Programme Manager – Health Systems Strengthening for the Prevention and Care Management of Non- Communicable Diseases Programme

TERMS OF REFERENCE

PROGRAMME MANAGER

HEALTH SYSTEMS STRENGTHENING FOR THE PREVENTION AND CARE MANAGEMENT OF NON- COMMUNICABLE DISEASES PROGRAMME

  1. BACKGROUND

The Government of Jamaica has received two loans from the Inter-American Development Bank (IDB) to support the Health Systems Strengthening for the Prevention & Care Management of Non- Communicable Diseases (NCD) Programme.

The programme objective is to improve the health of Jamaica’s population by strengthening comprehensive policies for the prevention of Non-Communicable (Chronic) Diseases (NCDs) risk factors and improved access to an upgraded and integrated primary and secondary health network in prioritized areas with an emphasis on chronic disease management, that provide more efficient and higher quality care.  This is a hybrid programme with a policy-based operation, a programmatic policy-based loan series (PBP) and an investment loan that will invest in the physical infrastructure and equipment of Jamaica’s health sector.

The Policy-Based Loan is implementing policies that will consolidate regulatory measures to address the preventable causes of NCDs and to reorient health systems to address prevention and control of NCDs through a people-centred primary health chronic care model.

The Investment Loan, (JA – L1049) in turn, is financing activities to consolidate integrated health networks and improving the management, quality, and efficiency of health services.  The Policy Based Loan will benefit the Jamaican population at-large, while the Investment Loan will have approximately 800,000 potential direct beneficiaries who reside in the catchment areas of the health services networks that will receive investments.

The Investment Programme being implemented by the Ministry of Health and Wellness (MOHW) has two (2) major components and an allocation to support programme administration and evaluation.

Component 1 – Organization and consolidation of integrated health services networks

This component is financing the purchase of medical equipment and the improvement of infrastructure for primary health care services in the catchment areas of three priority hospitals to increase their capacity in health promotion and disease prevention, especially regarding chronic, non-communicable diseases. The investments focus on strengthening the diagnostic and screening capability as well as the clinical and resolutive capacity of health clinics. This Component is further financing the upgrading and or expansion of three (3) hospitals selected on criteria relating to strategic role in the national hospital network, supply-demand gap analyses, and physical needs assessment. The hospitals will benefit from infrastructure upgrading and or expansion as well as modernization.  Hospitals: are 1) Spanish Town Hospital, 2) St. Ann’s Bay Hospital and3) May Pen Hospital

Sub-Component 1.1 – Strengthening Primary Care

1.1 The purpose of this subcomponent is to increase the physical capacity for service provision at the primary care level in three (3) priority geographical areas. Approximately ten (10) health centres have been identified to receive investments in medical equipment and infrastructure refurbishment and expansion. Health Centres are (1) St Jago Park, (2) Old Harbour, (3) Greater Portmore, (4) St. Ann’s Bay, (5) Ocho Rios, (6) Brown’s Town, (7) Chapelton, (8) May Pen East, (9) May Pen West, (10) Mocho.

The subcomponent  finances: (i) the preparation of building designs for the construction of new infrastructure on the sites of existing facilities (three centres), expansion of existing structures (four centres), and refurbishing (three centres); (ii) the physical works required for infrastructure improvement; (iii) the purchase of medical equipment including essential diagnostic and treatment items for NCDs, such as sphygmomanometers, electrocardiogram machines, pulse oximeters, defibrillators, computerized chemistry machines, etc.); (iv) engineering services for construction supervision; and (v) corrective and preventive maintenance of medical equipment

Sub-Component 1.2 – Increasing the Capacity and Efficiency of Hospital Services

This subcomponent addresses urgent needs to enhance patient safety and services in three (3) hospitals whose catchment areas contain the health centres identified in subcomponent 1.1. Financing from this subcomponent has been allocated to:

  1. The building and engineering designs for the infrastructure improvement and expansion.
  2. The construction in three hospitals according to contracted plans and designs.
  3. The purchase of medical equipment to raise clinical capacity to partially account for existing demand.
  4. The purchase of imaging equipment, including computerized tomography machines.
  5. Purchase of industrial style laundry machines.
  6. Construction supervision services; and
  7. The design and implementation of a corrective and preventive equipment maintenance programme.

Component 2 – Improvement of Management, Quality and Efficiency of Health Services

This component provides technical assistance to design and implement the Chronic Care Model (CCM) in the participating health services networks; to review and develop care pathways and protocols; and to prepare change management, continuous quality improvement and social media marketing for behaviour change strategies. It will also finance the implementation of the fourth Jamaica Health and Lifestyle Survey. This component is further supporting:

  1. The creation of a strong foundation for a digital health ecosystem, including the adoption of standards for interoperability, system architecture, updated governance structure, and other key elements.
  2. The design and implementation of a sustainable electronic health record (EHR) platform

Focusing on digitalization of key processes within the improved CCM.

  1. The strengthening of telehealth/telemedicine/telementoring capacity to include chronic care management, and the establishment of norms and processes for its institutionalization.
  2. The strengthening of telehealth/telemedicine capacity through the expansion of the echo model, the inclusion of chronic care in the platform, and the establishment of norms and processes for its institutionalization.

Following a 2019 mission to Jamaica the GoJ requested, and the Bank approved a non-reimbursable investment operation (“Investment Grant operation”, “IGR”) to complement the Programme to be granted by the European Union Caribbean Investment Facility (EU – CIF). In November 2020, the European Union (EU) and the Bank executed a Contribution Agreement under which the EU agreed to contribute an additional amount to the GoJ for the co-financing and execution of the investment loan component of HSSP.

The EU Contribution Agreement modifies HSSP to incorporate complementary financing provided by the European Union. As a result of the additional financing from the EU, the investment loan has been modified to reallocate resources originally assigned for the upgrading of ten health centres, which will now be financed by the EU-CIF, to increase the funds available for infrastructure improvement and medical equipment renewal at three hospitals.

The general objective of the complementary funding (JA – G1005) is to contribute to the improvement of the health of Jamaica’s population, while the specific goals are to (i) improve the quality of primary care provided through health centres in the catchment areas of the hospitals selected for IDB investments, and (ii) increase patient adherence to NCD management protocols.

Programme Administration and Evaluation

The implementation of HSSP is supported by a Project Executing Unit (PEU). The overall responsibility of the PEU is to support the Executing Agency/MoHW in the management, administration, and implementation of the investment loan/contribution.

This allocation supports the MOHW in terms of strengthening its institutional capacity for project implementation. It finances, inter alia, the Consultancy Firms contracted by the PEU, specialized technical services, independent auditing, as well as surveys and studies regarding the implementation of the programme and evaluation of its impact. The PEU is structured to provide additional capability in the areas of project management, procurement, financial management, infrastructure upgrading, medical equipment specification, and health information technology. Technical and fiduciary staff from the MOHW will work closely with the PEU specialists so that the MOHW benefits from knowledge transfer and capacity strengthening.

  1. ROLE SUMMARY

The overall responsibility of the Programme Manager is to manage and coordinate all aspects of project implementation in accordance with the loan agreement/loan contract/EU contribution and project execution and financial plan(s) The Programme Manager is responsible for the effective co-ordination of the programme’s projects, management of their inter-dependencies and maintaining overall integrity and coherence of the programme. Heshe will develop and maintain the programme environment to support each individual project within it – often through an effective programme management office, including oversight of any risks and issues arising. The Programme Manager is responsible, on behalf of the Ministry for delivering change through strong and effective leadership that will ensure that programme objectives and targets are met in a timely fashion.  The Programme Manager shall also oversee the co-ordination of any proposed restructuring, reorganisation and or introduction of new capabilities within the Project Executing Unit that will enable effective change and realization of projected benefits.

  1. SCOPE OF WORK

The scope of work to be performed by the Programme Manager will include:

  • To lead and manage a diverse group of senior professionals specializing in infrastructure development, engineering, health informatics, health programme development, monitoring and evaluation, environmental health and safety, financial management and communications in the coordinated and timely implementation of the investment loan/EU investment grant
  • To define the Programme’s governance arrangements.
  • To articulate the Programme’s strategy and objectives to successfully execute in a coordinated way the loan JA-L1049 and the investment grant JA-G1005.
  • To review and update as necessary the Project Operations Manual for the loan JA-L1049 and the investment grant JA-G1005.
  • To plan and organize the Programme activities in accordance with the applicable GOJ, IDB, EU-CIF requirements, and loan and grant’s contractual clauses, project execution and financial plans.
  • To oversee the development of the budget and annual operating plans for the Programme by providing strategic direction and leading the budget preparation process with the various departments of the Programme.
  • To manage the Programme’s budget on behalf of the MOHW, monitor expenditure and costs against delivered and realized benefits as the Programme progresses.
  • To implement the Programme and proactively monitor its progress, resolve issues, and initiate appropriate corrective action.
  • To ensure effective quality assurance and the overall integrity of the Programme – focusing inwardly on the internal consistency of the Programme and outwardly on its coherence with infrastructure planning, interfaces with other programmes, and corporate, technical, and specialist standards.
  • To ensure the delivery of new products or services from loan/grant interventions are at the appropriate level of quality, on time and within budget, in accordance with the programme plan and programme governance arrangements.
  • To ensure there is allocation of common resources and skills within the loan JA-L1049 and the investment grant JA-G1005.
  • To manage third party contributions to the programme.
  • To liaise and coordinate activities with senior Ministry executives and all other relevant stakeholders and implementing agencies through facilitating meetings and other stakeholder engagements to discuss projects’ progress or status.
  • To manage both the dependencies and the interfaces between the loan JA-L1049 and the investment grant JA-G1005.
  • To initiate appropriate and timely risk management strategies and mitigation measures when required to identify and mitigate constraints and potential bottlenecks.
  • To work with the change manager/ specialist or equivalent on the transition/ change interventions with the MOHW’s facilities and health staff.
  • To support the strategic direction of the Programme through initiating additional activities, developing new programs, and other management interventions wherever gaps in the programme are identified, or issues arise.
  • To reporting the progress of the programme at regular intervals to the MOHW.
  • To produce accurate and timely reporting of Programme status throughout its lifecycle including presentations to the Programme Steering Committee which has corporate oversight responsibility for the overall direction of the Programme.

Report

Responsibility

Date

Planning

Pluriannual Execution Plan

IDB/EA

60 days from date of Loan Contract execution

Annual Operating Plan

IDB/EA

60 days from date of Loan Contract execution

Update Results Matrix

IDB/EA/PEU

Annual/As Required

Updated Procurement Plan

IDB/EA

60 days from date of Loan Contract execution

Financial Plan

EA/PEU

Annual. End June each FY

Monitoring

Progress Reports

PEU

Semi-Annual. Within 60 days after the end of corresponding semester

Project Monitoring Reports

PEU

Periodic/As Required

Situation Reports

EA/PEU

Periodic/As Required

Audited Financial Statements

External Auditor

Annual. 120 days after close of FY

Other Financial Reports

EA/PEU

Monthly, quarterly, annually as required by IDB & MoF

Evaluation

Intermediate Evaluation

External Consultant

Date when 40% of loan disbursed OR 1 year project execution elapsed

Final Evaluation

External Consultant

Within 180 days of date of complete disbursement of loan resources

Close-Out

Project Completion Report

IDB

As per IDB Guidelines

  • To create and manage long-term goals and assist the MOHW in developing sustainability plans aligned with the Programme objectives.
  • To facilitate the transfer of knowledge to MOHW and related stakeholders at each stage of the change process including on-the-job capacity building for MOHW counterpart staff
  • To develop an evaluation method to assess the programme’s strengths, areas of improvement and weaknesses.
  • To facilitate the engagement of individual consultants to project teams.
  • To coordinate with the Project Managers to prepare quarterly updates of the progress of projects as it relates to the programme’s objectives and plans
  • To participate and represent the PEU as non-decision-making member in the Project Steering Committee (PSC).
  • To supervise the preparation of Terms of References (TOR) for the acquisition, and management of local and foreign consultants, monitoring progress on deliverables under those contracts and providing feedback as necessary.
  1. DELIVERABLES
  • Updated Project Operating Manual
  • Annual Operating Plan (AOP)
  • Pluriannual execution Plan
  • Semester reports for MOHW/IDB
  • Annual Project Schedules
  • Financial planning and tracking tool
  • Project tools and standards to manage the programme
  • Term of reference for Programme Staff & Consultants
  • Programme staff & Consultants contracted
  • Consultant Contracts & agreements managed
  • Programme deliverables completed according to schedule
  • Project steering & technical meetings executed
  • Road map of Programme activities
  • Final Projects/ Programme reports
  • Monthly Reports on Programme Implementation
  • Presentations & report for PSC
  • Lessons Learnt documented & shared
  • Mission Visits executed

 

  1. SUPERVISION/ REPORTING RELATIONSHIP

The Programme Manager will report directly to the Permanent Secretary, Ministry of Health & Wellness (MOHW). All deliverables and/or reports will be reviewed by Permanent Secretary, Ministry of Health & Wellness.

The Programme Manager will be required to maintain liaison with Ministry executives/officers and with partners/agencies involved in the Programme, as well with the IDB team and the Delegation of the European Union to Jamaica

                

  1. Performance Standards
  • 80% disbursement on approved AOP
  • 90% of AOP activities initiated on time
  • All fiduciary reports submitted at the required time and approved quality
  • Monthly generated Project Management reports delivered
  • Other Key deliverables are produced within agreed time frames to required standards
  • Proper management of the Programme by tracking progress of work performed and generating reports to record progress.
  1. EVALUATION

The Programme Manager will be required to complete a quarterly or semester evaluation, which shall be conducted at the end of each semester. The evaluation will seek to establish the performance of the Programme Manager in the execution of the contract over the period.

  1. CHARACTERISTICS OF THE ASSIGNMENT

Nature of the Assignment:

The assignment is based on an individual services contract arrangement

Level of effort:

Full time level of effort, Mondays through Fridays. Some weekend or evening hours may be necessary.

Duration of Contract:

Twenty-Four (24) months, subject to renewal. Based on satisfactory performance

Location:

Kingston, Jamaica   Travel may be required to other Government entities within and outside the Kingston Metropolitan Area including travel to all the health facilities under the programme

Type of Consultancy:

Individual.

Type of Contract:

Payments made in equal monthly instalments based on the delivery of monthly reports

Financing Arrangements:

Consultancy payments will be made through the MOHW.

  1. MINIMUM QUALIFICATION AND EXPERIENCE

The incumbent must meet the minimum required qualifications as detailed below:

EDUCATION

  • Post Graduate Degree in Business Administration, Management Studies, Project Management, Engineering, Information Systems/ Computer Science, or any other relevant field, from a recognized University.   
  • Training/Certification in Project Management and/or Contract Management

EXPERIENCE

  • The Programme Manager should have a minimum of ten (10) years’ experience of project management preferably on an externally funded project.
  • Experience and or knowledge of Civil Engineering and/ or managing at least three projects of over US$15M involving implementation of physical infrastructure development or rehabilitation, building construction and supervision or information communication technology.
  • At least five (5) years’ experience in government Programme/Project management with responsibility for overseeing Government contracts.
  • Must have working knowledge of project policies, practices, and procedures of international development partners (IDPs) (e.g., The IDB or World Bank) or technical cooperation agreements, as well as good knowledge of the institutional, technical, and legal aspects of public procurement.
  • Good understanding of the Jamaican public sector and its governing protocols and procedures
  • Understanding of the procedures and processes of International Development Partners
  • Proven track record of working effectively within multi-disciplinary and diverse teams.
    1. REQUIRED COMPETENCES

The Programme Manager should have:

  • Effective leadership, interpersonal and communication (oral and written) skills
  • Strong organization, problem solving, analytical, and decision-making skills
  • The ability to command respect and to create a sense of community amongst the members of the project teams
  • Good knowledge of techniques for planning, monitoring, and evaluating programs
  • Sound business case development and approvals skills
  • Sound understanding of the procurement process including negotiation with third parties. Experience with IDB/EU procurement processes/methodologies would be a definite asset
  • Good knowledge of programme and project management tools and methods including familiarity with agile or scrum techniques. Must be able to put project management principles, and theory into practice
  • Good knowledge of budgeting and resource allocation procedures
  • Sufficient seniority and credibility to advise project teams on their projects in relation to the program
  • The ability to find ways of solving or pre-empting problems through appropriate and timely mitigation measures
  • Ability to resolve conflicts
  • Ability to develop and maintain constructive relationships with multiple and diverse target audiences
  • Strong attention to detail and thoroughness in work product
  • Flexible, works independently, resourceful, meets deadlines and works well under pressure
  • Proficiency in use of Microsoft office suite and other relevant computer applications and systems

   

  1. OTHER REQUIREMENTS
  • A valid driver’s license and owns a reliable motor vehicle.
  • Willingness to work beyond normal working hours and on weekends, whenever the need arises