go back to my facility.
No RDT kits for malaria I will write a letter of appeal to
USAID /MAPS for help to
provide the kits.
No antimalarial drugs. I will appeal to SMCP manager
to provide the drugs.
Integrated
Supportive
Supervisory
system and On-
No advance notification to the
Health Facility before going on
supervisory visit.
I will begin to give notice before I
come for supervision.
No supportive supervision When I go back to my work
place, I will introduce the
almighty supportive supervision

68
the-Job Capacity
Building
i.e to correct my subordinates
mildly and congratulate them on
the one they did well.
I don’t plan my visit to health
facilities.
I will draw a plan that will show
names of health facilities to visit
and when to visit.
Monitoring and
Evaluation (M&E)
Lack of evaluation in my place
of work
Will be evaluating my workers
now to ensure program
effectiveness
Inadequate personnel
assessment
At the end of the each month,I
will assess myself to see if I am
putting correction to what I learnt
in this seminar
Irregular monitoring activity AS from now,I will be monitoring
my subordinates to achieve a set
goal
Planning and
budgeting
Poor usage of LLINs I will plan for a seminar to health
educate the public about how to
use the LLINs and the nets
importance to the household.
Irregular release of
money/fund.
I will write to the HOD to discuss
it in the F & G meeting for the
release of fund.
No regular environmental
sanitation
I will plan and visit many homes
and advise them on personal
hygiene and environmental
sanitation.

69
NAME :Aja Jane .O. LGA/PHC Facility: Ivo LGA, Amaeze H/C.
work
ensure improvement
General
management
Lack of ACTs drugs and IPTs. I will report to my HOD so that
she will in turn send the report to
the state.
Lack of RDTs. I will report the problem to the
Local Government Control
Manager.
Poor record keeping. I will begin to keep proper record.
Integrated
Supportive
Supervisory
system and On-
the-Job Capacity
Building
Lack of OJCB I will start training and correcting
my subordinates at the work site
without any criticism.
Inadequate supply of
checklist.
I will report to the M&E officer to
bring it.
Poor supervision. I will start now.
Monitoring and
Evaluation (M&E)
Irregular monitoring activity I will suggest that the monitoring
should be done regularly for
improvement
Poor personal assessment When I go back,I will assess
myself to see whether I have
covered the target required of me

70
Lack of record keeping Reports and records should be
done on daily basis
Planning and
budgeting
No regular supply of vaccine
for routine services.
I will plan for the supply of
vaccine in time in order to
increase the turn-up.
Poor funding in collection of
malaria control commodities.
I will write to the HOD for her to
help in the release of fund for
transport in collection of the
commodities.
Inadequate supply of LLINs I will report to the LGA Malaria
control focal person for
intervention.
NAME:Orji Uzor .C. LGA/PHC Facility:Ivo LGA, Model H/C.
work
ensure improvement
General
management
Late submission of data to the
malaria focal person.
I will start to submit data on time.
Inappropriate meeting with
community leaders.
I will begin to carry out
community mobilization.
Poor delegation. I will now start to delegate duties
to those under me.
Inadequate checklists. I will write to appropriate
authorities.

71
Integrated
Supportive
Supervisory
system and On-
the-Job Capacity
Building
No OJCB I will start OJCB so that when am
not around my subordinates can
carry on.
No supportive supervision. I will cease shouting on my
workers but will guide them
friendly.
Monitoring and
Evaluation (M&E)
Not able to follow up patients
who needed it due to lack of
manpower in my working
place
As from today,I will continue
following up patients or clients
who need it
Inaccurate data analysis Now that I have been exposed to
this module,from now on I will
ensure good data analysis in my
facility and shall be done on time
Computer illiterates in my
working place
I will deliver information to higher
authority for computer supply in
our working places
Planning and
budgeting
Use of nets in the community
where I’m working (LLINs).
Visiting community
householders to know if the net
issued them are being used
accordingly.
Scarcity of materials I will write to the council to help in
providing RDTs tool and various
health facilities.
No budget on how materials
and drugs should be
provided.
I will write to the HOD health, the
scarcity of malaria materials and
and drugs,budget for them and I
will follow up.

72
NAME:Uguba Angela .E. LGA/PHC Facility:Afikpo North/ Unwana H/C.
work
ensure improvement
General
management
No report writing As from today I will begin to write
report.
Too much work on one
person.
I will share duties to my junior
officers.
No knowledge of capacity
building.
I will involve the community
members.
Integrated
Supportive
Supervisory
system and On-
the-Job Capacity
Building
Monitoring and
Evaluation (M&E)
Inadequate monitoring and
evaluation as a manager
Will be involved in monitoring
and evaluation as from now
I am not involved in data flow I have now known the need for it
and will ensure regular data flow
I was not practicing feedback
as part of data management
cycle
Will be doing that henceforth

73
Planning and
budgeting
Poor planning of
immunization in my health
center
Now I know it is important to plan
for your work from today will be
planning weekly or monthly.
Problem of plan evaluation
not being done in my center
But now I will be writing through
the HOD to LGA authority.
Have not been doing it
budgeting, have not been
involved in budgeting input.
But now, will be doing it now.
NAME:Oko – Azu Eunice . U. LGA/PHC Facility:Ivo LGA, Obulor H/C.
work
ensure improvement
General
management
No report writting I will begin to write report
No home visit I will begin to visit my clients.
No delegation of work I will share duties with my
colleagues.
Integrated
Supportive
Supervisory system
and On-the-Job
Capacity Building
No proper checklist for
supervision.
I will start and introduce the
usage of checklist for supervision
in my place of work.
No supportive supervision. I have learnt the benefits of
supportive supervision and I will
practise it with my subordinates.
No OJCB I will begin to practise it.

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