Health Reform Strategy 2016-2019

GOVERNMENT OF TUVALU Health Reform Strategy 2016-2019 Ministry of Health Tuvalu Health Reform Strategy 2016-2019 Table of Contents Page Statement of the Honorable Minister for Health i Foreword – Permanent Secretary of Health iii Acknowledgement – Director of Health iv Acronyms v Section A: Introduction to Health Services and Structure 1 A1. Organization Structure 1 A2. Health Related Laws, Policies and Strategies 2 A3. Health Service Guiding Principles 3 A4. Situation Analysis 4 A5. Situation Gap Analysis 6 A6. Consultation Process 7 Section B: Health Reform Strategies 9 B1. Key Result Area 1: Health Reform Agenda 9 B2. Key Result Area 2: Preventive and Primary Care Services 10 B3. Key Result Area 3: Curative and Hospital Health Services 12 B4. Key Result Area 4: Clinical Care Support Services 14 B5. Key Result Area 5: Health Administration and Management 16 B6. Key Result Area 6: Health Partners 18 Section C: Management of Health Reform Strategies 19 C1. Implementing Structures and Planning Process 19 C2. Financing and Cost Implication of Reform Strategies 20 C3. Financial Gap Analysis 22 C4. Monitoring and Evaluation 22 Section D: Annexes 25 D1. List of Requested and New Human Resources 25 D2. Road Map 26 D3. Sample of AOP Layout 35 D4. Proposed MOH Organisation Chart 39 Honorable Satini Tulaga Manuella I am pleased to affirm the WHO definition of health as that ‘Health is a state of complete physical, mental and social well-being and not merely the absence of disease or infirmity’ and that prioritisation of re sources for preventive health is the most feasible and cost effective option for the attainment of a rea sonable level of health in our population. The Government’s TKK3 Development Plan sets out a clear and encompassing direction on health for the population of Tuvalu. It is therefore pleasing for me to present this National Health Reform Strategy as the primary and overarching plan for health service delivery and health care in the next 4 years. The strategic health plan contains an agenda on health reform apart from the standard target and strat egies on health care services. Indeed, since taking office in 2015, I have been interested in pursuing an agenda on reform that objectively aims to further enhance the performance in the health care sector. As could be identified in the plan, our reform is on management. That is, strengthen management capa bility in facilitating health care service delivery as the primary objective and focus of the reform. In the duration of the plan, we will target and strengthen the Ministry’s management capability in sev eral areas namely, legal counseling, health policy and planning, health information technology, human resource and health financing. Indeed as the reform agenda is able to better support the administrative and management function of the Ministry, at least an outcome of a more effective and efficient clini cal care that could result in improved patient management and cost saving in overseas medical refer rals would eventuate. On the latter, having around 30 % of total annual health budget committed to overseas medical referral and treatment of patients is unsustainable and will continue to compromise funding initiatives to preventive health programmes. I sincerely hope that during the implementing cycle of this plan, some major cost savings will eventuate through improved local clinical service and better overseas treatment arrangements. Separately, better health service management will ensure that at least the Ministry of Health will achieve the right number and skill mix of trained workforce, improved accessibility of health care, improved range of locally based clinical service, improved infrastructure and a cost efficient overseas referral system. Accessibility of primary care ropes in the role of the new Cuban trained doctors the Ministry will gladly welcome in 2017. These doctors will play a key function in strengthening community based health service in the all islands, large population areas including outer islands. Legislation is an important component of governance and in the reform strategic plan the Ministry of Health will seek to ensure that identified legislations and regulations are either revised or enacted to sup port health care interventions and health service delivery. As in any institution, caring for the welfare and development of the workforce are important considerations to management. I am happy to share that the NHRS has activity targets on staff structure and employment conditions for consideration in the next four years. Indeed, staff advancement and development are important as they relate directly to staff job satisfaction, staff performance and staff retention outcomes. The impacts of climate change on health of the people in Tuvalu is extremely of importance wherein the Ministry of Health will certainly adopt the “Universal Health Coverage” and “Health in All Policies” as I. Statement of the Minister for Health i approaches to harmonise and strengthen climate change resilience through Women’s Children’s and Adolescent Health. To conclude, I am pleased to present the National Health Reform Strategy 2016-2019 and invite all citi zens and stakeholders, both domestic and international, to contribute and participate in the fulfilment of its targets. Indeed it is only through collaborative partnership that we can attain a high level and stand ard of health for all Tuvaluans. Fakafetai lahi ii II. Foreword – Permanent Secretary of Health Mr. Isaia Ta’ape The overall objective of Government in the health service is reflected and outlined in the Vision of the reform strategies and plan and which stated ‘That all people of Tuvalu will enjoy the highest attainable standard of health, regardless of race, religion, political belief, economic or social condition. Addressing this Vision, the National Health Reform Strategies outlines the Ministry of Health strategies for health care and health services to all people in Tuvalu for the years 2016 - 2019. The national health re form strategy has been formulated to meet the aspiration of the health objectives of the TKK III 2016-2026 whilst noting the various international and regional health commitment of such as the Millennium Devel opment Goals (MDG). During the process of the NHRS formulation, I have urged my management team to have a plan that is simple to understand, has clear and concise strategies and aligned to existing service structures of the Ministry of Health, for ease of implementation. The new NHRS has six Key Results Area (KRA) with the KRA on the reform agenda place early in the document for emphasis. The KRA are Health Reform Agenda, Preventive / Primary Health Care, Curative / Hospital Service, Clinical Support Service, Administration & Management and Health Partners. In-line with the Hon Minister’s target of reducing costs related to overseas medical treatment, the NHRS will be looking at innovated strategies and intervention reduce overseas referral, overseas diagnostic re ferrals and inter-island referrals. As a strategic plan, our NHRS 2016-2019 does not spell out activities detail under each KRA but rather, identifies what we intend to carry out within the duration of the plan. Details of activities will be tabled annually under the Annual Operational Plan hence the AOP is a ‘must to for mulate’ document at the beginning of every calendar year and which should also aligned to available resources. Similarly, compilation of the Annual Reports of the Ministry is important and should be com pleted within 3 months of the New Year for the passing year. The Annual Report compilation also forms an avenue for evaluation of stated yearly activities. I would like to encourage all stakeholders especially HODs and staff to take ownership of the National Health Reform Strategy and to operationalized its various strategic objectives. Needless to mentioned, working together we can achieve the set goals and targets of the plan and herald in an improved health service function in the country. Fakafetai lasi iii III. Acknowledgement – Director of Health The noble Mission statement of the Ministry of Health states we will strive ‘To ensure the highest attainable standard of health for all people of Tuvalu’. We strongly uphold our Mission intension as we strive to ad here to and practice our Values of professionalism, accountability responsiveness, caring and integrity. Against ongoing challenges, I am proud of the current achievement of the Ministry in relation to key health indicators including the MDG targets. I am encouraged by some health indicators achieved and reported for 2011-2014. In relation to the MDG targets, our IMR for 2014 is 7.8/000 but we recorded one maternal death which is a grave concern. We must seek to address causes and factors related to ma ternal deaths so that we can eliminate incidents in the future. On the morbidity front, NCD still remain a major challenge for management and control. The NHRS proposes institutional strengthening for NCD control and I hope with such emphasis, our disease control efforts would be better coordinated and implemented. The NHRS 2016-2019 proposes several partnerships with the community and stakeholders in focus areas such as Family Planning, Adolescent Sexual Health, Blood Safety and Disabilities. The contributions and role of local NGOs such as TuFHA, Tuvalu Red Cross and Fusilofa are recognised. I sincerely hope that such partnership will continue to be strengthened to support the health agendas and the work of the Ministry of Health in the country. Our development partners and governments of New Zealand, Australia, Japan and Republic of China are recognised and acknowledged for their support in health infrastructure, patient tertiary care, health programme and health service delivery are greatly appreciated. The UN family of WHO, UNICEF and UNFPA are commended for their ongoing health programme support in the country. The contribution of WHO in the formulation of this National Health Reform Strategy is specially recognised. My best wishes to all staff and partners in their work and commitment to improving health to all the peo ple of Tuvalu. Fakafetai lasi Dr Nese Conway iv v IV. Acronyms ANC Ante Natal Care AOP Annual Operational Plan BFHI Baby Friendly Hospital Initiative CT Computerised Tomography DFAT Department of Foreign Affairs and Trade DOH Department of Health DHS Demographic Health Survey EH Environmental Health GoT Government of Tuvalu GFATM Global Fund for Aids Tuberculosis and Malaria HOD Head of Department HRH Human Resource for Health IMR Infant Mortality Rate IT Information Technology KRA Key Result Area KPI Key Performance Indicator MOH Ministry of Health MDG Millennium Development Goal NCD Non Communicable Disease NNM Nanumea NHRS National Health Reform Strategy NGO Non-Government Organisation NZMTS New Zealand Medical Treatment Scheme O&G Obstetrics and Gynaecology OHS Occupational Health and Safety PIRCCM Pacific Island Regional Country Coordinating Multi-country PMH Princess Margaret Hospital PH Public Health TB Tuberculosis TMTS Tuvalu Medical Treatment Scheme TuFHA Tuvalu Family Health Association TKK Te Kakeega TRCS Tuvalu Red Cross Society VTP Vaitupu VMT Visiting Medical Team WASH Water and Sanitation Hygiene WHO World Health Organisation Tuvalu - Ministry of Health Reform Strategy 2016-2019 1 Section A: Introduction to Health Services A1. Organization Structure a. Senior Executives b. Health Service Organogram 2 Tuvalu - Ministry of Health Reform Strategy 2016-2019 A2. Health Related Laws, Policies and Strategies The following legislations are either under the direct supervision of the Minister for Health and Ministry of Health or partly administered by the Ministry. a. Health Related Laws • Death and Fire Inquiries Act – Cap 13 • Statistics Act – Cap 15 • Census Act – Cap 16 • Births, Deaths and Marriage Registrations Act, 1978 – Cap 27 • Medical and Dental Practitioners Act, 1978 – Cap 30 • Nurses and Midwives Act, 1978 – Cap 31 • Dangerous Drugs Act, 1978 – Cap 32 • Pharmacy and Poisons Act, 1978 – Cap 33 • Quarantine Act, 1978 – Cap 34 • Public Health Act, 1978 – Cap 35 • Pure Food Act, 1978 – Cap 38 • Mental Treatment Act – Cap 37 • Water supply Act – Cap 40 • Dogs Act – Cap 46 • Alcoholic Drinks Act – Cap 69 • Immigrations Act – Cap 77 b. Policies & Strategies • Overseas Medical Referral Policy (2009) • National Medicine Policy • Sexual and Reproductive Health Policy and Strategy 2014-2018 • Tuvalu Immunization Handbook 2nd Edition, 2015 • Tuvalu National Strategic Plan for Non Communicable Diseases 2011-2015 • National Medicine Policy • National Equipment Policy • Laboratory Policy (draft) • TuFHA Strategic Plan 2013-2015 • Tuvalu Red Cross Strategic Plan 2015-2019 • Fusialofa Strategic Plan 2013-2015 • National Donation Policy • National Infection Control Guidelines Tuvalu - Ministry of Health Reform Strategy 2016-2019 3 A3. Health Service Guiding Principles Our Vision That all people of Tuvalu will enjoy the highest attainable standard of health, regardless of race, religion, political belief, economic or social condition. Our Mission To ensure the highest attainable standard of health for all people of Tuvalu Our Values Professional • Professional in character and mannerism in all matters, ensuring quality and equitable health services Accountable • Accountable to the people, leaders and stakeholders for the management of all resources in the deliverance of health care and services Responsiveness • Responsive to the health needs of the population noting the need for speed in delivery of urgent health services. Caring • Display real caring attitude to all patients in all areas of service Integrity • Committing ourselves to a high level of integrity and ethical standards in all that we do. 4 Tuvalu - Ministry of Health Reform Strategy 2016-2019 A4. Situation Analysis Health Service Tuvalu has one hospital, the Princess Margaret Hospital (PMH), located on the main island of Funafuti. The PMH provides primary and secondary care services for patients from Funafuti and those referred from the outer rural islands. In the outer islands there are clinics manned by nurses who provide primary care and preventive services. Patients needing clinical care that cannot be offered at the PMH, are referred to bigger overseas hospitals through the Tuvalu Medical Treatment Scheme. Health services are all provided by the public service as there is no private sector. The 50 bedded PMH offers basic routine medical, surgical, obstetrics and gynaecology (O&G) services with anaesthesia supporting the surgical procedures. The general ward houses both medical and surgi cal cases aside from the O&G ward and the 4 bedded paediatric ward. There are neither qualified paediatricians nor psychiatrists in Tuvalu so patients are seen by the local medical officers. Paediatric service is under general medicine. Support services include a modern facilitated laboratory and an x ray department. Specialized clinical services are provided by visiting teams such as the RACS and the Taiwan medical team. All the Interplast cases for Tuvalu have been completed so this service is provided on a need basis when requested by Tuvalu Ministry of Health. Morbidity and Mortality Life expectancy at birth for Tuvaluans is 61.7 years for males and 65.1 years for females (World Health Organisation, 2011). The leading causes of morbidity and mortality remain non-communicable diseases, with the majority of deaths caused by cardiac diseases. Other common causes of mortality include dia betes mellitus, hypertension and cancers (all types). In 2014, acute respiratory infections dominated the outpatient morbidity data. Child health indicators have improved over the last two decades. The under-five mortality dropped from 68.7 per 1000 live births in 1991 to 11.5 in 2014. The number of under-five deaths in 2014 was three. The infant mortality rate also dropped from 57.3 per 1000 live births in 1992, to 7.8 in 2014. These figures and levels are similar and comparable to developed economies mortality rates for infant and under 5 mortali ties. However, in relation to maternal mortality, the country recorded one maternal death in 2014. This number translates to a MMR of 392 for that year and is of great concern to management. NCD still remain a major challenge for management and control. The current diabetes prevalence rate is estimated at 14.5 for 2013. Overweight and obesity are common as with other NCD risk factors such as smoking and alcohol abuse. The 2015 WHO STEPS Survey will identify and clarify NCD status in the country. Accounting for around 30 % of annual expenditure, overseas referral and treatment of cases continues to be major challenges for the health service as high curative health services do compromise funding to preventive health programmes. Furthermore, overseas diagnostic and laboratory costs are also increas ing. The internal referral of patients from outer islands is also a growing concern since costs involved continued to increase and now approaching half a million dollars as in 2014. It is anticipated that with im proved staffing in the outer islands, referral of patients will progressively decrease. Separately, improved local clinical care is expected to reduce the need for overseas medical referrals. Health Workforce In relation of the health workforce, a total of 134 established positions in the various cadres were ap proved by PSC. Of the total, 131 positions were filled which includes 10 doctors and 44 nurses and which shows a ratio of 5 health workers per 1,000 population. The health workforce per population rate meets and exceeds the WHO minimum threshold (2.28 per 1,000 populations). Needless to mentioned, meeting the Millennium Development Goals will additional measures of health workforce sufficiency and efficiency. Tuvalu - Ministry of Health Reform Strategy 2016-2019 5 Health Workforce by Population Ratio – 2014 Health Worker Total HW/1000 population, (10,830 Mid-Year 2013) Medical Officers (Total) 10 0.92 Registered Nurses (Total) 41 3.78 Dentists / Oral Health Workers 5 0.46 Pharmacists 3 0.28 Medical Lab Technicians 2 0.18 Radiographers 2 0.18 Physiotherapists 2 0.18 Dietician/Nutrition 1 0.09 Environmental Health Officers 1 0.09 Health Promotion Officers 2 0.18 Health Managers / Administrators 10 0.92 Domestic and Ancillary support staffs 26 2.40 Health finance Revenues A strategy in the NHRS is on revenue generation. Currently the revenue for the Ministry of Health is from the medical examination fees for seamen and other employment contracts and quarantine charges. In 2015 it is anticipated that revenues from these services will be $15,000, a decrease of $9,000 over the 2014 Budget estimates. Towards the end of the NHRS, it is anticipated that the revenue ceiling with be revised upwards with additional fees collected from hospital service charges. Health Budget Expenditure Estimate The following table outlines the expenditure estimates for the years 2015 – 2017. The projected budget for 2016 is used in the NHRS as basis for estimation of funding provision and allocation by programme and activities. 6 Tuvalu - Ministry of Health Reform Strategy 2016-2019 2015 Tuvalu Health Budget Estimate Source: Planning and Budget Department, Tuvalu Ministry of Finance and Economic Development; 2014 Extra budgetary Sources for Health Source: Planning and Budget Department, Tuvalu Ministry of Finance and Economic Development; 2014 Extra budgetary sources for health services are mostly managed directly by the partners and funding requested are channelled through established processes and mechanisms. A5. Situation GAP Analysis • Health Planning & Policy Capability for health and strategic planning remains a challenge within the current workforce. Strength ening capacity in this area could at least see that strategic objectives outlined in the various health and programme plans could be operationalised through Annual Operation Plans and Unit Plans and aligned to available resources. Furthermore, timely Annual Report compilations can provide and be an analytic tool towards the prioritisation and later implementation of strategic objectives. • Specialised Clinical Service Tuvalu health service will continue to depend on expatriate specialised doctors for some years to come. The new Cuba medical graduates is a welcome injection to the health workforce and these graduates Tuvalu - Ministry of Health Reform Strategy 2016-2019 7 are potential candidates for future specialisation training. However, the development and training of identified Nurses in some specialised clinical service would be worth exploring for immediate - long term benefit. • Health Infrastructure Repair and maintenance of the health infrastructure is an ongoing challenge for Government. There is a need to review and improve on space allocation for services such as Paediatrics, Pharmacy, Radiology, Health Promotion and Physiotherapy. The NHRS proposes to improve identified infrastructure and noted the contribution of JICA for the construction of new health centres for Vaitupu and Nanumea. • Disease Control - NCD Diabetes is the main contributor to morbidity and mortality in the country. The NCD status in the country will be further clarified following the NCD Mini Step Survey undertaken in 2015. Institutional capability to control NCD is wanting along with patients’ apathy to improving personal health. The NHRS is planning to strengthen NCD management capability and it is anticipated that better patient care and follow up will eventuate. Communicable diseases such as TB and Leprosy remain a focus for the GFATM support. • Community Based Follow Up and Care Community based follow up of chronic cases needs strengthening. Poor patient compliance on treat ment and follow up is a major cause of disease complications. Community base care and follow up of chronic cases such as Diabetes, Hypertension, Rheumatic Heart Disease, Psychiatric and Chronic Renal Disease would be required. Separately, preventive health care services such as infant immunisation and nutrition could benefit from such services. • Health information Reporting of general and clinical service information needs to be standardised and enforced for im proved health information sharing. Lack in quality data compilation and analysis frustrates health service reporting, planning, disease monitoring and surveillance. Development of minimum data sets for health service areas apart from the timely reporting and feedback to end users should be instituted. • Health Promotion and Health Communication Institutional structure, leadership and programme implementation in health promotion and health im provement could be further improved. Even with current funding allocation, sustained health promotion activities are lacking. Health communication capabilities need to be development along with strategies for sustained health awareness and health communication. A6. Consultation Process In June, 2015 the Ministry of Health conducted a 2 day retreat and consultation meeting on the health reform strategy. The major objective of the retreat was to allow every health sector within the ministry and NGOs to present their activities and health programs, the challenges in their internal work environments and intended reforms to improving health services. The proposed activities and health programs were in cluded as part of the 4 Year Government Roadmap 2015-19, the new National Sustainable Development Plan 2016-26 and the Strategic Reform Strategies (SRS) 2016-19. At the completion of the retreat all sec tors agreed with specific recommendations to be used as general overviews of what each sector intends to undertake in the next four year term of the current government. Soon after the MoH’s Retreat, the management team which consists of senior staffs from the ministry headquarter, Director of Health (DoH) and all the Heads of Departments (HoDs) of health sectors carried out another round of consultations to prioritise the implementing strategies. In relation to health activities for the Four Year Government Roadmap 2015-19, the management team had agreed that the unac complished health activities in 2013 and 2014 AOP are to be included as part of the new government roadmap 2015-19. In addition to those incomplete health activities, the ministry will also include all the health activities from the SRS to be part of the “4 Yr Government Roadmap 2015-19” simply because of Ministry of Finance commitment to supporting the implementation process. 8 Tuvalu - Ministry of Health Reform Strategy 2016-2019 The National Health Reform Strategy (NHRS 2016-19) is an integral component of the health sector reform process and provides a mechanism to assist the Ministry of Health achieve more effective and efficient work performance. The process has the benefit of establishing widespread ownership and commitment throughout the organisation the resultant strategic planning process. Also, they had been advised that the MoH’s NHRS 2016-19 document was to become their primary management performance tool and it should become a ‘living’ document reviewed on a regular basis. The MoH’s SRS 2015-19 document is closely linked to and should be consistent with the Tuvalu National Sustainable Development Plans (TKKII, TKKIII, Government Four Year Roadmap and other regional health plans) which had been prioritised by the ministry to be funded under the ministry’s annual program budget as well as external budgets (XBs) which is funded directly by development partners to the Ministry of Health. The prioritised activities highlighted in the ministry annual budget should be also consistent and aligned with strategic objectives in the MoH’s SRS 2015-19 document. The MoH’s SRS2015-19 document was meant to ease the implementation of reform initiatives and enhance MoH achieve its strategic tar gets that are in line with: the 4 Year Government Roadmap 2015-19; TKK II and TKK III and other regional Strategic Health Plans like the National NCD Strategic Plan 2009-2015, National Health Public Policies and etc. The Implementation Plan (i.e. 4Yr Government Roadmap) should be reviewed by all health sectors an nually. Some of the strategic targets are ongoing but some can be achieved within this fiscal year. The major role of the MoH management team is to: monitor and control the performance of each health sector’s strategic targets; ensure that there is an allocation from the budget to finance all strategic tar gets mentioned in the SRS 2015-19 documents. As part of the consultation process, key components of the national health reform strategies was present ed and discussed at the National Development Summit for Te Kakeega III in November, 2015. The health strategy attracted favourable review and support from summit participant especially political leaders. Tuvalu - Ministry of Health Reform Strategy 2016-2019 9 Section B: Health Reform Strategies Key Result Area 1: Health Reform Agenda Strategic Objective To strengthen administrative and management capability of the Ministry of Health to effectively support strategies and commitments towards the further improvement of health service delivery and preventive health particularly at the clinical and primary care levels Existing Department / Programme Specific Plans and Policies 1. National Strategic Health Plan 2009-2019 Priority Targets by 2019 1. Health policy and planner recruited and in service to manage policy, planning and infrastructure 2. Occupation Health and Safety (OHS) Unit established with qualified local officer in service to manage all OHS requirements 3. Legal Unit established with staff in office to manage all legislative and regulations requirements 4. Nurse Volunteer Scheme for Community Health Nurses negotiated, established and managed 5. IT Unit, Health Information and Communication Units established and managed 6. Taxation for tobacco products and sugary /fizzy drinks introduced and managed 7. Enforcement Unit for health legislation established, managed and operational What we will do Governance / Management • Advocate for the establishment of an Occupation Health and Safety (OHS) Unit • Advocate for the establishment of a Legal Unit for health related legislation and regulations • Advocate for the establishment of a Health Policy & Health Planning Unit to support all policy and planning requirements. • Advocate for the establishment of an Enforcement Unit for health regulation enforcement. • Explore sources, resources and recruit OHS Officer, Legal Officer, IT Programmer (localised); IT Hard ware (localised), Chief Statistics Officer, Health Policy & Planner and Enforcement Officer. • Explore the opportunity to employ retired nurses under Volunteer Scheme with Fiji’s PSC • Advocate and support introduction or review of taxation on alcohol and tobacco for health promo tion and protection. • Advocate for the introduction of taxation on sugary fizzy drinks for health protection. Proposed Revised Structure at Head Quarters Level The staff positions in yellow shade represent the proposed new establishment under the reform process. The positions are aligned according to their primary role and function apart from their line of account ability. 10 Tuvalu - Ministry of Health Reform Strategy 2016-2019 Key Result Area 2: Preventive and Primary Care Services Strategic Objective To strengthen and improve community preventive and health care services under the principles and concepts of primary health care, universal health coverage and healthy islands Existing Department / Programme Specific Plans and Policies The following department / programme specific plans are in existence and have been considered in the planning process of this strategic plan. 1. Sexual and Reproductive Health Policy and Strategy 2016-2018 2. Tuvalu Immunization Handbook 2nd Edition, 2015 3. Tuvalu National Strategic Plan for Non Communicable Diseases 2011-2015 Priority Targets by 2019 1. Coverage for all EPI antigen to be >95% 2. Coverage for Pap smear screening is 100% for women over 35 years 3. Family planning coverage improved to 50% for modern methods 4. 2015 WHO STEPS survey published and used for planning interventions 5. Improve Information, Education and Communication (IEC) material production capability and distri bution 6. Public Health (PH) laboratory established and operational 7. Water testing of E.Coli in all household twice a year 8. Up to 60% exclusive breastfeeding rate 9. Achieve TB coverage for TSR > 90% 10. PH Act revised to accommodate Quarantine duties of Environmental Officers 11. NCD Strategic Plan formulated, operationalized from the NCD Unit 12. Improve physical activity levels amongst population by 25% 13. Improve proportion of population consuming at least 3 or more servings of fruits and vegetables per day on most days of the week by 15% 14. Reduce current tobacco smoking rates by 10% 15. Reduce binge drinking prevalence by 50% 16. Reduce Diabetes incidence by 10% 17. Reduce HTN prevalence by 10% 18. Reduce obesity rate by 5% 19. Review report on the impact of climate change on public health What we will do Health education and promotion 1. Process recruitment of an Assistant Health Promotion Officer for support IEC and media production 2. Support community based research and complete WHO STEPS survey for NCD 3. Improve health education and promotion including the procurement of appropriate unit equipment Environmental health 1. Support staff and organisational restructure the EH unit including the creation of staff positions for Sanitation Aides for Niulakita and Motufoua Secondary School (MSS) 2. Revise Public Health Act to accommodate the after hour work role of Quarantine Health Officers (4pm-8am) 3. Conduct regular and schedule refresher trainings for Sanitation Aides 4. Acquire and install an Incinerator for proper disposal of expired foods products 5. Establish a Public Health Laboratory with appropriate equipment. 6. Secure a Technical Assistant from available sources to assist in environment health work 7. Support Zoning of areas on Fongafale to ease sanitation inspection Tuvalu - Ministry of Health Reform Strategy 2016-2019 11 Nutrition and Dietetics 1. Process the recruitment and engagement of a Nutritionist for PMH 2. Support and strengthen breast feeding practices including the Baby Friendly Hospital Initiative (BFHI) 3. Promote local greens/vegetables to change eating styles of Tuvaluans 4. Advocate for organisational restructure for improved nutritional staffing and services 5. Support infrastructure improvements such as the procurement of proper dining tables and benches at PMH TB Control 1. Support infrastructure improvements for counselling services for TB cases 2. Develop TB Guidelines under the Global Fund 3. Revive TB Committee to raise PIRMCCM/TCCM 4. Restructure Health Committees - TB Committee HIV and STI Control 1. Support infrastructure improvements for counselling services for HIV cases 2. Finalise the proposed HIV Legislation 3. Restructure Tuvalu National AIDS Committee (Tuna) composition Public Health 1. Engage in discussion with other government agencies and stakeholders on addressing climate change issues in the country 2. Undertake a review on the impacts of climate change to public health 12 Tuvalu - Ministry of Health Reform Strategy 2016-2019 Key Result Area 3: Curative and Hospital Health Services Strategic Objective To provide high quality clinical care and services to meet the needs and expectations of patients and that are in line with the policies and resources of the Ministry. Existing Department / Programme Specific Plans and Policies The following programme specific plans are in existence and have been considered in the planning pro cess of this strategic plan. 1. PEN – NCD Control Service Area 1: Primary and Secondary patient care services Service Area 2: Tertiary care and referral services Service Area 1: Primary and Secondary patient care services Priority Targets by 2019 1. Reduced GOPD patient waiting time to ½ hour from current estimated time of 2 hours 2. Patient Triaging System established and fully operational 3. Community Health Nurses recruited and working under the Volunteer Nursing Scheme 4. Nursing Competency Standard completed and operational 5. Volunteer Nurses (Community Health) engaged and in service 6. Endoscopy service (lower & upper) introduced and offered 7. Cystoscopy service introduced and offered 8. Orthopaedic procedure of plate and screws introduced 9. Amputation number reduced by 50% 10. Reduce caesarean rate by 50% of current level (13.5%) 11. Achieve zero maternal mortality 12. Complete basic oral health training for 50% of outer island nurses 13. A 35% reduction in prevalence of dental caries 14. Achieve a 30% reduction in outer island dental referrals 15. Nurse Anaesthetist trained and in service 16. Construction of mini-hospitals in NNM and VTP completed What we will do Medical 1. OPD – ensure smooth flow of service through TRIAGING system based on severity of medical conditions 2. Support incentives as motivator for Medical Officers (MOs) to perform their technical roles 3. Renovate Paediatric Ward for in-patient requirements 4. Renovate of On Call Room 5. Construction of Mini-Hospitals in NNM and VTP Surgery 1. Maintain and strengthen current services in general surgery. 2. Introduce additional surgical capabilities for endoscopy and cystoscopy 3. Strengthen orthopaedic capability for fracture management such as plate and screw intervention 4. Support human resource development for surgery Tuvalu - Ministry of Health Reform Strategy 2016-2019 13 Obstetrics 1. Maintain and strengthen current services in obstetrics and gynaecology 2. Improve ANC capacity and capabilities with skills training and in-service training for all staff particu larly Midwives. Nursing 1. Support recruitment and engagement of nurses. 2. Strengthen on-going nursing training scholarships at pre-service and in-service. 3. Strengthen Community Nursing through the services of Nurses engaged under a Volunteer Scheme with Fiji. 4. Strengthen Nursing Standards competency. 5. Re-organise and restructure nurse workforce. 6. Train 2 Nurses to become qualified Nurse Anaesthetists Dental 1. Support engagement and recruitment of dentists from the Pacific or from other countries such as India 2. Conduct basic oral health service training for Outer Island Nurses 3. Support the establishment of Dental Therapists (nurses) positions on each island for basic oral health services 4. Support development of an appropriate staff structure including adequate clinic infrastructure Service Area 2: Tertiary care and referral services Priority Target by 2019 1. 30% reduction in both case number and costs for overseas medical referral and treatment from cur rent level (2015). 2. Increase visitation of medical specialist to PMH from current number (2015). 3. Outer Island specialist medical team visit initiated and supported. 4. Feasibility assessment of commercial pharmacy service, renal dialysis service and diagnostic CT scan service completed. What we will do Overseas Medical Treatment and Referral 1. Support and facilitate cost effective evacuation and referral of patients for overseas medical treat ment as per policy. 2. Network with the Pacific Island Countries for case referrals and treatment 3. Support ongoing treatment and reviews of overseas treated patients Visiting Medical Teams 1. Explore opportunities to increase and diversify locally based specialist clinical services so as to reduce overseas patient referrals 2. Coordinate partner agencies and governments offers for specialist visits and services in the various clinical fields 3. Support and facilitate scheduled visits and work of specialist including the local skill training of key health staff Future Clinical Service Expansion 1. Conduct a feasibility study on kidney dialysis service in Tuvalu 2. Conduct a feasibility study on improved diagnostic / imaging service in Tuvalu especially CT scan 3. Explore possible establishment of commercial arm of Pharmaceutical services from PMH. 14 Tuvalu - Ministry of Health Reform Strategy 2016-2019 Key Result Area 4: Clinical Care Support services Strategic Objective Ensure quality, timely and accessible patient care support services in therapeutics, diagnostic and reha bilitative services that support and meet clinical service requirements. Existing Department / Programme Specific Plans and Policies 1. National Medicine Policy 2. National Equipment Policy 3. Therapeutic Guideline 4. National Essential Medicine List 5. Laboratory Policy (draft) Priority Targets by 2019 Laboratory 1. Achieve a 50% reduction of laboratory sample referral overseas 2. Specialised training for 50% of staff in identified laboratory service departments Radiology 3. Portable X-ray service introduced and fully functional 4. Specialised training of 50% of staff in identified radiology service departments 5. Feasibility study in the CT scan services completed Pharmacy 5. Reduce the average number of drugs prescribed per encounter 6. Increase by 50% the number of drugs prescribed by generics 7. Reduce by 20% the number of antibiotics prescribed 8. Increase by 80% the drugs prescribed from the National Essential Medicine List 9. Increase the consultation time with patient to an average of 4 minutes per encounter 10. Increase by 80% of drugs actually dispersed 11. Increase to an ideal 100% drugs adequately labelled by or per encounter 12. Increase by 30% patient knowledge of correct dosages and drug information 13. National Central Medical Stores will maintain 100% availability of medicines and consumables 14. Feasibility on commercial service of the Pharmacy completed Physiotherapy 14. Rehabilitation unit functional and providing services Biomedical 15. Master Plan for Medical and Dental Equipment formulated 16. Oxygen plant completed and in operation What we will do Laboratory 1. Acquire cancer testing capability and services to improved access and reduced overseas referrals 2. Progress Laboratory Policy consultation with stakeholders 3. Support staff and organisational restructure Radiology 1. Advocate for proper dark room chemical waste disposal 2. Advocate for a staff and salary restructure 3. Support infrastructure refurbishment for better office space allocation 4. Secure and offer portable X-ray services for an improved patient care 5. Undertake CT service feasibility study and analysis Tuvalu - Ministry of Health Reform Strategy 2016-2019 15 Pharmacy 1. Finalise the Health Professionals Bill, Tuvalu Pharmacy Therapeutic Products Bill, and the National Medicine Policy 2. Improve office computer supply and internet connectivity for Outer Islands nurses to ensure proper management and monitoring of medical supplies 3. Secure additional warehouse and space for proper storage of drugs/medical equipment/consuma bles 4. Undertake a feasibility study on the possibility of a commercial pharmacy service Physiotherapy 1. Support relocation of the Physiotherapy office to the Old MPH 2. Advocate for revised salary and staff restructure for the department 3. Develop a rehabilitation centre for improved patient care 4. Procure physiotherapy equipment and assistive device relevant to the service Biomedical 1. Develop a medical equipment inventory 2. Construction of Oxygen Plan 16 Tuvalu - Ministry of Health Reform Strategy 2016-2019 Key Result Area 5: Health Administration and Management Strategic Objectives Provide administrative and management support to the Ministry of Health in meeting its goals on at least policy and planning, human resource, legal aid, clinical care, public health, infrastructure and medical equipment needs. Existing Department / Programme Specific Plans, Policies & Strategies 1. Tuvalu Medical Treatment Scheme Service Area 1: Administration, Policy and Planning Service Area 2: Human Resource Service Area 3: Infrastructure Service Area 4: Equipment Service Area 5: Communication & Networking Priority Target by 2019 1. Human Resource Plan formulated and operationalized 2. Annual Operation Plan (AOP) formulated for every year beginning in 2016 3. HF Radio communication network to all health facilities established and operational 4. Ministry of Health Web site developed and in use What we will do; To address the policy objective and the strategic area, the Ministry through Administration Division will undertake the follow activities. Administration, Policy and Planning • Formulate Human Resource for Health (HRH) Plan • Upgrade Tuvalu Nurse Standard • Review of remunerations of doctors, nurses, paramedics and Public Health Staffs • Develop a result based financial accounting system at PMH • Facilitate Annual Operational Planning (AOP) of the Ministry • Outsource support services at PMH through contract basis • Ensure the Government to adopt building codes to assist People with Disability • Review of key Health Acts • Draft OHS (Occupational health and safety) Bill and formulate OHS Policy • Finalise the review of the Reproductive Health Policy • Reform Tuvalu CCM by including Kapolei and Islands’ communities leaders • Reform NCD committee by including Kapolei and Islands’ communities leaders • Endorse Health Promotion and Educational Policy; and National Equipment Policy • Endorse the following bills; Health Professionals, Pharmacy and Therapeutic Products, Public Health; and; Food Safety Regulations, Tobacco Control Regulations Human Resource • Recruit specialists in the Princess Margaret Hospital (PMH) • Establish and post one General Practitioner on each Island • Establish and recruit Biomedical Technician • Establish and recruit NCD Officer • Establish and recruit WASH Officer • Allocate specialized training for General Practitioners • Train 2 Nurses to become qualified Nurse Anaesthetists • Allocate training for Nurse Practitioners to upgrade their clinical skills • Support on-going training of Midwives • Provide First Aid Training for Public Servants Tuvalu - Ministry of Health Reform Strategy 2016-2019 17 Medical Equipment • Formulate Master Plan for Medical and Dental Equipment • Equipment management of identification, procurement, servicing and disposal medical equipment requirements • Facilitate procurement of equipment for the Physiotherapy Rehab Centre • Facilitate procurement of Laboratory Cancer Test equipment • Facilitate procurement of Radiology portable X-ray Infrastructure • Provide housing for Cuban and other trained medical graduates and specialists • Refurbishment of outer Islands clinics • Major renovation of PMH and develop PMH Master Maintenance Plan • Relocate the Isolation Unit from the PMH • Refurbish the new paediatrics wards • Construct proper garage to house the ambulance and PMH vehicles • Construct a proper place for staff tea-breaks, tea room • Upgrade the PMH morgue • Upgrade PMH surroundings with proper landscaping • Construct PMH fence • Construct Private Wards within PMH • Improve water quality and toilet facilities of each island rural clinic • Construct Pharmacy storage room • Construct Public Health Mini-lab • Construct the Rehab Centre for Physiotherapy Communication and Networking • Provide HF Radio Communication network to outer islands’ and mini-hospitals • Set up software database for Mohr headquarters • Develop MoH website 18 Tuvalu - Ministry of Health Reform Strategy 2016-2019 Key Result Area 6: Health Partners Strategic Objective Foster a mutually beneficial and effective partnership that supports the health mandates of each partner and the health interest of the population. Existing Department / Programme Specific Plans & Strategies 1. TuFHA Strategic Plan 2013-2015 2. Tuvalu Red Cross Strategic Plan 2015-2019 3. Fusialofa Strategic Plan 2013-2015 Priority Targets by 2019 1. TuFHA Youth Centre construction completed and in use 2. Increase registered voluntary blood donor by 25% from current 2015 level 3. All people with disability have mobility access to health facilities What we will do TuFHA 1. Funds to construct TuFHA Youth Centre 2. HR sharing with MOH egg TuFHA nurse going on leave, at least a PMH nurse to come and work for TuFHA until the TuFHA nurse resumes duty 3. Facilities sharing with Mohr 4. Comprehensive sexuality education (family life education -UNFPA) Tuvalu Red Cross Society (TRCS) 1. Strengthen cooperation between Laboratory and TRCS via improved fast communication for volun tary blood donor recruitment; 2. Ensure any relevant government circulars is distributed to NGOs; 3. FIRST AID training for public service staffs; 4. Promote the ‘BIGGEST WEIGHT LOSING PROGRAMME’ to address NCDs. Fusialofa 1. Include Fusialofa on all public policy making; 2. Consider the provision of assistive devices for Fusialofa cases 3. Ensure accessibility of Persons With Disabilities (PWDs) during the renovation of PMH e.g. ramps, toilets. Tuvalu - Ministry of Health Reform Strategy 2016-2019 19 Section C Management of Reform Strategies C1. Implementing Structure and Planning process Achievement of the targets of the NHRS 2016-2019 will be at least dependent on resource allocation, staff availability and implementation capacity. The Key Result Areas and the accompanying strategies and activities are aligned to the organisational structure of the Ministry. Under each organisation struc ture, a senior executive officer is responsible for the supervision and management of the division / de partment / unit. Implementation of the key result area will follow and be guided by Annual Operational / Implementation Plan. Key Result Area Organisation Structure / Pro gramme Unit Lead Officer Responsible Health Reform Agenda All Departments PS / APS / DoH / Chief PH Preventive / Primary Care Public Health Chief (PH)/ Programme Staff Curative / Hospital Services Hospital / Medical Service DoH / HOD Clinical Support Services Hospital / Medical Service DoH / HOD Administration/Management HQ / Health Management PS / APS Health Partners NGO OIC Noting that budget and funding allocations are also aligned to the structure, monitoring of activities im plementation and challenges faced will be the responsibility of the line Manager. Planning Process 20 Tuvalu - Ministry of Health Reform Strategy 2016-2019 C2. Financing and Cost Implications of Reform Strategies Public expenditure on health has been increasing over the past four years. Compared to other Pacific Island countries, Tuvalu has one of the highest health expenditure as percentage of GDP and per capita spending on health. Similar to most Pacific Islands, funding allocated to health care and services come from the government’s annual budget appropriation for health and from international partner agencies. The health sector receives the second highest share (next to Education) of the total government budget each year. In 2015, the Ministry of health budget made up 14% of the total government budget, whilst the Ministry of Education received 20.1%. These tables provide Managers and HOD an indication of possible sources of funding from established contributors for the implementation of the strategic objectives. The exact amount and breakdown of funding could only be projected at the time of the plan formulation. Many of the intended health activities highlighted in the NHRS 2015-2019 are also included in the Govern ment Four Year Roadmap 2015-19. Only few health activities are not included in the accelerated road map because these activities will be funding from external budgets funded by development partners. One of the main reasons of incorporating many of these intended health activities into the government roadmap is due to the need of the ministry to expedite the implementation of each activity according to the proposed timeline. Activities which fall outside of the current government roadmap would be pro posed to be funded by regional and international organisations directly or indirectly. One way of financing these activities is to execute the reform of the whole ministry to improve its health services in order to create substantial savings from the TMTS allocation. The employment of specialists to serve and provide secondary and tertiary treatments in hospitals in the pacific region is one of the key strategies supported in the report on the review of NZAID’s medical Treatment Scheme to the Pacific Is land Countries back in 2004. The employment of key specialists at PMH is certainly one way to reduce the number of referrals to overseas and also save substantial budget to be used on other important health developments highlighted in the NHRS 2016-19. Another long term way to create savings is to have major focus on preventative and primary health care services. This is an area that needs health promotion and health protection as well as recognising the need for multi-sectoral and multi-disciplinary approaches to health. This initiative involves 3 major areas of works: • Preparation for life: improving health services in family planning, safe birthing, antenatal care, immu nisation programs, programmes to reduce infectious diseases and healthy lifestyles in childhood and adolescence; • Protection of life: improving nutrition, reducing the incidence of infectious diseases such as TB and HIV/STI, advocate to reduce the incidence of Non-Communicable Diseases, protection from hazard ous environments, preventing disabilities and developing rehabilitation programmes; • Quality of life in later year: developing equitable, accessible and affordable health services, despite disabilities or chronic illness and trying to ensure physical and social environments which enable qual ity of life. Visiting Medical Specialists (VMS) not only saved money but also provided opportunities for training and capacity building for doctors and also other health professionals. This enables greater linkages to be made with primary health care to raise awareness of preventative and early intervention measures to reduce the incidence of conditions requiring advanced treatment (e.g. heart disease resulting from rheu matic fever). In the long-term, effort to build the capacity of PMH to meet its secondary and tertiary health care needs is an important aspect of saving financial resources in the future. One of the ministry long-term strategic targets is to upgrade the capacity of local General Practitioners to do specialised medical training at FNU in Fiji. So far, two of our local doctors are on training at FNU in Fiji doing their Master programmes in Internal Medicine and Obstetrics and Gynaecology. Both doctors will complete their specialised training in 2017 and in early 2018, they will join the workforce at PMH. The government needs to adopt a staff re tention policy for local medical specialists because the ministry definitely needs them to assist in reducing the cost of implementing TMTS policy. Tuvalu - Ministry of Health Reform Strategy 2016-2019 21 Long-term financing strategies to support many of these health activities depend very much on the ministry’s intention to build up its medical specialist unit in order to save millions of dollars from the referral scheme. The ministry aims that by the end of 2019, the total spending on TMTS would be reduced by 30%. This intended financing strategy however, would only work effectively on the assumption that primary health care and preventative systems should promote health protection and high living standards for the people in all levels of the communities. Another option for financing medical services in Tuvalu is by introducing a special health taxation system levy from unhealthy foods, drinks and tobacco which are sold at supermarkets and shops. This option has been included in the NHRS for consideration. The revenues collected from these taxes should be invested into the Tuvalu Health Trust Fund. In order to initiate this revenue collection, the Public Health Unit should introduce this levy into the Public Health Act with financial mechanisms on how to collect this special health tax. The list of unhealthy foods, drinks, tobaccos and other items should be clearly stipulated in the Act of Parliament. Cost Avenue for Health Reform Strategies These tables provide Directors and Managers an indication of possible sources of funding from estab lished contributors for the implementation of the strategic objectives. The exact amount and breakdown of funding could only be projected at the time of the plan formulation. External partner contribution to health services is also reflected and aligned to the KRA - by nature and intent of funding. The Tuvalu Government budget for 2016 is that reflected and projected in the 2015 budget appropria tion. The funding gap for KRA 1 is currently forecasted at the formulation of the NHSP in November, 2015. However, the new budget 2016 may allocate funding to address certain activities outline under the KRA. Moreover, the budget estimate for 2016 could be viewed as the baseline for funding commitment for duration of the NHRS. Key Result Areas and Known Funding / Source Key Result Area Activities / Commitment Areas 2016 Cost / Source 1. Health Reform Agenda • Governance / Management Funding Gap 2. Preventive & Primary Care Services • Health Promotion • Environmental Health • Nutrition and Dietetics • TB Control • HIV / STI Total $124,000 (WHO) $91.304 $124,933 $123,000 (GF) GF - $116,565 (GF) GoT - $578,649 3.Curative / Hospital Service • Medicine • Surgery • Obstetrics • Nursing • Dental • TMTS • VMT Total $154,405 $150,000 (NZMT) GoT - $2,777,970 4.Clinical Care Support Services • Laboratory • Radiology • Pharmacy • Physiotherapy • Biomedical $168,464 $53,057 $589,926 $22,746 $43,653 22 Tuvalu - Ministry of Health Reform Strategy 2016-2019 Key Result Area Activities / Commitment Areas 2016 Cost / Source 5.Health Administration and Management • Administration, Policy & Planning • Human Resource • Medical Equipment • Infrastructure • Communication / Networking • TMTS • VMT Total $750,000 $200,000 (JICA) $1,912,040 $200,000 (DFAT, ROC) $2,608,084 6. Health Partners • TuFHA • TRCS • Fusialofa $150,000 (UNFPA) C3. Financial GAP Analysis Forecasted funding gap in the NHRS relate to activities outlined under KRA 1 and KRA 3. These are new service areas and activities and will warrant funding consideration in the duration or in the reform plan cycle. Most of the funding requirement will be towards the cost of human resource / staff engagement apart from those related to function / operational costs of the newly established units KRA 1 • OHS officer engagement and operational costs • Legal Officer engagement and operational costs • Health Policy & Health Planner officer • Environmental Health Officer for Enforcement Unit engagement and operational costs • Nurses costs under Volunteer Scheme with Fiji’s PSC • Consultant costs for review of taxation on alcohol and tobacco, health promotion and health protection KRA 3 • Consultant cost for feasibility study on dialysis service • Consultant cost for an improved diagnostic / imaging service in Tuvalu especially CT scan • Consultant cost for feasibility study on a commercial arm of Pharmaceutical services from PMH. The funding gap is proposed to be met with resources both from the Government and from Develop ment Partners during the 4 years of the NHRS. C4. Monitoring and Evaluation A. Monitoring 1. Weekly / Fortnightly Review • All staffs (PS, DoH, HoDs) at the strategic level are fully responsible to carryout weekly assessment per taining to the progress of implementing health activities by each health sector. A written summary of the evaluation matrix will be compiled and submitted to the office of the PS fortnightly. • The Total Quality Management (TQM) Committee (PS, DoH and HoDs) shall meet on quarterly basis to ensure that health standards are being observed strictly in all health delivery services. • Monthly meeting will be hosted by the Minister of Health and PS as a follow-up to update on new activities that need to be initiated. • Expected outcomes or key performance indicators (KPI) should be met accordingly to their respec Tuvalu - Ministry of Health Reform Strategy 2016-2019 23 tive benchmarks. • An independent evaluator is needed to compile a separate annual assessment report that should be tabled to the first parliament session of every following year. 2. Operational Plan • Annual Operational plan formulation is in itself, a process of monitoring of Strategic Plan stages of implementation. The annual process is a good review and planning process on the Strategic Plan. • The process of AOP planning should commence in October every year and be completed in January the following year after Government finalises budgetary approval processes. 3. Annual Reports • The Annual Report compilation of the Ministry is a monitoring tool for the Strategic Plan as it reports on the yearly achievements and challenges of the health services. Health indicators for the key target areas will be included in the annual report. • Ideally, Annual Reports should be compiled and presented to Cabinet within 3 months of the New Year. Unless dictated by Law, this time frame is proposed for consideration. B. Evaluation 1. Surveys • Scheduled or planned surveys by the Ministry or as part of health programme activities can provide evaluation requirements for the Strategic Plan. Known programme surveys such as STEPS for non-com municable diseases and MoH planned health researches (micronutrient deficiency, trachoma, STI etc) are good evaluation exercises. Surveys can assess areas not normally captured in routine health statistics such as community perception of the health service. Surveys also complement and validate routinely collected medical statistics. 2. Demographic Health Survey • Demographic health surveys that can be conducted at 5-10 year intervals are important tool for evaluation of health outcomes. The last survey was conducted in 2007. DHS preferably should be conducted between national censuses. 3. End of Strategy Evaluation • At the end of the reform strategy in 2019, there would be an evaluation exercise carried out to assess the performance and achievements of the strategy and to plan for further intervention directions. 24 Tuvalu - Ministry of Health Reform Strategy 2016-2019 Selected Targets for Monitoring & Evaluation Indicators Baseline 2014 Targets 2019 Data Source Infant mortality (number) rate / 1000 Live births 7.8 7 MOH Maternal mortality (number) ratio / 100,000 Live births 392 0 MOH Teenage Births (%) 5 5 MOH Measles Vaccine Coverage 98 100 Survey Under 5 yr Mortality Rate 11 8 MOH Contraceptive prevalence rate 36 50 MOH Infants exclusively breastfed for the first 6 months of life (%) 40% (est) 60% Survey TB prevalence in population (per 100 000) 327 200 MOH Cervical cancer screening: women 20-64 years (%) N/A 100% MOH Diabetes prevalence 14.5 12.5 Survey HTN prevalence (10% reduction) 2015 STEP Rate Survey Obesity prevalence (5% reduction) 2015 STEP Rate Survey Tuvalu - Ministry of Health Reform Strategy 2016-2019 25 Section D: Annexes Annex 1. List of Requested and New Human Resources 2016-2017 Position Level Number Location Area of Work Environmental Health L5/6 1 PH/Funafuti OHS, Food Safety, Tobacco Control Health Planner L5 1 HQ Health Planning – AOP, SP Monitoring & Evaluation Project Management Assistant Health Promo tion Officer L6 1 PH/Funafuti Health Communication – media, IEC material production Dental Therapist L6/5 2 VTP NNM Clinical dentistry School health Health Statistics Officer L6 1 HQ / PMH Health statistics; collection, analysis and distribution Legal Officer L3 1 HQ Health Legislation formulation and revision, Enforcement, Pros ecution Sanitation Officer L6 2 Niulakita Motufoua SS Sanitation, Water, Waste man agement Nursing Officers L6/5 7 PMH MCH Wards MCH Clinic Total 16 2018-2019 Position Level Number Location Area of Work Medical Officers L3 6 PMH, PH, Islands Community health, clinical care, public health Total 6 26 Tuvalu - Ministry of Health Reform Strategy 2016-2019 Annex 2 Four Year Government Roadmap 2015-19 Matrix Targeting “Vulnerability as Enemy number One” of the Nation Ref # Activity Description Timeline Status Challenges Budget Possible Development Assistance MinistriesBudget Com mitted Financing Gap 1.1 Formulate Human Resource for Health (HRH) Plan HR Plan is due to complete in October End of 2015 SSCSiP is final ising it. MoH received the first draft from SSCSiP TA from SS CSiP is also doing other regional tasks so fi nalisation of the HR plan might take longer SSCSiP met the cost NA SSCSiP pro vides TA to draft the HR Plan MoH SSCSiP 1.2 Recruit special ists in the Princess Margaret Hospital (PMH) Recruit specialists: internal medicine, paediatrics, O&G, car diologist, anaesthet ics, Psychiatrist, Urologist, Ophthal mologist, Orthopae dics, ENT, 2015 2019 As of to-date only 3 medical specialists had shown their in terest (OBGYN, Anaesthetist, and Internal Medicine). All of them will be coming at dif ferent time be fore the end of this year. One is coming in S e p t e m b e r , the other in Oct and the 3rd special ist in Dec. Ar r a n g e m e n t for their travel plans have been done and bookings need to be secured. MoH management is still scouting for the other two medical specialists to be part of the team. Unavail ability of housing on Funafuti is really a hassle. $340,000 had budget ed in 2015 to meet remunera tion for only 3 medical specialists. MoH pro vides free of charge health care and clinical services and no ac counting systems to enable MOH forecast its spend ing MoH will work to gether with SSCSiP to ensure core medical specialists are avail able at PMH . MoH will seek the assistance of India to provide specialists MoH M o H , MFATTEL 1.3 Allocate specialized training for General Practitio ners Allocate training to GP to do specialised training at FNU based on the HR plan 2016 2019 2 doctors currently undertaking post-graduat ed progrmmes at FNU, O&G and Internal Medicine Retaining of local medical specialists is difficult FJ$300K NA NZAid Pub lic/open or DFAT pub lic/open scholarships MoH DoH 1.4 Train 2 Nurses to become qualified anaesthe tists MoH needs more nurses to be quali fied to do secondary and tertiary medical services 2016 2019 MoH will ar range place ment with FNU for special training for nurses Availabil ity of this training depends on FNU academic require ments FJ$200K NA NZaid pub lic/open and DFAT public/ open schol arships Tuvalu Inservice scholar ships Tuvalu - Ministry of Health Reform Strategy 2016-2019 27 Ref # Activity Description Timeline Status Challenges Budget Possible Development Assistance MinistriesBudget Com mitted Financing Gap 1.5 Allocate training for Nurse Practitio ners to up grade their clinical skills and ongoing training of midwives MoH aims to improve clinical services on each islands by having sufficient qualified staff 2016 2019 Allocate an nual in-service training schol arships for senior nurses to train at FNU Availabil ity of this training depends on FNU FJ$100k NA DFAT and NZaid open/pub lic scholar ships In-service training and MoH 1.6 Restruc ture staff on each is land clinic and post one Gen eral Prac titioner on each Island Restructure staff on each clinic and the provision of basic medical and dental equipment Post 1 GP on each Island 2016 2019 Employ one nurse prac titioner on each island. New posting, the Environ ment Officer to oversee and manage resilience and adaptation health pro grams. 8 medical stu dents gradu ated from Cuba, these students will undertake in tern training in Kiribati and in 2017 MoH will post them to outer islands Increase of the health workforce will inflate MoH budget none none The next NAPA project will pick-up some of these health programs MEYS MoH 1.6.1 Implement health sec tors’ staff restructure This is the major issue that was discussed to re structure the staff under each health sec tor 2016 2019 Need to add 15 new posts into the establishment register 2016. This activity starts in 2016 Depends on the approval of the budget $120k Na MoH MFED 1.7 Upgrade Tuvalu Nurse Standard To maintain the quality of nursing standards in the delivery of nursing services and to allocate a nurse trainer to provide continuous professional develop ments to the nurses, assistant nurses and nurse aides 2016 2019 Currently re fresher training for nurses are conduct ed annu ally. There is a need to have a nurse trainer to pro vide regular trainings and monitor the competencies and ensure that proce dures are professionally practised No nurse trainer Lack of financial support $30k/yr Na MoH 28 Tuvalu - Ministry of Health Reform Strategy 2016-2019 Ref # Activity Description Timeline Status Challenges Budget Possible Development Assistance MinistriesBudget Com mitted Financing Gap 1.8 Provide housing for Cuban trained medical graduates and spe cialists Acquire a piece of leased land to construct homes for doctors 2016 2019 Need approv al from Lands Department for construc tion of drs’ lodges Lack of land on Funafuti $250k na na MoH 1.9 Review of remunera tions of doctors, nurses, paramed ics and Public Health Staffs This is a TKKII require ment to review doctors and nurses salaries 2015 2016 Need TA to re view salary of medical staff Hard to find TA to execute this task $50k na na MoH 1.10 Provide First Aid Training for Public Servants Need to have a first aid officer in each ministry to save lives an acci dent hap pens 2016 2019 Tuvalu Red Cross Society (TRCS) to work with MoH on this initiative Training cannot be conducted during work hours $10k na na MoH TRCS 2.1 Construc tion of outer Islands clinics Nanumaga under TC Pam funds, Nukulaelae GoJ, Nuku fetau GoT. 2016 2019 N a n u m a g a Kaupule is renting a pri vate home to run daily clini cal services. MHARD needs to speed up the construc tion of outer islands, clinics Lack of co ordination $200k was allocated for Nanu mea and Nukufetau clinics $200k already trans ferred to TMTS votes Each Kaupule and MHARD to discuss how this project can be pro gressed MHARD MoH MPUI 2.2 Construc tion of Mini-Hospi tals in NNM and VTP These mini hospitals will be con structed on NNM and VTP. Design ing of the 2 m- hospitals are under way 2016 2019 Need project sites survey on the two islands No identi fied donor to fund this project $2millions na na MoH 2.3 Major renovation of PMH and de velop PMH Master Mainte nance Plan JICA will visit Tuvalu in Octo ber to do Technical Feasibility Study for the renova tion of PMH This plan would help MoH in estimating mainte nance cost for the annual budget 2015 2017 JICA techni cal feasibility team already carried out in Nov this year Implemen tation time might take longer than March 2016 $1.2m na Contractor will do the renovation MoH JICA Tuvalu - Ministry of Health Reform Strategy 2016-2019 29 Ref # Activity Description Timeline Status Challenges Budget Possible Development Assistance MinistriesBudget Com mitted Financing Gap 2.3.1 Develop a result based financial account ing system at PMH This is one of the initiatives of the TKKII. MoH had sought the assistance of Chun Shang Medical Univer sity Hospital (CSMUH) to design a financial system to be used at PMH 2 0 1 5 2019 CSMUH had approached but still no update regarding our request to develop a accounting system at PMH No commit ment from partner $50k na na MoH CSMUH 2.3.2 Relocate the Isola tion Unit from the PMH Construc tion of the new Isola tion unit away from the PMH 2017 2019 Need govern ment lands to construct the isolation unit Lack of lands on Funafuti $150k na na MoH MNR 2.3.3 Renovate the new paediat rics wards This new Ped. ward was com pleted in 2014 and was used as men ward when men ward was under mainte nance 2016 2017 PWD to work with Director of Health on required ac tivities needed at the paed. Lack of commit ments from both sides $20k na na DoH PWD 2.3.4 Relocate some staffs to use office spaces at the old PMH wing Lack of office spaces to deliver bet ter medical services to the public 2015 2016 Renovation of PMH will be in March so relo cation of staff to old PMH wing should happen in Dec 2015 and Jan 2016 Lack of office for government department which are currently occupied the prem ises $10k na na MoH All cur rent oc cupiers at Old PMH 2.3.5 Construct proper garage to house the ambu lance and PMH vehicles There is no proper garage to house PMH vehicles to do small repairs and mainte nance 2016 Work might start in 2016 No funding yet $15k na na MoH contrac tor 2.3.6 Construct a proper place for staff tea breaks, tea room Upgrade the exten sion near PMH kitchen to be used as tea room for staff 2016 2017 This work will carry out in 2016 No budget allocation $15k na na MoH Private Contrac tor 30 Tuvalu - Ministry of Health Reform Strategy 2016-2019 Ref # Activity Description Timeline Status Challenges Budget Possible Development Assistance MinistriesBudget Com mitted Financing Gap 2.3.7 Upgrade the PMH morgue Reefer donated by Trans Shipping Company needs to be shifted from the wharf to PMH 2015 2016 JICA will do this work dur ing the major renovation Work will be in March 2016 $55k na na MoH JICA 2.3.8 Make PMH surround ings more proper landscap ing PMH surround ings need proper landscap ing 2016 2019 Need handy man to get someone to do landscap ing at PMH Lack of supervision of staff $200 na na MoH 2.3.9 Construct PMH fence A fence will be con structed around PMH complex to improve se curity PMH facilities 2015 2016 PMH needs proper fence to avoid intruders from misusing facility in the hospitals No budget this year 2015 $110k na na MoH Private contrac tor 2.3.10 Construct Private Wards One of the old wards will be used to for con struction 5 private wards 2016 2019 Better facility for VIP and overseas and those who can afford the services No alloca tion this year 2015 $150k na na MoH PWD Contrac tor 2.3.11 Outsource support services at PMH through contract basis Contracting of support services at PMH to pri vate sector 2017 2019 Cleaning will be outsource to improve cleanliness at PMH all times Current employees might lose their works $20k na na MoH 2.3.12 Construct the rehab Centre and Procure equip ment for the Rehab Centre Need a list from the Physio De partment on what equipment to be pro cured 2015 2016 This rehab centre will be constructed near PMH No commit ment from PMH man agement to move this task quickly $60k na na MoH PWD contrac tor 2.3.13 Formulate Master Plan for Medical and Den tal Equip ment This is one of incom plete tasks from the TKKII. MoH will work with the Biomed to complete this Plan 2015 2016 Need Biomed and Handy man to work on Master plan and reg ister record No qualified Biomed to work on this task $30k na na MoH 2.4 Strength ening commu nication between Lab and TRCS Need prop er coordi nation of this blood donor pro gram 2016 2017 Strengthening the two de partments to work together Lack of supervision and coop eration na na na MoH TRCS Tuvalu - Ministry of Health Reform Strategy 2016-2019 31 Ref # Activity Description Timeline Status Challenges Budget Possible Development Assistance MinistriesBudget Com mitted Financing Gap 2.5 Construc tion of Oxygen Plant Designs have completed – procure ment of building materials 2015 2016 Fund of this plant had been vired to TMTS Need to allo cate for 2016 Lack of commit ments from technical sides $150k na na MoH PWD 2.6 Ensure the Govern ment to adopt building codes to assist People with Dis ability MOH should now push the Govern ment to adopt building codes to assist People with Disability 2015 2019 Need to push cabinet for department responsible for building code to cooperate with Fusi Alofa needs Lack of co operation between Fusi Alofa and other government depart ments na na na Fusi Alofa PWD 2.7 Improve water quality and toilet facilities of each island rural clinic Strengthen Public Health unti to deal with water qual ity control 2016 2019 Recruitment of more person nel to work under the public health unti will hap pen in 2016 Lack of staff at Public Health unit $200k na na MoH 2.8 Construct Youth Play Centre un der TuFHA Encourage youths to engage to sports to avoid crimi nal acts 2016 2019 Building of the centre may possible if funding is provided by government of donor No funds yet $150k na na TuFHA 2.9 Construct Pharmacy storage room Need bet ter place to keep phar maceutical products 2016 2019 The current storage is no longer fit to keep our pharmaceuti cal products JICA will not include in its renovation project $150k na na MoH PWD 3.0 Construct Public Health Mini-lab This mini-lab will ne used by public health unit 2016 2019 Preparation works on the ways No funding this year $50k na na MoH PWD 32 Tuvalu - Ministry of Health Reform Strategy 2016-2019 Ref # Activity Description Timeline Status Challenges Budget Possible Development Assistance MinistriesBudget Com mitted Financing Gap 3.1 Restruc ture MoH Structure, consider ing estab lishment of MoH legal unit, IT Statistics unit, Bio medical unit, Oc cupational health and safety (OHS) Unit, NCD unit, WASH unit and the Quality Manage ment Commit tee (ad hoc) All health sectors have to undergo a major reform to improve health care services MoH needs a solicitor to expe dite the processing of draft ing health bills and regulations as may need by the minister from time to time Improve water quality and security on each island. Pro vide proper toilet facilities on each island Need to set-up a database at MoH headquar ter and recruit local IT officers to look after IT network 2016 2019 Structural re forms will carry out each year till 2019 and it will start in 2016 Reform might be prolonged and all depend on the approval of cabinet na na na MoH MFED 3.2 Review of key Health Acts Reviewing of some of the old health acts are under going 2015 2017 Old Health legislations need to be reviewed and need a lawyer at MOH to do it Review un derway but very slow na na na MoH 3.3 Draft OHS (Occu pational health and safety) bill and formu late OHS Policy Seek AG of fice to assist drafting the bill 2015 2016 Need to encourage Commissioner of Labour to draft the OHS for the safety of civil servants No OHS na na na MFATTEL 3.4 Review of National NCD Stra tegic Plan 2009-2015 This NCD Strategic Plan ends in 2015, new NCD plan needs to complete and ap prove by cabinet 2015 2016 DOH and Pub lic Health Unit to review this NCD Policy Lack of co ordination and com mitment to move the review quickly $20k na na Public Health Unti Tuvalu - Ministry of Health Reform Strategy 2016-2019 33 Ref # Activity Description Timeline Status Challenges Budget Possible Development Assistance MinistriesBudget Com mitted Financing Gap 3.5 Finalise the review of the Reproduc tive Health Policy This policy is due to complete in October 2015 End of 2015 Works almost completed Need TuFHA and DoH to finalise the doc with UNFPA na na na DoH TuFHA UNFPA 3.6 Reform Tu valu CCM by includ ing Kapule and Islands’ com munities leaders Reform Tu valu CCM by includ ing Kapule and Islands’ communi ties leaders 2016 Current national com mittee is inef fective. Need to trim down the number to include 1 civil society, 2 reps from MOH, 1 from media Not active so need to reform the committee $10k na na MoH 3.7 Reform NCD com mittee by including Kapule and Islands’ com munities leaders Reform NCD com mittee to include Is com munities leaders and Kaupule 2016 MOH needs to work on this task with Public Heath Until Lack of co ordination $10k na na MoH Public Health Unti 3.8 Endorse Health Promotion and Edu cational Policy Submission needs to be made to MOH asap 2016 MOH has never receive this policy Lack of co ordination and com mitment na na na MoH 3.9 Endorse the follow ing bills; Health Pro fessionals, Pharmacy and Thera peutic Products, Public Health; and; National Equipment Policy; Food Safety Regula tions, Tobacco Control Regula tions These bills will be tabled in the next available parliament in Dec 2015 2018 Bills need to submit to cab and AG office before it they go to Clerk of Parliament Review was done in 2010 for some of these bills which took too long na na na MoH Cabinet Parlia ment 4.1 Set up software database for MoH headquar ters This da tabase is set-up at MOH head quarter 2016 2017 Need TA to set-up or carry out assess ment prior to setting up No TA $60k na na MoH Private contrac tor 4.2 Update PMH and outer islands clinics’ inventories Bio Techni cian and Pharmacist to work on this task 2016 Deploy staff to do this task in 2016 No commit ment from PMH to up date these data $4k na na PMH staff 34 Tuvalu - Ministry of Health Reform Strategy 2016-2019 Ref # Activity Description Timeline Status Challenges Budget Possible Development Assistance MinistriesBudget Com mitted Financing Gap 4.3 Provide HF Radio Commu nication network to outer islands’ and mini hospitals Need to procure RHF radio to back communi cation with outer island clinics 2016 2017 MOH already work in getting the price from Fiji Setting up this com munica tion needs license from TTC $30k na na MOH TTC 4.4 Recruit software program mer This part of the reform to employ a and IT software 2016 Recruitment may happen in 2016 No budget allocation $20K na na MOH MFED 4.5 Develop MoH web site This website will be used by MOH to upload all useful informa tion about health promotion 2016 Need TA to develop this website No budget allocation $20k na na MOH contrac tor Tuvalu - Ministry of Health Reform Strategy 2016-2019 35 Annex 3 Sample of AOP Layout Key Issues Baseline Strategies Output/Target Lead Agency Support Agency Build mini hospitals on VTP and NMEA plus mortuary facilities Minimise referrals from outer island to PMH by 50% Design to be made by PWD or offshore contractors Budget to be submit ted in 2016 for 2017FY Employ doctors and paramedics and sup port services staff Reduce outer islands’ referrals by 50% Reduce budget for outer islands’ referrals by 50% in 2017 MOH PWD Kaupule of VTP and NNM JICA India Government WHO UNFPA NCD cam paigning targeting to reduce diabetes prevalence In 2013, diabetes prevalence of 14.5% was estimat ed for Tuvalu. Develop new NDC Strategic Plan 2016 2020 Reform Public Health Unit Review of Food Safety Act Review of Public Health Act Review of No To bacco Act Strengthening Educa tional Health Promo tion unit Reduce diabetes prevalence to 5% Reduce NCD referral cases by 50% NDC campaign regu larly monitor MOH WHO UNFPA SPC UNICEF UNDP Doctor to work on each island This initiative is possible to be im plemented when Cuban graduates completed their intern in 2017 Initiate intern pro gram for Cuban graduates Deploy general prac titioners and midwives to outer islands Minimum referrals to PMH Lifestyle and health care services im proved by 80% MOH Kaupule MHARD MEYS SCSSiP WHO Evacuation aircraft Need to have a feasibility study on a possibility of operating an evacuation air craft, chopper or amphibian aircraft TA to carry out the feasibility study If the initiative proves feasible then pro posal follows Emergency evacua tion improved Cost of evacuation reduced MOH MFED WB NZ PMH Fence Fence will cease intruders from abusing PMH fa cilities and hence keep mainte nance cost down Design to be made by PWD Budget to be cov ered under SDE Tender the project to private sector Cost of PMH mainte nance reduced PMH facilities would last longer MOH PWD MFED MFED via SDE 36 Tuvalu - Ministry of Health Reform Strategy 2016-2019 Key Issues Baseline Strategies Output/Target Lead Agency Support Agency TuFHA Youth Play Centre The play centre would provide better healthy and wealthy life styles for youth Design completed; Proposal to be sub mitted for funding Youths would live in a social and economic lifestyles that is healthy and wealthy MOH TuFHA MFED JICA UNICEF UNFPA PMH New Wing The current PMH facility is already too small to carry out proper medi cal services such as paramedic and clinical ser vices Design to be devel oped; Consultation with a donor interested to build this new com plex Submit proposal to Planning unit for pos sible donor Clinical and Public health services im proved Clinical and health staff would provide better health services to the public MOH MFED PWD JICA India Gov Restructure Health sectors (HR and Remu nerations) Review of doctors, Nurses and para medic salaries TA to carry out the review of salary of health staff The review report to be submitted to cabi net for consideration Brain drain would not affect the healthcare services in Tuvalu MOH MFED Personnel WHO SCSSiP Construc tion of Pri vate wards at PMH This provide pri vacy to patients and also provides satisfactory to those who can af ford pay services Design to be devel oped Renovating od old wing for this initiative Budget preparation Patients Privacy at PMH improved MOH MFED PWD JICA India Gov Retention Policy for Health Pro fessionals This policy is needed to retain our local health specialists from leaving the country TA from SScSiP to develop the policy Table the policy to cabinet for approval Need this policy in 2016 prior to comple tion of local specialists in 2017 MOH SSCSiP WHO SPC Upgrad ing of the Paediatric Ward to meet the standards The new paediat ric ward needs to be renovated to meet the neces sary requirements See PWD assistance in the renovation Seek budget assis tance via SDE Submission to be made in 2016 budget Paediatric ward improved and met the necessary require ments MOH MFED vis SDE Develop ment of the Health database to help the manage ment to make good deci sions This initiative will improve decision making at the strategic level Seek TA to develop the health database for the HQ Decision making pro cess improved Staffs at the strategic level would be able to make sound decisions quickly MOH Computer private company; SSCSiP Construc tion of a Rehabilita tion Centre at PMH This rehab centre will use by the physio to carry out rehabilitation pro grams for patients Procurement of ma terials Tender the contract to private sector Rehab cases will be treated by the physio therapist MOH PWD WHO PWD Key Issues Baseline Strategies Output/Target Lead Agency Support Agency Develop ment of the bridg ing and internship program in Tuvalu The bridging and internship program for Cuban graduates started in October with the bridging course and clini cal internship to be carried out in Kiribati and Public Health block in Tuvalu SCCSiP had already draft this program and need to be sub mitted to cabinet for approval Improved clinical experiences MOH MEYS SSCSiP WHO Mainte nance of PMH annu ally This is an ongoing maintenance pro gram on annual basis PMH to draft the maintenance plan Improved health ser vices at PMH Public exposed to bet ter health facilities MOH PWD MFED (recurrent budget) Recruit ment of medical specialists Due to the high pay rate of health specialists in the regional market, MOH has pro posed to increase the package for specialist at a more competitive rate that can at tract the special ists to work at PMH Submit the proposed budget for 2016 Recruit the special ists using the SSCSiP network TMTS referral cost would be decreased by 90 percent per annual MOH MFED SSCSiP WHO Fortis Healthcare Ltd Indian Gov Construc tion of the Bulk Stor age Facility The current facility that is now being used is no longer suitable to store drugs and con sumables Design needs to be developed by PWD Submit proposal to MFED Tender the project to contractor PMH would have prop er storage facility MOH PWD MFED JICA Indian Gov Construc tion of an Isolation Facility The isolation at PMH needs to be relocated to a distant place from PMH Design needs from PWD; Proposal and neces sary documents to be submitted to MFED Procurement of ma terials by contractor Secure contract with the contractor Patients admitted at PMH secured from infection by airborne diseases MOH PWD JICA Construc tion of proper mortuary facility at PMH The current mortuary at PMH cannot be used as a mortuary, PMH needs proper mortuary facility This project to be dis cussed by JICA and MOH to come under the major renovation of the PMH by JICA this year Mortuary facility at PMH improved and easily accessible to Public MOH PWD JICA Ambulanc es to Nanu mea and Vaitupu mini-hospi tals The 2 mini-hospi tals needs proper transportation fa cility for evacua tion of the patient Proposal already discussed and agreed by the South Korean Gov but there is a need to follow up with MFATTEL Better transportation facility for mini hospi tals on the 2 islands MOH MFATTEL South Korea Gov Tuvalu - Ministry of Health Reform Strategy 2016-2019 37 Key Issues Baseline Strategies Output/Target Lead Agency Support Agency Develop ment of Tele medicine network to support post-treat ment and review This facility will be needed at PMH for reviewing of patients during diagnosis and post-treatment Indian government already committed to fund equipment for setting up tele-med in Tuvalu and one of the hospitals in India; Follow-up discussion with Fortis had been executed for equip ment and commu nication setup with Fortis Escort Post treatment would be possible to be done locally as well as diagnosis Local practitioners would improve their medical skills and also able to learn from diagnostic analysis MOH Indian Govern ment Fortis Healthcare ltd Chung Shan Medical University Hospital (CSMUH) Dialysis Centre in Tuvalu Dialysis is done in Fiji by Kidney Foundation of Fiji (KFF) but cost is a major con cern due to the increase of renal cases Need TA to design the dialysis centre on Funafuti Proposal for a dialysis needs cabinet ap proval Secure budget from development part ners Procurement of ma terials Renal cases would be able to be dialysed locally on Funafuti Reduction in dialysis cost under TMTS MOH PWD JICA Indian Govt. 38 Tuvalu - Ministry of Health Reform Strategy 2016-2019 Annex 4 PROPOSED MINISTRY OF HEALTH ORGANISATION CHART (proposal after retreat workshop) Tuvalu - Ministry of Health Reform Strategy 2016-2019 39