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Strategic Plan for 2018 - 2021
HPCZStrategic Planfor 2018 - 2021
Theme: Transformative Agendain Regulating the Health Sector
November 2017
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Strategic Plan for 2018 - 2021
Theme: Transformative Agenda in Regulating the Health Sector
2
Table of Contents
Table of Contents .................................................................. ................................ ............... 2
PREFACE .................................................................................................... ............................ 4
Foreword .................................................................. ................................ ............................. 6
ABBREVIATIONS AND ACRONYMS ................................................................ ........... 8
Executive Summary ................................................................ ................................ ............ 9 THE STRATEGIC PLAN ................................................................ ................................ .....9
Chapter 1 ................................................................ ................................ ........................... 13 1.1 Introduction ................................................................ ................................ ..................... 13 1.2 Institutional Review Framework ................................................................ .................... 15 1.3 Mandate of The Health Professions Council of Zambia ............................................... 16 1.4 Governance of HPCZ ................................................................ ................................ ....... 16 1.4.1 Legislative Responsibilities ................................................................ ........................ 16 1.4.2 Additional Responsibilities ................................................................ ........................ 17 1.5 Management and Structure ................................................................ ............................. 19
CHAPTER 2 ................................................................ ................................ ...................... 20 2 SITUATION ANALYSIS ................................................................ ................................ 20 2.1 Situational Analysis Framework ................................................................ .................... 20 2.2 PESTEL Desk view ................................................................ ................................ .......... 20 2.3 SWOT Analysis................................................................ ................................ ................ 25 Table 2.3.1: Internal Strengths ................................................................ ................................ . 25 Table 2.3.2 Internal Weaknesses ................................................................ .............................. 25 Table 2.3.3 External Opportunities ................................................................ .......................... 26 Table 2.3.4 External Challenges (Threats) ................................................................ ............... 27 2.3.5 Stakeholder Analysis ................................................................ ................................ .. 27 Table 2.3.6 Strategic Engagement Plan ................................................................ .................... 29 2.4 Strategic Issues ................................................................ ................................ ................. 29
CHAPTER 3 ................................................................ ................................ ...................... 33 3 STRATEGIC DIRECTION: VISION, VALUES AND MISSION ................................. 33 3.1 Our Vision ................................................................ ................................ ........................ 33 3.2 Our Values ................................................................ ................................ ....................... 33 3.2.1 Integrity................................................................ ................................ ........................ 33 3.2.2 Innovation ................................................................ ................................ .................... 33 3.2.3 Our Services ................................................................ ................................ ................. 33 3.2.4 Accountability ................................................................ ................................ ............. 34 3.2.5 Excellence ................................................................ ................................ ..................... 34 3.2.6 Fairness ................................................................ ................................ ........................ 34 3.3 Our Mission ................................................................ ................................ ..................... 34 3.4 Strategic Pillars and Key Result Areas (KRA) ............................................................... 34 3.5 Strategic Pillar 1: Human Capital and Operational Excellence ..................................... 35 3.6 Strategic Pillar 2: Public Accountability ................................................................ ......... 36 3.7 Strategic Pillar 3: Infrastructure development ............................................................... 36 3.8 Strategic Pillar 4: Mobilisation and Management of Resources ................................... 37 3.9 Strategic Pillar 6: Core function ................................................................ ...................... 37
3
4 GOVERNANCE, INSTITUTIONAL FRAMEWORK FOR IMPLEMENTATION ...... 44 4.1 Governance ................................................................ ................................ ...................... 44 4.1.1 Business Case for the Organisation Structure ........................................................... 45 4.2 Institutional Arrangements ................................................................ ............................. 46 4.3 HPCZ Performance Reporting Flowchart ................................................................ ....... 47 4.4 Resource Mobilization, Financial Management and Procurement ............................... 48 4.5 Forecast Budget Estimates for 2018 – 2021 in ZMW ....................................................... 49
CHAPTER 5 ................................................................ ................................ ...................... 50 5 CORPORATE KRA’s AND PERFORMANCE METRICS ............................................ 50 5.1 Introduction ................................................................ ................................ ..................... 50 5.2 Council Key Result Areas (KRA’s) ................................................................ ................. 51 5.2.1 KRA 1: Committed, Competent and High Performing Workforce........................... 52 5.2.2 Enhanced public awareness and confidence in the HPCZ brand............................. 53 5.2.3 KRA 3: Fit for purpose infrastructure ................................................................ ........ 54 5.2.4 KRA 4: Sustained resource base and fiscal discipline for the growth of the Council ................................................................ ................................ ................................ ...... 55 5.2.5 KRA 6: Efficient and effective execution across the core functions ......................... 56 KRA 6: Efficient and effective execution across the core functions ...................................... 57 5.30 Factors That Could Affect Goal Achievement ........................................................... 58
ANNEXES ................................................................ ................................ ......................... 60 6.1 Annex 1: Projected Financial Key Results Covering the Plan Period ........................... 60 6.2 Annex 2: Organisation Chart ................................................................ .............................. 61 6.2.1 Organisation Chart Key ................................................................ ................................ ... 62
CHAPTER 4 ................................................................ ................................ ...................... 44
4
PREFACE
I am greatly honoured to present the 2018 – 2021 Health Professions Council of
Zambia Strategic Plan (HPCZSP) under the theme: Transformative Agenda in
Regulating the Health Sector. I would like to acknowledge the hard work,
preparation and commitment of our Council Members, the Registrar and
Management. This Strategic Plan is the new roadmap that the Health Professions
Council of Zambia (HPCZ) will follow to realize its vision of being a leading
Regulator of health care and training services for public protection for next four
years. It articulates the Vision, Mission, Core Values and the results the HPCZ will
deliver. It has outlined the Objectives, Strategies, and Targets to be achieved with the
key performance indicators to help measure the progress being made.
The HPCZSP has been prepared through a consultative process. The process took
into account the overall National Health Strategic Plan 2018 – 2021; the country’s
Vision 2030 and the Seventh National Development Plan (7NDP). This Strategic Plan
builds on and consolidates the gains from the previous Strategic Plan. It is broadly
aimed at re-energizing HPCZ towards improved service and mandate delivery,
operational efficiencies and Strategic partnerships. It is further aimed at creating and
enhancing brand awareness and being efficient with revenue growth. This will be
realized through six strategic pillars namely: Human Resource and Operational
Excellence, Public Accountability, Infrastructure Development, Mobilisation and
Management of Resources, Decentralisation and Organisation Design and Core
functions. Further, there are Strategic Objectives under the Key Result Areas (KRAs)
that will constitute the implementation in the transformation journey for HPCZ.
5
This Strategic Plan is summarised as follows:
From the Board perspective, the thrust of HPCZ for the next four years is to ensure
public protection through executing our mandate. This requires a paradigm shift in
mind-set among the HPCZ staff, on ethical behaviour, performance and
accountability among the professions and institutions that are part of the health
services value chain. It is my sincere hope that HPCZ staff and stakeholders will
participate fully in this strategy implementation to ensure the realization of our
vision.
Prof. Sekelani Banda BOARD CHAIRPERSON
6
Foreword
This Strategic Plan provides a framework for HPCZ action during the next four
years to ensure that we continue to thrive as a leading Regulator of Health Care and
Training services for public protection. It identifies five Key Result Areas (KRA’s)
and outcomes to be accomplished from 2018 through 2021. The plan reflects
guidance provided by stakeholders during various workshops and engagements
and builds on the HPCZ’s remarkable success over the past decade.
In the next four years HPCZ is focusing on the following Key Result Areas (KRA’s):
1. KRA 1: Committed, Competent and High Performing Workforce
2. KRA 2: Enhanced public awareness and confidence in the HPCZ brand
3. KRA 3: Fit for purpose infrastructure
4. KRA 4: Sustained Resource Base and fiscal discipline for the growth of the
Council
5. KRA 5: Organizational Strength and Operational Effectiveness
6. KRA 6: Excellent and effective execution across the core function
The 6 KRA’s are aligned to the strategic pillars.
Chapter one is the introductory part of the plan whereby the background of HPCZ,
institutional review framework, mandate of HPCZ, management and core functions
and stakeholder needs are discussed. Chapter two speaks about the overall situation
analysis which is the thrust for the formulation of the Strategic Plan. Chapter three
ends with the cluster and analysis of the strategic issues and presentation of the
strategy map highlighting four balance scorecard perspectives: financial,
customer/stakeholder, internal business process and organizational capacity.
Chapter three shares the vision, mission and values together with key result areas
and the strategic objectives of this plan. Chapter four is about how the plan will be
implemented; this chapter concentrates much on governance, institutional
framework and over all implementation arrangement. The last chapter is on how the
performance of the plan will be monitored.
7
In conclusion, we are involved in more demanding, complex, and interdependent
work with rapidly changing business models, processes, and technology. We need a
thorough understanding of the business value, cost, and impact on operational
efficiency of new requirements, investments, or Initiatives. The HPCZ Strategic Plan
2018-2021 will ensure we make the needed investments and develop the initiatives to
maximize our ability to achieve our important mission.
Dr Aaron Mujajati
REGISTRAR
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ABBREVIATIONS AND ACRONYMS CEO Chief Executive Officer
GRZ Government of the Republic of Zambia
HIV Human Immunodeficiency Virus
HPA Health Professions Act
AIDS Acquired Immunodeficiency Syndrome
ICT- Information and Communication Technology
KPI Key Performance Indicators
KRA- Key Results Areas
MoH Ministry of Health
PESTEL- Political, Economic, Social, Technological, Environment
(Physical) and Legal
PPP Public Private Partnerships
SWOC- Strengths, Weaknesses, Opportunities and Challenges
SWOT Strengths, Weaknesses, Opportunities and Threats
SI Statutory Instrument
ZEMA Zambia Environmental Management Agency
ZRA Zambia Revenue Authority
HPCZ Health Professions Council of Zambia
HPCZSP Health Professions Council of Zambia Strategic Plan
7NDP Seventh National Development Plan
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Executive Summary
THE STRATEGIC PLAN
The Strategic Plan period is January 2018 to December 2021. However, the Plan will
be implemented on a rolling basis and therefore emergent strategy, new and
unforeseen environmental threats will be accommodated through annual and
midterm reviews. The plan provides for a monitoring framework through the
tracking of key indicators.
Health Professions Council of Zambia’s Vision
To be a leading Regulator of health care and training services for public protection.
Our Values
Integrity
We will do what we say we will do. We will uphold professional and ethical
business practices. Our interactions with stakeholders will be done transparently for
mutual benefits. We will ensure honesty and respect to all.
Innovation
We are creative, bold and believe in continuous learning. We believe these will
sustain total quality consciousness in the organization.
Service
We believe in delivering excellent services and value to our stakeholders. We take time to understand stakeholders’ needs and always strive to surpass their expectations.
Accountability We shall take responsibility for all our actions and ensure transparency in our
engagements with all stakeholders.
Excellence We strive to deliver the highest quality and value possible through reasonable, easy
and relevant approaches as we execute our mandate.
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Fairness
We ensure that our decision-making process is not perceived as
discriminatory by creating an environment of honest, open dialogue; and with
intentional effort to remove any biases.
Our Mission
To safeguard the quality of health care services by regulating and monitoring the
professional conduct of health practitioners, health facilities and training
institutions.
Strategic Pillars and Key Result Areas (KRAs)
From the strategic issues, the following will be the plan’s Strategic pillars and Key
Result Areas in the balance score card perspectives which will be the areas of impact
for the plan period.
Strategic Pillar 1: Human Capital and Operational Excellence
KRA 1: Committed, Competent and High Performing Workforce
Strategic Objective 1.1: Improve Recruitment and Retention
Strategic Objective 1.2: Improve staff productivity
Strategic Objective 1.3: Strengthen a learning organisation culture
Strategic Pillar 2: Public Accountability
KRA 2: Enhanced public awareness and confidence in the HPCZ brand
Strategic Objective 2.1: Strengthen communication and engagement with
stakeholders
Strategic Objective 2.2: Improve complaints management process
Strategic Objective 2.3: Improve community and public awareness
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Strategic Pillar 3: Infrastructure development
KRA 3: Fit for purpose infrastructure
Strategic Objective 3.1: Develop a purpose built HPCZ Head Office
Strategic Objective 3.2: Develop fit-for- purpose ICT infrastructure
Strategic Objective 3.3: Optimised Fleet
Strategic Pillar 4: Mobilisation and Management of Resources
KRA 4: Sustained Resource Base and fiscal discipline for the growth of the Council
Strategic Objective 4.1: Increase and Diversify resource base
Strategic Objective 4.2: Reduce Exposure to Enterprise Risks
Strategic Objective 4.3: Cost Containment
Strategic Pillar 5: Decentralisation and Organisation Design
KRA 5: Organizational Strength and Operational Effectiveness
Strategic Objective 5.1: Implement new organisation structure
Strategic Objective 5.2: Roll out a decentralised execution model
Strategic Pillar 6: Core function
KRA 6: Excellent and effective execution across the core function
Strategic Objective 6.1: Register and Regulate Health Professionals
Strategic Objective 6.2: Licensing and Accrediting Health Facilities
Strategic Objective 6.3: Recognise and Approve Training Programs
Strategic Objective 6.4: Administer Licensure Examination
The plan is summarized in the figure1 following, demonstrating how the pillars link
with strategic elements and the four perspectives of financial, customer and
stakeholder, internal business process and organizational capacity.
12
Figure 1: Summary Balance Scorecard and Strategic Pillars
To assist in tracking the progress during the implementation of the Strategic Plan, an
implementation matrix has been developed. It details the specific objectives,
strategies, activities, Service Delivery Target (SDTs) and Key Performance Indicator
(KPIs).
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Chapter 1
1.1 Introduction This Strategic Plan has been developed to communicate the Health Professionals
Council of Zambia’s Strategic Plan framework for strengthening the system of
regulation for all health professionals and services in Zambia. This Strategic Plan
will provide HPCZ with a disciplined approach to the execution of the mandate over
the next four-year horizon covering the period 2018 to 2021.
The plan begins with the review of the operating environment. This is meant to
provide a context, both historical and current realities, that will impact on the plan
implementation and provide a basis for the strategic options and choice. The Seventh
National Development Plan together with the overall National Health Strategic Plan
is brought to attention as a reference point. The current roles, functions, vision and
mission of HPCZ were reviewed. Against this background, stakeholder expectations
have been analysed to bring on board their perspective. A SWOT analysis has been
carried out to reflect both organizational and institutional issues that need to be
considered when crafting the strategies. Parallel to this process, all critical and
priority issues of strategic significance to HPCZ have been distilled and listed.
A new vision for HPCZ has been agreed upon and will be HPCZ’s new destination
and dream for the future. Supporting values have also been developed to guide
HPCZ’s behaviour. To help us realize our dream is a new mission statement with an
output orientation.
The HPCZ is entering a new execution phase, this therefore calls for management
focus and hence the need for this Strategic Plan. The plan will serve as a road map to
measure our successes and a revenue-raising tool. The strategic performance will be
reviewed on annual basis to bring it in line with emerging challenges. Using this
Strategic Plan HPCZ will position itself to be a leading Regulator of health care and
training services for public protection.
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In their very nature, Strategic Plans are directional in terms of thrust while
implementation details are elaborated in the annual action plans and budgets. This
plan therefore provides the high level view of the HPCZ’s work program in the next
four years. Stakeholders are important strategic partners in the implementation of
this plan. Consultations have been done during the preparation of the plan to get
stakeholder buy in and inputs on how HPCZ can become more effective and
efficient. The plan provides:
a) a review of institutional and policy environment;
b) situation analysis including both micro and macro environmental factors
likely to positively or negatively impact on the plan;
c) an analysis of the critical issues with a bearing on the plan;
d) the strategic direction: vision, values, mission and Key Result Area;
e) the governance and institutional framework for implementation and;
f) performance monitoring.
The plan therefore reflects the strategic direction of the board, management, staff
and stakeholders of HPCZ. The HPCZ Management owns the plan and will work
with other stakeholders to ensure that the plan has wide ownership and is
implemented. The HPCZSP attests to the Board’s commitment to provide leadership
towards regulation of health care and training services for public protection.
A rapid baseline assessment was conducted in October 2017 by Bridges Limited
using a mixed methods approach that included:
1) A desk review of key laws, plans, reports and other documents relating to the
regulation of the health professions
2) Key informant workshop with stakeholders in Zambia
3) A rapid literature review to identify:
• The key functions of health professional regulation
• The key issues affecting the Zambian health sector
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• Smart practices to health professional regulation of possible relevance
to Zambia.
The baseline assessment findings along with HPCZ stakeholder perspectives were
presented to the management counterpart team at an inception meeting held on 9th
October 2017. The inception meeting resolved to hold a strategic planning workshop
with the Council using the process involvement methodology proposed by Bridges
Limited.
1.2 Institutional Review Framework The elaboration of the HPCZSP is premised on the understanding that HPCZ is the
entity being planned for. The HPCZSP has been prepared to act as a road map for
conducting business within the provisions of the mandate as articulated in the
Health Professions Act No 24 of 2009. The plan has been developed taking into
account the need to harmonize the National Health Plan, the current Seventh
National Development Plan, as well as the Country’s vision 2030. It has taken into
account the outputs of various workshops and meetings that were held prior to the
development of the plan.
The strategic planning process involved a team of external consultants who
facilitated data collection and discussion of the plan. HPCZ Management, staff and
stakeholders were involved in structured interviews and workshops to provide
inputs into the process.
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1.3 Mandate of The Health Professions Council of Zambia The Health Professions ACT, NO. 24 OF 2009
Core functions
• Register Health Practitioners and Regulate their Professional Conduct
• License Public and Private Health facilities, accredit health services and
monitor quality control and assurance of health facilities and services
• Approve health related training programs
1.4 Governance of HPCZ The Health Professions Council of Zambia is headed by the Registrar who is the
Chief Executive Officer (C.E.O) and Secretary to the Council (Board) and its
Committees. The Board provides strategic and tactical input to the HPCZ senior
management, in determining the scope and relevance of HPCZ’s mandate, vision, as
well as its mission. The HPCZ has developed and implementing a Charter of Good
Practice for members of the Council and its committees 2016.
The roles of the Board and Management are distinct to avoid duplication. The Board
is responsible for the overall stewardship of the organization. To this effect, the
Board oversees the organizations operations, business affairs and the day-to- day
running of business by Management. It establishes or approves all corporate policies
as required and involves itself jointly with Management in ensuring the long term
sourcing of resources, sustainability, preservation, protection of the organizations
assets and assuring stakeholder confidence:
a) Setting of strategic directions, monitoring of operational performance and
management processes and policies and compliance levels;
b) Integrity and quality of communication with stakeholders;
c) Appointing and disappointing HPCZ Registrar/Chief Executive Officer.
1.4.1 Legislative Responsibilities In line with the Health Professions Act No.24 of 2009 of the Laws of Zambia, the
Council has the following principal responsibilities:
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a) Register members of the health profession and regulate the professional
conduct of health practitioners;
b) Maintain appropriate practice standards among health practitioners that are
consistent with the principle of self-regulation and the promotion of high
standards of public health;
c) Develop, promote, maintain and improve appropriate standards of
qualification in the health profession;
d) Promote the integrity, and enhance the status, of the health profession
including the declaration of any particular health practice to be undesirable
for all, or a particular category of, health practitioners;
e) Licence public and private health facilities, accredit health services and
monitor quality control and assurance of health facilities and services;
f) Represent, coordinate and develop the health profession and promote its
interest;
g) Develop, promote and enforce internationally comparable practice standards
in Zambia;
h) Investigate allegations of professional misconduct and impose such sanctions
as may be necessary;
i) Protect and assist the public in all matters relating to the practice of the health
profession;
j) Advise the Minister on matters relating to the health profession; and
k) Do all such things as are necessary or incidental to the performance of its
functions under this Act.
1.4.2 Additional Responsibilities In addition to the Health Professions Act stipulations, Council bears the following
additional responsibilities:
a) Determining the organizations Strategic Direction. In respect of each fiscal
year, the Council will:
i. Approve the long term and short term strategies for the organization
and monitor implementation by management; and
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ii. Before approving the strategy, the Council should ensure that the
strategy is aligned with the mandate of the organization, the core
values of the organizations and the legitimate interest and expectations
of stakeholders and the general public
b) Governance of Risks:
i. Governance of risks through formal process which include the total
system and the process of risks management; and
ii. Establishment of necessary Committees which will assist the Council in
carrying out it risk assessment and management responsibilities
c) Appoint a Registrar and establish a framework for the delegation of the
authority:
i. The collective responsibilities of Management rest in the Registrar and
as such the Registrar bears ultimate responsibility for all management
functions. The Council delegates to Management via the Registrar who
will in turn delegate appropriate officers.
The Board is assisted in its functions by Board Committees and these are: i. Executive Committee
ii. Disciplinary Committee
iii. Training and Examinations Committee
iv. Finance and Administration Committee
v. Health Professionals Registration Committee
vi. Health Facility Licensing Committee
vii. Audit Risk and Compliance Committee
viii. Projects and Special Assignments Committee
The HPCZ board has at its disposal a number of advisors that include; Ministry of
Health, Attorney General, Ministry of Finance, and Secretary to the Cabinet and
other government ministries and agencies.
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1.5 Management and Structure HPCZ is led by the Registrar who is appointed by and reports to the Council with
the latter being appointed by the Minister of Health. HPCZ has been reorganised
into 6 departments as follows:
1. Department of Registration 2. Department of Inspection and Accreditation 3. Department of Training 4. Department of Examination 5. Department of Operations 6. Department of Finance 7. Department of Legal
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CHAPTER 2
2 SITUATION ANALYSIS
2.1 Situational Analysis Framework The analysis takes account of the major Political, Economic, Social, Technological,
Environmental and Legal development (PESTEL) which have taken place and are
likely to impact on HPCZ’s operations either positively or negatively. Further,
HPCZ’s Strength and Weakness as well as Opportunities and Threats (SWOT) have
been identified.
2.2 PESTEL Desk Review Global geopolitics are likely to keep shifting, with greater integration of regions and
realignment of countries as they seek new sources of competitive advantage and
greater integration in the global economy. The politics-trade divide will narrow as
countries move forward towards convergence. US-China-India relations will be
central in defining the new order in global scene, and the US-Russia-China relations
are likely to be redefined. This will impact on health sector as new management
practices will call for new skills.
The World economy is expected to register low growth as developed economies
dynamics keep shifting. World growth is expected to rise from 3.1 percent in 2016 to
3.5 percent in 2017 and 3.6 percent in 2018. In Europe and the US, heightened
political activity and marshalling of massive resources towards fighting terrorism
and addressing other volatile areas will take a centre stage. In the East, China and
other emerging economies will continue to consolidate their position in the global
economic arena. In Africa, attention will mainly be concentrated on realigning
resources to focus on key pressing issues such as health, education and
infrastructure. The Sub-Saharan economies will continue to grow at a rate that is
likely to be higher than the world average. The situation will impact on funding
levels to the health sector.
21
From a social and demographic front, developed economies will continue to have a
population age deficit with more elderly people coming into the scene. Africa will
carry on with a demographic and age dividend where a more youthful population
which is well educated join the employment ranks. This trend, while positive, may
also create high unemployment levels and increase pressure on HPCZ to employ
more people via government directive.
There are technological developments that will have a positive impact on
management of the world economies. New technologies in the mobile
communications and technology that are aimed at improving the delivery of
commodities across many parts in the world will receive more attention than before.
E-supply chains systems will move from nascent stage to more innovative systems
of delivery of the entire logistics solutions to the customers across continents.
The legal environment will be dominated by more dynamic laws which will demand
greater efficiency among institutions, increased accountability and prudence in the
use of public resources. In the case of African countries, the need for a new
constitutional order will grow. The new order is likely to lead to strict compliances
by business.
A more enlightened and educated citizenry will crave for more rights. This means
that the HPCZ will be faced with enlightened customers demanding value for
money.
Table 2.1 below illustrates a detailed analysis of all the dimensions of PESTEL at
global, regional and national/local levels.
22
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crit
eria
fo
r in
ves
tin
g i
n
pro
ject
s.
• T
he
Go
ver
nm
ents
fo
cus
on
pro
-
• Z
amb
ia r
ank
ed
132/
180
cou
ntr
ies
in 2
016
for
vu
lner
abil
ity
by
th
e N
otr
e D
ame
Un
iver
sity
Glo
bal
A
dap
tati
on
In
dex
(G
AIN
).
• H
PC
Z r
equ
ired
to
co
mp
ly w
ith
w
ider
sec
tor
spec
ific
re
gu
lati
on
s.
23
Dim
ensi
on
Is
sues
an
d/o
r d
evel
op
men
ts t
ha
t ar
e li
kel
y t
o i
mp
act
neg
ativ
ely
or
po
siti
vel
y o
n H
PC
Z’S
cap
acit
y t
o a
chie
ve
its
ob
ject
ives
Eff
ects
th
e ch
ang
es p
rese
nt
in t
erm
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f o
pp
ort
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itie
s an
d t
hre
ats
to t
he
sect
or
Glo
bal
ly
Reg
ion
ally
L
oca
lly
O
pp
ort
un
itie
s T
hre
ats
resp
on
se
• C
ust
om
s U
nio
n
wil
l fa
cili
tate
th
e in
teg
rati
on
esse
nti
al
con
dit
ion
fo
r th
e su
stai
nab
le
dev
elo
pm
ent
and
in
teg
rati
on
o
f th
e re
gio
n.
the
HP
CZ
bu
sin
ess
leg
al
refo
rms
• H
PC
Z t
o c
om
ply
w
ith
reg
ula
tio
ns,
b
oth
nat
ion
al a
nd
re
gio
nal
tre
atie
s.
So
cial
E
nv
iro
nm
ent
• R
isin
g C
op
per
p
rice
• R
edu
cin
g o
il
pri
ce
• C
han
gin
g d
on
or
fore
ign
po
licy
to
fo
cus
on
re
vit
aliz
ing
d
om
esti
c ec
on
om
ies
and
co
nn
ecti
vit
y –
H
IV/
AID
S
• G
lob
alis
atio
n
lead
s to
cu
ltu
ral
infl
uen
ces
that
h
ave
an i
mp
act
SA
DC
Pro
toco
l:
• p
rom
ote
cro
ss
bo
rder
co
op
erat
ion
• R
egio
nal
tra
de
• E
xch
ang
e o
f sk
ills
, ex
per
tise
an
d s
tren
gth
s.
• G
end
er
con
scio
usn
ess.
• R
egio
nal
E
con
om
ic
inte
gra
tio
n
gai
nin
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mo
men
tum
, S
AD
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ain
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hea
lth
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bu
nd
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lab
or
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mer
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ase
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can
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esse
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cces
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Co
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• H
IV r
emai
ns
a th
reat
to
th
is
abu
nd
ant
lab
or.
24
Dim
ensi
on
Is
sues
an
d/o
r d
evel
op
men
ts t
ha
t ar
e li
kel
y t
o i
mp
act
neg
ativ
ely
or
po
siti
vel
y o
n H
PC
Z’S
cap
acit
y t
o a
chie
ve
its
ob
ject
ives
Eff
ects
th
e ch
ang
es p
rese
nt
in t
erm
s o
f o
pp
ort
un
itie
s an
d t
hre
ats
to t
he
sect
or
Glo
bal
ly
Reg
ion
ally
L
oca
lly
O
pp
ort
un
itie
s T
hre
ats
on
wo
rk e
thic
s an
d p
rod
uct
ivit
y.
ov
eral
l st
rate
gy
.
Tec
hn
olo
gic
al E
nv
iro
nm
ent
Fac
tors
• N
ew I
CT
te
chn
olo
gie
s
• G
lob
al
Po
siti
on
ing
S
yst
ems
(GP
S)
• G
lob
al s
up
ply
ch
ain
m
anag
emen
t
• T
ech
no
log
y i
s b
ein
g s
har
ed b
y
cou
ntr
ies
and
fa
cili
tati
ng
in
teg
rati
on
as
wel
l as
acc
ess
to
info
rmat
ion
.
• Z
amb
ia’s
V
isio
n f
or
ICT
v
isio
n 2
013
• E
stab
lish
an
IC
T C
ente
r o
f
• E
-co
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erce
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cem
ent
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dap
t/ad
op
t n
ew
tech
no
log
y t
o
imp
rov
e p
rod
uct
ive
• Q
uic
ker
acc
ess
to m
ark
ets
• C
RM
• Z
amb
ia i
s n
ot
tech
no
log
ical
ly
adv
ance
d.
25
2.3 SWOT Analysis The tool that was used is the Internal Strengths and Weaknesses and the External
Opportunities and Threats (SWOT) analysis. HPCZ has many internal strengths that
can be used to leverage and mitigate the weaknesses. The strengths show an
organisation that is resilient and able to navigate the tough waters ahead. Nevertheless,
the weaknesses are also serious enough to warrant management attention. HPCZ
management will become more proactive to neutralise or blunt the impact of internal
and external challenges.
Table 2.3.1: Internal Strengths Strength Description Options for preserving or
enhancing each strength 1. HPCZ Act No. 24 of
2009 2. Availability of financial
resources
3. Committed and dedicated secretariat
4. Functional Board 5. Documented Standards
1) a) Gives us the mandate
to carry out our
functions
b) Lobby policy
formulators to restrict
the mandate to health
2) Capacity to internally
generated resources
3) Secretariat in place,
functional and vibrant
4) Availability of functional
boards with divergent
skills and expertise
5) Availability of set standards
1) Carrying out the mandate
efficiently 2) a) Explore areas of increasing
the revenue base.
b) Effective debt collection
systems
3) Motive secretariat through
improved conditions of service
4) Constant engagement with the
Secretariat and stakeholders
5) Regular reviews in line with
international trends
Table 2.3.2 Internal Weaknesses Weakness Description Options for minimizing
or overcoming each weakness
1. Centralised Operations
2. Underdeveloped ICT processes
3. Inadequate Staff 4. Lack of permanent
offices
1) One geographic location
2) Partial computerization 3) Operating below staff
establishment. 4) Limited office space
5) Limited transport to achieve
1) Opening of hub/ regional
offices 2) Fully digitalise all manual
processes. 3) Recruitment of additional
staff.
26
Weakness Description Options for minimizing or overcoming each weakness
5. Inadequate Transport
6. Lack of performance management system
7. Inadequacies in the Act 8. Weak enforcement of
Mandate
Council mandate.
6) Inadequate system 7) Gaps in the Health Profession
Act (HPA) 8) Failure to fully execute the
HP
4) Construct new offices.
5) Procure more vehicles. 6) Strength the performance
management systems 7) Review and amend the HPA
8) Step up the enforcement.
Table 2.3.3 External Opportunities Opportunities Description Options for minimizing
or overcoming each weakness
1. Political Will 2. Ability to generate
funds 3. Decentralisation
4. Increase in the number of health professionals,
training institutions,
students and health facilities
5. Creation of integrated information
systems/ICT 6. The PPP framework
7. Partnering with regulatory bodies
8. Licensure examinations
9. CPD’s
1) Government support
2) Fees, grants and cooperating
partners
3) Increase uniform points of
service delivery across the
country
4) Growth in HPCZ client base
5) Efficient and effective ICT
based information systems
6) Government policy to
facilitate public and private
enterprise collaboration
7) Collaboration with other
regulatory bodies both
within and without the
country
8) Quality assurance
examination
9) Short training programs for
maintenance of professional
acumen
1) Keep government satisfied
2) Optimize collection of fees,
lobby more partner support
3) Create regional hubs
4) Increased capacity in HPCZ
to harness the expanded
client base
5) Procure appropriate
hardware and software
systems and fit for purpose
human resource
6) Harness opportunities for
PPP
7) Sign MOU’s with bodies that
have common interest with
HPCZ
8) Operationalize, strengthen
the examination
9) Optimize management by taking advantage of ICT
27
Table 2.3.4 External Challenges (Threats) External Challenges (Threats)
Description Options for minimizing or overcoming each weakness
1. Elections 2. Conflicting regulations
3. Inadequate Government support
4. Professional bodies
5. Slow economic growth 6. MOH
7. Increase of fees
1) General and Presidential
Elections
2) Emerging Acts with similar
mandates
3) Inadequate funding and
logistical support
4) Some professional bodies
may advocate for self-
regulation
5) Restriction on expanding the
revenue base
6) Undue influence
7) Increase on defaulter rate
1) The Strategic Plan cycle should
be in line with election dates
2) Lobby the law makers to
streamline the functions of
other Authorities
3) Increase revenue base
4) Invest in logistic support
systems (IT, Transport)
5) Regular engagement with
professional bodies
6) Explorer other revenue options
for generation of fund
7) a) Regular engagement
b) Allow clients to pay in
phased manner
2.3.5 Stakeholder Analysis A Stakeholder analysis was undertaken during the strategic planning workshop. The
main analysis shows that HPCZ has very powerful and influential stakeholders. All
stakeholders exhibit very high interest in the work of HPCZ. This means we will
continue to engage the stakeholders and capitalise on their contributions. We have
produced a stakeholder map that summarises the various relationships. All
stakeholders on quadrant for top priority need continuous engagement, as well as those
in secondary priority.
28
STAKEHOLDER MAP
Lev
el o
f P
ow
er
Hig
h
Keep Satisfied Keep Informed, involved and contributing
Standing committees on health care
DEC
ACC
NAPSA.
ZRA
National Data Centre
Health Facilities
Clients
MoH
Council
Professional bodies
Media
Insurance Companies
Suppliers
Members of Staff
Patients
Health Services users
Training Institutions
Lo
w
Minimal Effort Keep Informed TAPAZ
Unions
Practitioner
••
•••
•
••
•
••••
•••
••
•
•
•
••
CHAZ
• Health Statutory bodies
• Cooperating Partners
• Pharmaceutical companies
Low High
Level of Interest HPCZ has drawn up a strategy in order to avoid being swayed and probably get off
course in light of powerful stakeholders. This plan, whose outline is shown below the
stakeholder matrix, will therefore be the main platform for engagement and financing.
29
Table 2.3.6 Strategic Engagement Plan
What Success will look like
Leadership Team HPCZ Board / MoT / IDC
Community / Customers
Involved in the planning and implementation of the HPCZ
2018 – 2022 Strategic Plan
Great return, value for money, positive
media, satisfied public, status symbol
for the country
Great amenity and logistics solution provider as able to
provide end-to-end solutions
Involve Keep Informed Keep Satisfied Minimal Effort
Stakeholders: Stakeholders: Stakeholders: Stakeholders: • Health Facilities
• Clients
• MoH
• Council
• Professional bodies
• Media
• Insurance Companies
• Suppliers
• Members of Staff
• Patients
• Health Services users
• Training Institutions
x Practitioner
x CHAZ
x Health Statutory bodies
x Cooperating Partners
x Pharmaceutical companies
x Standing committees on
health care
x DEC
x ACC
x NAPSA.
x ZRA
x National Data Centre
x TAPAZ
x Union
Tools: Tools: Tools: Tools:
• Website • Meetings • Reports • Articles • Online Articles • Performance
Reports
• Financial Reports • Strategic Plan
execution progress reports
x Meetings
x Reports
x Newspaper Articles
x Financial Reports
x Regulatory returns
x Reports
x Articles
x Newspapers
x Website
2.4 Strategic Issues On the basis of the Institutional and Situational analysis, it is imperative that the
following issues that are distilled be attended to during the plan period. Below are some
of the strategic issues for consideration in the HPCZ Strategic Plan:
30
Table 2.4.1: Strategic Issues
Clusters of Strategic Issues
Strategic Issues
Human Resources and Operation System excellence
§ Inadequate staffing § Lack of performance culture § Absence of learning and development policy § CPDs § Competent work force § Implementation of the merit based remuneration § Inadequate skills development (re-skilling) § Low employee productivity § Low appetite by employees to explore and adopt new approaches § Inadequate performance management system § Inadequate Succession plan § Youthful workforce § Attract talent § Retain talent
§ Inadequate transport § Inappropriate transport § Limited capacity to carry out functions offsite efficiently
Public Accountability
§ Poor stakeholder engagement § Lack of documented stakeholder management § Complaints management process/system § Public not aware of HPCZ § Stakeholder apathy § Branding ? Inadequate public sensitization about HPCZ
Infrastructure
Offices § No owned offices/head office § No regional presence § Centralised in Lusaka § Slow and ineffective implementation of decentralisation of company
operations ICT § Inadequate ICT infrastructure § Low utilization of existing ICT infrastructure in HPCZ operations § Lack of structured on-boarding processes for new ICT initiatives Our processes are manual
Resource Mobilisation and Management
§ Defaulters § Single revenue source/fees § Compliance with accounting standards and practices § Inability to collect fees
31
Clusters of Strategic Issues
Strategic Issues
§ Maintain acceptable cost to income ratio
Decentralisation and Organisation design
§ Inappropriate organisation structure § Low employee productivity § Inadequate Succession plan § Lack of regional presence § Weak execution of mandate
Core Function § Inadequate registration and regulation of Health Professionals § Inadequate Licensing and Accreditation of Health Facilities § Inefficiencies in recognising and approving training programs
The analysis of the issues above can be clustered into four strategic themes as captured
in the strategy map in figure 2.4.2 below as follows:
32
Fig
ure
2.1
Str
ateg
y M
ap
33
CHAPTER 3
3 STRATEGIC DIRECTION: VISION, VALUES AND MISSION This section covers the main Plan and is informed by analysis of previous chapters. The
strategic direction that HPCZ will take is aligned to the 7NDP, and National Health
Strategic Plan. The HPCZSP is therefore an effort to domesticate for HPCZ its precise
role in consideration of both the micro environment within HPCZ and its operating
environment externally. The following Vision and Mission statements are supporting
the achievement of the National Health Strategic Plan and the Seventh National
Development Plan (7NDP) which is in line with the Zambia Vision 2030.
3.1 Our Vision
To be a leading Regulator of health care and training services for public protection
3.2 Our Values
3.2.1 Integrity
We will do what we say we will do. We will up-hold professional and
ethical business practices. Our interactions with stakeholders will be done
transparently for mutual benefits. We will ensure honesty, integrity and
respect to all.
3.2.2 Innovation
We are creative, bold and believe in continuous learning. We believe that
these will sustain total quality consciousness in the organization.
3.2.3 Our Services
We believe in delivering excellent services and value to our stakeholders.
We take time to understand stakeholders’ needs and always strive to
surpass their expectations.
34
3.2.4 Accountability
We shall take responsibility for all our actions and ensure transparency in
our engagements with all stakeholders.
3.2.5 Excellence We strive to deliver the highest quality and value possible through simple,
easy and relevant approaches as we execute our mandate.
3.2.6 Fairness We ensure that our decision-making process is not perceived as
discriminatory by creating an environment of honest, open dialogue; and
with intentional effort to remove any biases.
3.3 Our Mission To safeguard the quality of health care services by regulating and monitoring the
professional conduct of health practitioners, health facilities and training institutions.
3.4 Strategic Pillars and Key Result Areas (KRA) The plan is summarized in the figure below, demonstrating how the pillars link with
strategic elements and the four perspectives of financial, customer and stakeholder,
internal business process and organizational capacity. These will be the areas of impact
for the plan period.
35
Figure 3.1 Summary Balance Scorecard and Strategic Pillars
3.5 Strategic Pillar 1: Human Capital and Operational Excellence KRA 1: Committed, Competent and High Performing Workforce
Strategic Objective 1.1: Improve Recruitment and Retention
Strategies:
? Develop staff incentive scheme
? Optimise recruitment
Strategic Objective 1.2: Improve staff productivity
Strategies:
? Set SMART and strategy aligned performance objectives using APAS for all
? Training and orientation of staff in the use of APAS (engage trainer)
Strategic Objective 1.3: Strengthen a learning organisation culture
Strategies:
? CPD for HPCZ staff
? Approved training needs assessment plan
36
3.6 Strategic Pillar 2: Public Accountability KRA 2: Enhanced public awareness and confidence in the HPCZ brand
Strategic Objective 2.1: Strengthen communication and engagement with stakeholders
Strategies:
? develop a stakeholder engagement plan
? Annual Customer Satisfaction Survey
Strategic Objective 2.2: Improve complaints management process
Strategies:
? Approved Complaints Management Process
? Professional
? Complaints against HPCZ
? Institutional
Strategic Objective 2.3: Improve community and public awareness
Strategies:
? Approved stakeholder management plan
? Community impact events
3.7 Strategic Pillar 3: Infrastructure development KRA 3: Fit for purpose infrastructure
Strategic Objective 3.1: Develop a purpose built HPCZ Head Office
Strategies:
? Contracting according to ZPPA
? Construction
? Commissioning
? Close out
Strategic Objective 3.2: Develop fit-for- purpose ICT infrastructure
Strategies:
? Regulatory Human Resource Information System (rHRIS)
? Create LAN in all the Hubs
? Create network links to all Hubs
37
Strategic Objective 3.3: Optimised Fleet
Strategies:
? Approved fleet management policy
3.8 Strategic Pillar 4: Mobilisation and Management of Resources KRA 4: Sustained resource base and fiscal discipline for the growth of the Council
Strategic Objective 4.1: Increase and Diversify resource base
Strategies:
? Increase revenue;
? Engage potential financiers, banks, cooperating partners, stakeholder;
? Increase revenue Stream.
Strategic Objective 4.2: Reduce Exposure to Enterprise Risks
Strategies:
? Develop:
Risk Management Policy, Audit Management Policy and Finance Accounting
Manual
? Timely Financial reporting culture
Strategic Objective 4.3: Cost Containment
Strategies:
? Prepare Annual MTEF Budgets by 31st August of every year;
? Develop and implement annual procurement plan;
? Disciplined execution of budgeted programs.
3.9 Strategic Pillar 6: Core function KRA 6: Excellent and effective execution across the core functions
Strategic Objective 6.1: Register and Regulate Health Professionals
Strategies:
? Strengthen and increase registration
38
? Revise and disseminate guidelines
? Strengthen compliance to Registration and Inspection
? Prosecute defaulters
Strategic Objective 6.2: Licensing and Accrediting Health Facilities
Strategies:
? Strengthen and increase licensing and accreditation of Health Facilities
? Develop and disseminate guidelines
? Strengthen Licensing and Accreditation of Facilities for the Private Sector
? Strengthen Licensing and Accreditation of Facilities for the Public Sector
Strategic Objective 6.3: Recognise and Approve Training Programs
Strategies:
? Strengthen compliance levels of training programmes
? Revise and disseminate guidelines
? Strengthen compliance of training programs
? Prosecute defaulters
Strategic Objective 6.4: Administer Licensure Examination
Strategies:
? Conduct Licensure Examination for Diploma and Degree Holders
? Develop guidelines for examinations
? Develop Question Bank
? Accredit Exam Centres
39
KR
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- Q
2 2
021
- V
ehic
les
pu
rch
ase
d
- C
ar p
oli
cy i
n
pla
ce
OP
S
40
KR
A 2
: En
han
ced
pu
bli
c aw
aren
ess
an
d c
on
fid
ence
in
th
e H
PC
Z b
ran
d
BS
C
Pe
rsp
ect
ive
S
tra
teg
ic
Ob
ject
ives
S
tra
teg
ies
Se
rvic
e
Del
iver
y
Tar
get
KP
I R
esp
on
sib
le D
epar
tmen
t
Cli
ent
and
S
tak
eho
lder
Per
spec
tiv
e
Str
eng
then
Co
mm
un
ica
tio
n &
eng
agem
en
t w
ith
st
akeh
old
er
s
- D
evel
op
a s
tak
eho
lder
eng
agem
ent
pla
n
- Q
1 2
018
- A
pp
rov
ed s
tak
eho
lder
eng
agem
ent
pla
n
- E
xec
uti
on
pla
n
O
PS
Imp
rov
e
com
pla
ints
m
anag
eme
nt
pro
cess
- D
evel
op
a c
om
pla
ints
man
agem
ent
po
licy
an
d
pro
cess
- Q
2 2
018
- A
pp
rov
ed P
oli
cy
- S
taff
ori
ente
d i
n n
ew p
oli
cy
- P
ub
lish
ed p
ub
lic
po
ster
s
O
PS
Imp
rov
e co
mm
un
ity
an
d p
ub
lic
aw
aren
ess
- P
art
icip
ati
on
in
co
mm
un
ity
ev
ents
-
- A
nn
ual
ly
- F
ou
r (4
) co
mm
un
ity
ev
ents
a
nn
ual
ly
OP
S
41
KR
A 3
: F
it f
or
pu
rpo
se i
nfr
astr
uct
ure
BS
C P
ers
pect
ive
S
tra
teg
ic
Ob
ject
ives
S
tra
teg
ies
Se
rvic
e D
eliv
ery
T
arg
et
KP
I R
esp
on
sib
le
Dep
artm
en
t
Inte
rnal
Bu
sin
ess
Pro
cess
es
Per
spec
tiv
e
Dev
elo
p a
pu
rpo
se b
uil
t
HP
CZ
Hea
d
Off
ice
- E
nd
-to
-en
d p
roje
ct
man
agem
ent
pla
n
- E
ng
age
con
tra
cto
rs
acco
rdin
g t
o Z
PP
A
- Q
1 2
020
-
HQ
Co
mm
issi
on
e
d
OP
S
Dev
elo
p f
it-
for-
pu
rpo
se
ICT
in
fra
stru
ctu
re
- U
pg
rad
e w
ebsi
te t
o
incl
ud
e o
nli
ne
serv
ices
- Q
1 2
018
-
Fu
nct
ion
al
on
lin
e sy
stem
OP
S
42
KR
A 4
: Su
stai
ned
res
ou
rce
bas
e an
d f
isca
l d
isci
pli
ne
for
the
gro
wth
of
the
Co
un
cil
BS
C P
ers
pe
ctiv
e S
tra
teg
ic
Ob
ject
ive
s S
tra
teg
ies
Se
rvic
e D
eliv
ery
Ta
rge
t K
PI
Res
po
nsi
ble
D
ep
art
men
t
Fin
anci
al
Per
spec
tiv
e
Div
ersi
fy
reso
urc
e b
ase
- In
crea
se r
even
ue
ba
se
- In
crea
se r
even
ue
stre
am
- E
ng
age
po
ten
tia
l fi
nan
cier
s,
ba
nk
s, c
oo
per
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ng
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rtn
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st
akeh
old
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- I0
% r
even
ue
gro
wth
-
Ex
plo
re/
add
rev
enu
e st
rea
m
- A
pp
rov
ed H
ead
Off
ice
fin
anci
ng
mo
del
by
Q1
‘18
- A
nn
ua
l R
even
ue
-
Ad
dit
ion
rev
enu
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rea
m
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om
mis
sio
ned
Hea
d O
ffic
e
FIN
& R
ISK
Red
uce
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xp
osu
re t
o
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terp
rise
Ris
ks
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pro
ve
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era
tio
nal
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icie
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nsi
fy d
ebt
coll
ecti
on
-
fin
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al
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cip
lin
e
- C
ost
to
in
com
e ra
tio
of
30%
by
202
1
- A
pp
rov
e B
ud
get
by
Q3
yea
rly
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IR o
f 30
%
- T
imel
y p
rep
arat
ion
a
nd
ap
pro
val
of
an
nu
al b
ud
get
s
FIN
& R
ISK
Co
nta
in c
ost
- M
an
age
and
red
uce
man
p
ow
er r
elat
ed c
ost
s -
Red
uce
fu
el c
ost
by
imp
lem
enti
ng
fu
el
man
agem
ent
syst
ems
- 4
0% o
f re
ven
ue
- A
nn
ua
l co
st n
ot
exce
edin
g 4
0% o
f a
nn
ual
rev
enu
e
FIN
& R
ISK
Red
uce
Arr
ears
- T
o a
chie
ve
deb
t a
rrea
rs
coll
ecti
on
beg
inn
ing
201
8
- C
on
sta
nt
eng
ag
emen
t w
ith
d
ebto
rs a
nd
cre
dit
ors
. -
- 9
0% a
rrea
rs c
oll
ecti
on
- L
ist
of
pro
fess
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als/
in
stit
uti
on
s in
arr
ears
by
Q
1’1
8
- M
on
thly
rep
ort
- E
ng
agem
ent
pla
n
FIN
& R
ISK
K
RA
5: O
rgan
izat
ion
al S
tren
gth
an
d O
per
ati
on
al E
ffec
tiv
enes
s
BS
C
Pe
rsp
ecti
ve
Str
ate
gic
O
bje
ctiv
es
Str
ate
gie
s S
erv
ice
De
liv
ery
T
arg
et
KP
I R
esp
on
sib
le
Dep
artm
en
t
Inte
rnal
B
usi
nes
s
Pro
cess
es
Per
spec
tiv
e
Imp
lem
ent
new
Org
anis
ati
on
S
tru
ctu
re
- D
evel
op
a n
ew o
rga
nis
ati
on
stru
ctu
re a
lig
ned
to
del
iver
th
e st
rate
gy
- F
ill
the
crit
ica
l ro
les
in t
he
new
a
pp
rov
ed s
tru
ctu
re
- Q
1 2
018
-
Q2
201
8
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pp
rov
ed
stru
ctu
re
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ille
d r
ole
s
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S
Ro
ll o
ut
dec
entr
alis
ed
mo
del
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op
a p
roo
f o
f co
nce
pt
for
the
hu
b m
od
el
- D
eplo
y t
he
hu
b m
od
el
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sses
s fo
r g
o/
no
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dec
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n f
or
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hu
b m
od
el
- Q
1 2
018
-
Q2
201
8
-
Q2
202
0
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pp
rov
ed
stru
ctu
re
- F
ille
d r
ole
s
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o/
No
go
d
ecis
ion
OP
S
43
KR
A 6
: Exc
elle
nt
and
eff
ecti
ve
exec
uti
on
acr
oss
th
e co
re f
un
ctio
n
BS
C
Pe
rsp
ect
ive
Str
ate
gic
O
bje
ctiv
es
Str
ate
gie
s S
erv
ice
De
liv
ery
T
arg
et
KP
I R
esp
on
sib
le
Dep
artm
en
t
Inte
rnal
Bu
sin
ess
Pro
cess
es
Per
spec
tiv
e
Reg
iste
r an
d
Reg
ula
te o
f
Hea
lth
P
rofe
ssio
nal
s
- S
tren
gth
en r
egis
tra
tio
n
- In
crea
se n
um
ber
of
pra
ctit
ion
ers
- R
evis
e a
nd
dis
sem
ina
te g
uid
elin
es
- Q
2 2
018
- N
um
ber
of
Reg
istr
ati
on
cert
ific
ates
is
sued
- N
um
ber
of
new
re
gis
tra
nts
RE
GIS
TR
AT
ION
Lic
ense
an
d
Acc
red
it H
ealt
h
Fac
ilit
ies
- In
crea
se c
ov
era
ge
of
lice
nse
d h
ealt
h
faci
liti
es.
- S
tren
gth
en c
om
pli
ance
lev
els
of
Hea
lth
fac
ilit
ies
- A
nn
ual
-
Nu
mb
er o
f
Hea
lth
fac
ilit
ies
lice
nse
d
- N
um
ber
of
hea
lth
fa
cili
ties
com
ply
ing
to
N
HS
INS
PE
CT
ION
S
Rec
og
nis
e a
nd
Ap
pro
ve
Tra
inin
g
Pro
gra
ms
- S
tren
gth
en c
om
pli
an
ce l
evel
s o
f
tra
inin
g p
rog
ram
mes
to
reg
ula
tio
ns
an
d a
lso
Th
e A
CT
- R
evie
w g
uid
elin
es o
f ap
pro
va
l o
f C
PD
pro
gra
mm
es
- C
on
du
ct a
sses
smen
t o
f n
ew
tra
inin
g p
rog
ram
mes
- A
nn
ual
-
Nu
mb
er o
f
tra
inin
g
pro
gra
mm
es
com
ply
ing
to
th
e re
gu
lati
on
s
an
d T
he
AC
T
TR
AIN
ING
AN
D
EX
AM
INA
TIO
NS
44
CHAPTER 4
4 GOVERNANCE, INSTITUTIONAL FRAMEWORK FOR
IMPLEMENTATION This section presents the rationale for the governance structure that has been deployed
to drive the transformative agenda of the HPCZ strategic plan. It also provides rationale
for the organisation structure upholding the principle of strategy before structure.
4.1 Governance
The key Champion in ensuring the implementation of the Strategic Plan rests with the
top leadership in any organization. In the case of HPCZ, the Registrar will take the
overall responsibility of ensuring that the plan is successfully implemented.
Figure 4.1: High-level HPCZ Organisation Structure
The Registrar will be supported by the six Departments who will be in charge of all
operational aspects of the plan implementation. These include:
a. Department of Registration
b. Department of Inspection and Accreditation
c. Department of Training
Corel Functions Support Functions
ChiefAccountant
Asst. RegistrarExamination
Asst. RegistrarTraining
Asst. RegistrarInspection &Accreditation
Asst. RegistrarRegistration &
Professionalism
RegionalCoordinator
Senior LegalCounsel
InternalAudit
ContractsPA
Registrar
Council
ChiefOperations
Officer
45
d. Department of Examination
e. Department of Operations
f. Department of Finance and Risk Management
g. Department of Legal
Various governance structures and support functions in HPCZ will work in harmony to
ensure smooth implementation of the plan. Figure 4.1 above shows how the HPCZ
Departments will be organised to drive the transformative agenda.
4.1.1 Business Case for the Organisation Structure
The organisation structure has been derived taking the following factors into
consideration:
? Strategic fit.
The structure has been designed to meet the requirement to support the
objectives and strategic priorities. It empowers the core functions to focus on
their deliverables while the enabling functions provide focused support to the
core functions. It also frees up the Registrar from operational decision making to
providing more strategic leadership for the HPCZ. Operational decision making
and accountability remains with the Registrars direct reports.
? Innovation
The transformative agenda embedded in the HPCZSP has innovation as
one of its core values. The structure allows for the numerous ICT enabling
projects to be delivered with a cross departmental focus. The services
provided
46
Figure 4.1.2: Showing the cross departmental relationship of projects and initiatives
? Achievability
The structure also ensures that all KRA’s are set up to be achieved. Each of
the roles will be filled with the right capability and capacity to ensure that
objectives of the strategic plan are achieved within the time frame of the
strategic plan.
? Affordability
The structure is designed to be optimal to ensure that the appropriate
revenue: cost ratio is maintained at all times. It also focuses also on
maintaining the appropriate core function: support function ratio.
4.2 Institutional Arrangements
To ensure smooth implementation of the Plan, the Strategic Plan Implementation
Committee (management team) will be charged with the responsibility of ensuring that
the Strategic Plan is cascaded to Departments and other departments in HPCZ. The
Registrar has been tasked to ensure that HPCZ’s key results areas and strategic
Registrar
Core Functions Operations
Project 1: HPCZ New Head Office
Project 2: ICT Optimisation
Project 3: Registration Campaigns
Project 4: Hub establishment
47
objectives are aligned to HPCZ’s vision with support from all Departments and Units.
The revised HPCZ’s organisation structure to support the activities of this Strategic Plan
is included as Annexure 2.
The reporting system is diagrammatically presented below:
4.3 HPCZ Performance Reporting Flowchart
Figure 4. 3: Performance Reporting Flowchart
To further support performance monitoring, HPCZ M&E Plan and System will be
developed and institutionalized. The M&E plan will have a detailed set of indicators
against which data will be collected at various levels. This Strategic Plan has provided
the Key Performance Indicators as a starting point to support data gathering for
performance evaluation.
Strategic Pillars
Key Results Areas
MissionVision
Imp
lem
enta
tio
n P
lan
Strategic Objectives
Strategies
HPCZ Council
Ministry of Health
Partners
Stakeholders
48
4.4 Resource Mobilization, Financial Management and
Procurement
Financing of this Strategic Plan will be informed by the MTEF and annual budget
cycle in line with the fiscal year for the Republic of Zambia. HPCZ will adopt a
proactive approach to engage various stakeholders for resource support in
operationalising the deliverable in this Strategic Plan.
Financial management approaches that are consistent with good public financial
management principles will be adopted. HPCZ will enhance existing systems as
stated in the Financial KRA. Prudence will be exercised to ensure value for
money.
Procurement will be guided by the public procurement laws, with a procurement
plan being prepared and adhered to on an annual basis. This requires that the
procurement section will have to undertake a user needs assessment exercise in
time, create awareness among the users on the importance of identifying user
needs and specifications in time and avoid delays in executing planned activities.
For HPCZ to achieve its goals and attain the projected performance levels, a sum
of circa ZMW238.9 million will have to be invested in the organisation over the
four-year period of the Strategic Plan. These funds will be realised from
internally generated resources. In addition, assistance will be sought from
Government and other cooperating business partners, including measures like
Public Private Partnerships (PPP).
49
4.5
Fo
reca
st B
ud
ge
t E
stim
ate
s fo
r 20
18 –
202
1 i
n Z
MW
Fig
ure
4.5
In
ves
tmen
t C
ost
20
18 –
20
21
YEAR
2018
2019
2020
2021
TOTA
LFO
RECA
ST IN
COM
E50
,006
,806
56
,007
,622
62,7
28,5
37
70
,255
,961
238,
998,
926
EXPE
NDIT
URE
50,0
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06
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RPLU
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00
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00
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BUDG
ET F
OREC
AST
SUM
MAR
Y FO
R 20
18 T
O 20
21
50
CHAPTER 5
5 CORPORATE KRA’s AND PERFORMANCE METRICS
5.1 Introduction HPCZ will undertake two levels of monitoring and evaluation. The first level is at the
HPCZ itself and the performance of its activities, while the second level shall be at
midterm Strategic Plan Performance Review. The Strategic Plan implementation matrix
contains performance indicators for purpose of performance monitoring. Evidence
based data will be collected in line with the Key Performance Indicators on regular
basis. It is anticipated that performance monitoring reports from various Departments
will be presented in line with the objectives of this Strategic Plan. The administrative
and support functions will also present their annual performance reports during the
review to facilitate corrective measures are implemented on time.
On a regular basis, that is, monthly, quarterly, biannually and annually, performance
reports will be submitted to the governance organs and stakeholders of the Council.
The Monitoring and Evaluation Unit in liaison with internal audit function will monitor
the progress on activities being undertaken.
The M&E team will develop manuals detailing the procedures to be followed to ensure
comprehensive data collection, analysis and dissemination. The M&E manuals will
show which data will be collected, how it will be collected and captured, analysed,
presentation and disseminated and how it will be used to improve decision making
within HPCZ.
Target based performance appraisal will be introduced for both management and staff.
The targets will be drawn from the Strategic Plan and cascaded to various departments,
sections and units in an integrated and consistent and coherent manner. It is anticipated
that this will improve strategy implementation and success of HPCZ as an institution.
51
A Monitoring and Evaluation framework will be developed and rolled out to enhance
the implementation of the plan.
5.2 Council Key Result Areas (KRA’s) In today’s fast-moving and technologically-driven world, seamless coordination
between the HPCZ Departments is critical. HPCZ has set 5 (05) Key Result Areas to
drive performance over the life of the Strategic Plan. By striving for common goals, the
priorities of each Department will be better aligned and cooperation between teams will
increase. The goals align with the strategic elements.
A series of metrics and four-year performance targets for each KRA has been
established to measure progress against a clear timeline. Performance plans for
employees at all levels of HPCZ will be tied to these metrics — beginning with the
Registrar and cascading throughout the organization as appropriate.
This process helps ensure that all employees are contributing not only to their team or
Department, but also to the corporate KRA’s.
Note: Metrics and performance targets may be adjusted or changed over time in response to
changing external factors and internal business needs.
HPCZ has chosen metrics aligned with global best practice. However, these may be
changed or removed in response to business needs.
Additionally, HPCZ is considering other metrics for future use once improvements
have been made to IT and data reporting systems. These improvements will allow the
company to more accurately capture key information and drill down to business line
and route levels.
52
5.
2.1
KR
A 1
: Co
mm
itte
d, C
om
pet
ent
and
Hig
h P
erfo
rmin
g W
ork
forc
e
Str
ateg
ic O
bje
ctiv
e
Str
ateg
ies
Mea
sure
U
nit
20
17
Bas
elin
e
2018
20
19
2020
20
21
Imp
rov
e re
cru
itm
ent
and
Ret
enti
on
Dev
elo
p s
taff
in
cen
tiv
e sc
hem
e
Sta
ff
Ret
enti
on
%
-
75
%
85%
90
%
95%
Op
tim
ise
recr
uit
men
t
% r
ecru
itm
ent
agai
nst
app
rov
ed
stru
ctu
re
%
75%
7
5%
85%
1
00%
1
00%
Imp
rov
e S
taff
P
rod
uct
ivit
y
Set
SM
AR
T a
nd
str
ateg
y
alig
ned
per
form
ance
o
bje
ctiv
es u
sin
g A
PA
S
for
all
% C
om
ple
ted
S
MA
RT
o
bje
ctiv
es
%
-
7
5%
85%
1
00%
1
00%
Tra
inin
g a
nd
ori
enta
tio
n
of
staf
f in
th
e u
se o
f A
PA
S (
eng
age
trai
ner
)
% S
taff
tr
ain
ed
%
-
85%
9
5%
100
%
100
%
Str
eng
then
a l
earn
ing
o
rgan
isat
ion
cu
ltu
re
CP
D f
or
HP
CZ
sta
ff
CP
D's
at
ten
ded
%
-
10
0%
100%
10
0%
100%
Ap
pro
ved
tra
inin
g n
eed
s as
sess
men
t p
lan
%
tra
ined
ag
ain
st p
lan
%
-
6
0%
75%
9
0%
100
%
53
5.2.
2 E
nh
ance
d p
ub
lic
awar
enes
s an
d c
on
fid
en
ce i
n t
he
HP
CZ
bra
nd
Str
ateg
ic O
bje
ctiv
e
Str
ateg
ies
Mea
sure
U
nit
20
17
Bas
elin
e
2018
20
19
2020
20
21
Str
eng
then
C
om
mu
nic
atio
n &
en
gag
emen
t w
ith
st
akeh
old
ers
Dev
elo
p a
sta
keh
old
er
eng
agem
ent
pla
n
Ap
pro
ved
d
ocu
men
t %
N
il
-
100
%
100
%
100
%
An
nu
al C
ust
om
er
Sat
isfa
ctio
n S
urv
ey
CS
AT
In
dex
%
N
il
65%
75
%
85%
90
%
Imp
rov
e co
mp
lain
ts
man
agem
ent
pro
cess
Ap
pro
ved
Co
mp
lain
ts
Man
agem
ent
Pro
cess
A
pp
rov
ed
do
cum
ent
%
Nil
-
1
00%
1
00%
1
00%
Pro
fess
ion
al
Co
mp
lain
ts/
100
0
20
0 15
0 10
0 50
Co
mp
lain
ts a
gai
nst
HP
CZ
Co
mp
lain
ts/
1
000
200
150
100
50
Inst
itu
tio
nal
C
om
pla
ints
/1
000
200
150
100
50
Imp
rov
e co
mm
un
ity
an
d p
ub
lic
aw
aren
ess
Ap
pro
ved
sta
keh
old
er
man
agem
ent
pla
n
Ap
pro
ved
d
ocu
men
t %
N
il
-
100
%
100
%
100
%
Co
mm
un
ity
im
pac
t ev
ents
C
om
mu
nit
y
imp
act
N
o.
4 13
15
18
20
54
5.
2.3
KR
A 3
: Fit
fo
r p
urp
ose
in
fra
stru
ctu
re
Str
ateg
ic O
bje
ctiv
e
Str
ateg
ies
Mea
sure
U
nit
20
17
Bas
elin
e
2018
20
19
2020
20
21
Dev
elo
p a
pu
rpo
se
bu
ilt
HP
CZ
Hea
d
Off
ice
Co
ntr
acti
ng
acc
ord
ing
to
Z
PP
A
Ph
ase
Co
mp
leti
on
per
p
roje
ct
tim
elin
es
%
20%
10
0%
Co
nst
ruct
ion
0%
20%
80
%
100%
Co
mm
issi
on
ing
10
0%
Clo
se o
ut
10
0%
Dev
elo
p f
it-f
or-
p
urp
ose
IC
T
infr
astr
uct
ure
Reg
ula
tory
Hu
man
R
eso
urc
e In
form
atio
n
Sy
stem
(rH
RIS
)
Use
r A
ccep
tan
ce
Tes
tin
g (
Pas
s)
%
0%
100%
Co
mm
issi
on
ing
0 1
Cre
ate
LA
N i
n a
ll t
he
Hu
bs
Del
iver
ed L
AN
N
um
ber
0
1 3
Cre
ate
net
wo
rk l
ink
s to
al
l H
ub
s D
eliv
ered
L
INK
S
Nu
mb
er
0 1
3
Op
tim
ised
Fle
et
Ap
pro
ved
fle
et
man
agem
ent
po
licy
Po
licy
d
ocu
men
t
Fle
et
pro
cure
men
t p
lan
F
leet
4
12
20
22
2
4
5.2.
4 K
RA
4: S
ust
ain
ed r
eso
urc
e b
ase
and
fis
cal
dis
cip
lin
e fo
r th
e g
row
th o
f th
e C
ou
nci
l
Str
ateg
ic O
bje
ctiv
e S
trat
egie
s M
easu
re
Un
it
2017
B
asel
ine
2
01
8
20
19
2
02
0
20
21
Incr
ease
an
d D
iver
sify
re
sou
rce
bas
e
Incr
ease
rev
enu
e R
even
ue
Yo
Y
%
12
%
12%
12
%
12%
En
ga
ge
po
ten
tial
fi
nan
cier
s, b
ank
s,
coo
per
atin
g p
artn
ers,
st
akeh
old
er
Nu
mb
er o
f P
roje
cts
Nu
mb
er
2
2
3
3
Pro
ject
C
on
ver
sio
n
1
1
Incr
ease
rev
enu
e S
trea
m N
um
ber
of
Str
eam
s
No
. R
even
ue
Str
eam
s
1
Red
uce
Exp
osu
re t
o
En
terp
rise
Ris
ks
Dev
elo
p:
-
Ris
k M
anag
emen
t P
oli
cy
-
Au
dit
Man
agem
ent
Po
licy
-
Fin
ance
Acc
ou
nti
ng
M
anu
al
Po
lici
es
app
rov
ed,
op
erat
ion
alis
ed
wit
h e
mb
edd
ed
ann
ual
rev
iew
s
%
-
100%
100%
100%
100%
Tim
ely
Fin
anci
al
rep
ort
ing
cu
ltu
re
All
su
bm
itte
d o
n
tim
e %
-
1
100%
100%
100%
Co
st C
on
tain
men
t
Pre
par
e A
nn
ual
MT
EF
B
ud
get
s b
y 3
1st
Au
gu
st
of
ever
y y
ear
M
TE
F B
ud
get
s p
rep
ared
an
d
app
rov
ed b
y
Co
un
cil
in q
uar
ter
4 o
f ev
ery
yea
r
%
100%
-
100%
100%
100%
Dev
elo
p a
nd
im
ple
men
t an
nu
al p
rocu
rem
ent
pla
n;
P
rocu
rem
ent
Pla
n d
evel
op
ed
and
ap
pro
ved
by
31
Dec
ev
ery
yea
r
%
1
-
10
0%
10
0%
10
0%
Dis
cip
lin
ed e
xec
uti
on
of
bu
dg
eted
pro
gra
ms
Sp
end
wit
h +
/-
10%
of
bu
dg
et
item
s
%
0
1
3
55
56
Str
eng
then
Lic
ensi
ng
an
d
Acc
red
ita
tio
n o
f F
acil
itie
s fo
r th
e P
ub
lic
Sec
tor
Ren
ewal
s-
25
% 3
0%
4
0%
5
0%
6
0%
Co
mp
lia
nce
-
6
2%
72
%
82
%
92
%
92
%
Lic
ensi
ng
-
6
5%
75
%
80
%
80
%
85
%
5.2.
5
KR
A 6
: Eff
icie
nt
and
eff
ecti
ve
exec
uti
on
acr
oss
th
e co
re f
un
ctio
ns
Str
ateg
ic O
bje
ctiv
e
Str
ate
gie
s
Mea
sure
Un
it
20
17
Bas
eli
ne
2018
2019
2020
2021
Reg
iste
r an
d
Reg
ula
te
H
ealt
h
Pro
fess
ion
als
Str
eng
then
an
d i
ncr
ease
reg
istr
ati
on
Nu
mb
er o
f re
gis
tra
tio
n
cam
pa
ign
s N
o.
1
10
10
10
10
Nu
mb
er o
f co
nsu
ltat
ive
mee
tin
gs
wit
h A
sso
ciat
ion
s
N
o.
10
1
1
1
2
1
3
1
3
Incr
ease
in
reg
istr
ati
on
s %
4
00
0
5%
5
%
5%
5
%
Rev
ise
and
dis
sem
inat
e g
uid
elin
es
Gu
idel
ines
pu
bli
shed
an
d
rev
iew
ed e
ver
y 3
yea
rs
%
10
0%
-
-
-
-
Gu
idel
ines
dis
sem
ina
ted
by
201
8
%
1
-
-
-
1
Str
eng
then
co
mp
lian
ce t
o
Reg
istr
ati
on
an
d
Insp
ecti
on
CP
D R
etu
rns
to t
ota
l re
gis
tere
d
pra
ctit
ion
ers
%
10
%
20
%
60
%
70
%
80
%
Nu
mb
er o
f re
new
als
%
8
1%
8
3%
8
6%
8
9%
9
0%
CP
D G
uid
elin
es b
y C
ou
nci
l %
_
1
00
%
-
-
-
Pro
secu
te d
efa
ult
ers
Nu
mb
er o
f d
efa
ult
ing
pra
ctit
ion
ers
der
egis
tere
d a
nd
pro
secu
ted
-
NO
NE
5%
4
%
3%
2
%
Nu
mb
er o
f d
efa
ult
ing
Fa
cili
ties
der
egis
tere
d a
nd
pro
secu
ted
-
N
ON
E
5
%
4%
3
%
2%
Lic
ensi
ng
an
d
Acc
red
itin
g H
ealt
h
Fac
ilit
ies
Str
eng
then
an
d i
ncr
ease
lice
nsi
ng
an
d
acc
red
itat
ion
of
Hea
lth
F
acil
itie
s
Nu
mb
er o
f li
cen
sin
g a
nd
a
ccre
dit
ati
on
ca
mp
aig
ns
No
.
1
4
4
4
4
Tra
in p
art
tim
e in
spec
tors
N
o.
3
5
45
Nu
mb
er o
f co
nsu
ltat
ive
mee
tin
gs
wit
h A
sso
ciat
ion
s
No
.
1
0
4
4
4
4
Incr
ease
in
new
Pri
vat
e a
ccre
dit
ati
on
s
No
.
40
5
5
60
6
0
60
T
urn
aro
un
d ti
me
for
Pri
vat
e
acc
red
ita
tio
n
TA
T
<30
d
30
3
0
21
2
1
14
Dev
elo
p a
nd
dis
sem
inat
e
gu
idel
ines
Gu
idel
ines
dev
elo
ped
an
d
pu
bli
shed
No
. G
uid
eli
nes
1
5
4
S
tren
gth
en L
icen
sin
g a
nd
A
ccre
dit
ati
on
of
Fac
ilit
ies
for
the
Pri
vat
e S
ecto
r
Ren
ewal
s
%
79
%
80
%
85
%
90
%
95
%
C
om
pli
an
ce
%
80
%
82
%
84
%
86
%
88
%
57
KR
A 6
: Eff
icie
nt
and
eff
ecti
ve
exe
cuti
on
acr
oss
th
e co
re f
un
ctio
ns
Str
ateg
ic
Ob
ject
ive
S
trat
egie
s M
easu
re
Un
it
20
17
Bas
elin
e
20
18
2
01
9
20
20
2
02
1
Rec
og
nis
e an
d
Ap
pro
ve
Tra
inin
g
Pro
gra
ms
Str
en
gth
en
co
mp
lia
nce
le
vels
of
trai
nin
g
pro
gra
mm
es
Nu
mb
er o
f re
gis
tra
tio
n c
am
pai
gn
s
No
.
1
2
2
2
2
Nu
mb
er o
f co
nsu
ltat
ive
mee
tin
gs
wit
h T
rain
ing
In
stit
uti
on
s N
o.
1
2
2
2
2
Incr
ease
nu
mb
er o
f tr
ain
ing
pro
gra
ms
No
.
24
3
0
30
3
0
30
Re
vis
e an
d d
isse
min
ate
g
uid
elin
es
Rev
iew
of
the
gu
idel
ines
fo
r a
pp
rov
al o
f in
tern
ship
s si
tes
an
d
CP
D p
rog
ram
s %
1
-
-
-
Incr
ease
nu
mb
er o
f C
PD
pro
gra
ms
N
um
ber
2
2
2
2
2
Incr
ease
inte
rnsh
ip s
ites
N
um
ber
2
3
2
2
2
Pu
bli
cati
on
of
gu
idel
ines
fo
r
spec
ialt
y t
rain
ing
Nu
mb
er
2
6
2
2
2
Str
en
gth
en
co
mp
lia
nce
of
tra
inin
g p
rog
ram
s
Tra
inin
g p
rog
ram
ren
ewal
%
7
1%
1
00
%
10
0%
1
00
%
10
0%
In
tern
ship
si
te r
enew
als
%
8
6%
1
00
%
10
0%
1
00
%
10
0%
R
enew
al o
f C
PD
pro
gra
ms
%
10
0%
1
00
%
10
0%
1
00
%
10
0%
Pro
secu
te d
efa
ult
ers
Nu
mb
er o
f d
efa
ult
ing
in
stit
uti
on
s re
po
rted
to
fo
r p
rose
cuti
on
-
N
ON
E
5
%
4%
3
%
2%
Ad
min
iste
r L
icen
sure
E
xam
inat
ion
Co
nd
uct
Lic
en
sure
E
xam
inat
ion
fo
r D
iplo
ma
an
d D
egre
e H
old
ers
Ex
am
inat
ion
s A
dm
inis
tere
d
Nu
mb
er
1
1
2
2
2
Pass
Ra
te %
90
%
92
%
94
%
95
%
Dev
elo
p g
uid
eli
ne
s fo
r e
xam
ina
tio
ns
Dev
elo
p a
nd
dis
sem
ina
te
gu
idel
ines
%
NO
N
10
0%
Dig
itali
se o
nli
ne
Ex
am
Re
sult
s
On
lin
e E
xa
m R
esu
lts
%
NO
N
1
00
%
Dev
elo
p Q
ue
stio
n B
an
k Q
ues
tio
n B
an
k %
1
00
%
Acc
red
it E
xam
Cen
tre
s N
o. o
f a
ccre
dit
ed e
xa
m c
entr
es
Nu
mb
er
NO
N
1
1
58
5.30
F
acto
rs T
hat
Co
uld
Aff
ect
Go
al A
chie
ve
men
t A
s ca
ptu
red
in
th
e p
erfo
rman
ce m
atr
ix,
HP
CZ
has
set
fu
ture
per
form
ance
tar
get
s th
at a
re r
eali
stic
, ti
mel
y a
nd
ach
iev
able
. H
ow
ever
, th
ere
are
man
y e
xte
rnal
fac
tors
ou
tsid
e o
f H
PC
Z’s
co
ntr
ol
that
may
hav
e a
neg
ativ
e im
pac
t
on
th
e fu
ture
per
form
ance
an
d p
rev
ent
the
Co
un
cil
fro
m a
ttai
nin
g i
ts g
oal
s.
1.
Cap
ital
Inv
estm
ent
HP
CZ
’s a
bil
ity
to
car
ry o
ut
this
Str
ateg
ic P
lan
dep
end
s u
po
n t
he
inst
itu
tio
ns
abil
ity
to
gen
erat
e fu
nd
s
inte
rnal
ly.
Th
e C
ou
nci
l w
ill
als
o
req
uir
e co
nti
nu
ing
su
pp
ort
fr
om
G
ov
ern
men
t a
lon
g
wit
h
sig
nif
ican
t
inv
estm
ents
fr
om
th
e p
riv
ate
sec
tor
in
form
of
po
ten
tial
lo
ans
an
d s
tra
teg
ic p
artn
ersh
ip.
Th
e fi
na
nci
al
ou
tlo
ok
of
the
Co
un
cil
has
sig
nif
ican
tly
im
pro
ved
ov
er t
he
pas
t co
up
le o
f y
ears
th
ereb
y a
ssu
rin
g a
bil
ity
to
con
stru
ctiv
ely
en
gag
e th
e fi
nan
cia
l m
ark
ets
to b
orr
ow
fo
r ca
pit
al i
nv
estm
ent.
HP
CZ
w
ill
con
tin
ue
to
dep
end
u
po
n
adeq
uat
e an
nu
al
lev
els
of
cap
ital
in
ves
tmen
t to
m
ain
tain
it
s
infr
ast
ruct
ure
, sy
stem
s an
d t
he
reg
ion
al
hu
b i
n a
“st
ate
of
go
od
rep
air”
fo
r b
oth
saf
ety
an
d o
per
atio
nal
effi
cien
cy.
Ad
equ
ate
inv
estm
ents
are
als
o n
eces
sary
to
su
pp
ort
im
pro
vem
ent
of
HP
CZ
’s c
ost
to
in
com
e ra
tio
.
Sig
nif
ican
t cu
ts a
nd
flu
ctu
atio
ns
in i
nv
estm
ents
wil
l im
ped
e H
PC
Z’s
ab
ilit
y t
o r
each
its
per
form
ance
tar
get
s.
Ap
pro
pri
ate
inv
estm
ents
are
als
o n
eces
sary
to
im
pro
ve
, o
pen
up
new
gre
en f
ield
pro
ject
s an
d g
ener
ate
add
itio
na
l n
et r
even
ues
nee
ded
to
pay
fo
r fu
ture
cap
acit
y i
mp
rov
emen
t an
d o
per
atio
na
l re
qu
irem
ents
.
Sig
nif
ican
t ap
ath
y i
n p
ay
ing
fee
s w
ill
imp
ede
HP
CZ
’s a
bil
ity
to
rea
ch i
ts p
erfo
rma
nce
tar
get
s.
man
agem
ent
and
in
form
ati
on
tec
hn
olo
gy
. H
PC
Z m
ust
en
sure
th
ese
fact
ors
ali
gn
wit
h i
ts s
trat
egic
nee
ds
and
lon
g-t
erm
vis
ion
.
59
2.
Eco
no
mic
Co
nd
itio
ns
Th
e ec
on
om
ic t
urn
aro
un
d i
n t
he
reg
ion
in
th
e la
st c
ou
ple
of
yea
rs p
rese
nts
an
op
po
rtu
nit
y f
or
HP
CZ
to
exp
and
its
op
era
tio
n.
Th
ere
ha
s a
lso
bee
n a
n i
ncr
ease
d i
nte
rest
in
str
ateg
ic p
artn
ers
wil
lin
g t
o i
nv
est
in t
he
HP
CZ
op
erat
ion
s. I
t is
im
po
rta
nt
that
in
ch
oo
sin
g a
str
ateg
ic p
artn
er H
PC
Z a
nd
Mo
H w
ork
clo
sely
to
get
her
to n
ego
tiate
a d
eal
that
wil
l b
e o
f ec
on
om
ic b
enef
it t
o t
he
Co
un
cil
and
th
e C
ou
ntr
y a
t la
rge.
3.
Sta
tuto
ry R
eq
uir
em
en
ts
Th
e im
ple
men
tati
on
of
sta
tuto
ry a
nd
leg
al
man
da
tes
req
uir
es m
on
ey,
tim
e an
d a
tten
tio
n f
rom
ma
nag
emen
t.
HP
CZ
has
ad
op
ted
a z
ero
to
lera
nce
to
reg
ula
tory
bre
ach
es a
pp
roac
h i
n t
his
str
ateg
y.
It w
ill
end
eav
ou
r to
be
100%
co
mp
lian
t w
ith
all
reg
ula
tory
req
uir
emen
ts.
4.
En
erg
y C
osts
Larg
e p
ort
ion
s o
f th
e H
PC
Z’s
reg
ula
tory
fu
nct
ion
s ar
e d
riv
en b
y f
uel
pri
ces.
Sp
ikes
in
en
erg
y c
ost
s ca
n
gre
atly
aff
ect
HP
CZ
’s a
bil
ity
to
un
der
tak
e m
issi
on
cri
tica
l p
rog
ram
s an
d p
roje
cts
that
are
nec
essa
ry t
o
ach
iev
e it
s g
oa
ls.
5.
Inte
rnal
Facto
rs
HP
CZ
mu
st a
sses
s se
ver
al k
ey i
nte
rnal
fac
tors
to
en
sure
it
is c
apab
le o
f re
ach
ing
its
per
form
ance
tar
get
s.
Th
ese
fact
ors
in
clu
de
risk
as
sess
men
t,
org
aniz
ati
on
al
stru
ctu
re,
bu
sin
ess
pro
cess
es,
and
h
um
an
cap
ita
l
AN
NE
XE
S
A
nn
ex 1
: Pro
ject
ed
Fin
anci
al K
ey R
esu
lts
Co
ver
ing
th
eP
lan
Per
iod
All
am
ou
nts
in
ZM
W
EX
PE
ND
ITU
RE
BU
DG
ET
IN
CO
ME
% O
F
BU
DG
ET
EX
PE
ND
ITU
RE
BU
DG
ET
IN
CO
ME
% O
F
BU
DG
ET
EX
PE
ND
ITU
RE
BU
DG
ET
IN
CO
ME
% O
F
BU
DG
ET
EX
PE
ND
ITU
RE
BU
DG
ET
IN
CO
ME
% O
F
BU
DG
ET
12
%
FO
RE
CA
ST I
NC
OM
E5
0,0
06
,80
65
6,0
07
,62
26
2,7
28
,53
77
0,2
55
,96
1
LE
SS
EX
PE
ND
ITU
RE
:
Ke
y R
esu
lt A
rea
Pri
ori
ty P
rogr
amm
e 1
: Mo
bil
ise
reso
urc
es a
nd
co
mm
ence
co
nst
ruct
ion
of
fit
for
pu
rpo
se
infr
astr
uct
ure
in q
uar
ter
1 o
f 2
01
85
23
,70
31
.0%
12
,27
1,4
42
21
.9%
14
,50
6,1
59
23
.1%
17
,13
3,9
88
24
%
Pri
ori
ty P
rogr
amm
e 2
: E
nsu
re C
om
mit
ted
, Co
mp
ete
nt
and
Hig
h P
erfo
rmin
g W
ork
forc
e2
5,7
71
,82
3
51
.5%
26
,00
5,9
53
28
,51
3,1
25
45
.5%
31
,04
7,6
10
44
%
Pri
ori
ty P
rogr
amm
e 3
: A
ssu
re a
su
stai
ne
d r
eso
urc
e b
ase
and
fis
cal
dis
cip
lin
e fo
r th
e
gro
wth
of
the
cou
nci
l4
19
,27
3
0.8
%4
61
,20
0
0.8
%5
07
,32
0
0.8
%5
68
,19
91
%
Pri
ori
ty P
rogr
amm
e 4
: Lic
en
se a
nd
Acc
red
it H
eal
th F
acil
itie
s2
,86
9,7
94
5.7
%3
,15
6,7
73
5.6
%3
,47
2,4
51
5.5
%3
,88
9,1
45
6%
Pri
ori
ty P
rogr
amm
e 5
: Re
cogn
ise,
Ap
pro
ve T
rain
ing
Pro
gram
s an
d C
on
du
ct L
icen
sure
Exa
min
atio
ns
2,9
57
,11
7
5.9
%3
,25
2,8
29
5.8
%3
,57
8,1
12
5.7
%4
,00
7,4
86
6%
Pri
ori
ty P
rogr
amm
e 6
: Re
gist
er a
nd
Reg
ula
te o
f H
ealt
h P
rofe
ssio
nal
s1
,39
3,1
81
2.8
%1
,53
2,4
99
2.7
%1
,68
5,7
49
2.7
%1
,88
8,0
39
3%
Pri
ori
ty P
rogr
amm
e 7
: Exp
and
Org
aniz
atio
nal
Str
en
gth
an
d O
per
atio
na
l Eff
ecti
ven
ess
46
4,0
00
0.9
%5
10
,40
0
0.9
%5
61
,44
0
0.9
%6
28
,81
31
%
Pri
ori
ty P
rogr
amm
e 8
:En
han
ce p
ub
lic
awar
en
ess
and
co
nfi
den
ce in
th
e H
PC
Z b
ran
d
1,9
62
,56
0
3.9
%2
,15
8,8
16
3.9
%2
,37
4,6
97
3.8
%2
,65
9,6
61
4%
To
tal
36
,36
1,4
52
7
3%
49
,34
9,9
12
4
2%
55
,19
9,0
54
88
%6
1,8
22
,94
08
8%
HE
ALT
H P
RO
FE
SS
ION
S C
OU
NC
IL O
F Z
AM
BIA
20
18
CA
SH
FL
OW
FO
RE
CA
ST
FO
R F
OU
R Y
EA
RS
FR
OM
20
18
TO
20
21
20
19
20
20
PE
RIO
D
AC
TIV
ITY
Per
An
nu
m I
nco
me
Gro
wth
Fac
tor
for
20
19
-20
21
20
21
Staf
f D
evel
op
men
t7
51
,00
0
1.5
%8
26
,10
0
1%
90
8,7
10
1.4
%1
,01
7,7
55
1%
Reh
abil
itat
ion
, Mai
nte
nan
ce a
nd
Rep
air
of
Bu
ild
ings
an
d E
qu
ipm
ent
20
5,0
00
0.4
%2
25
,50
0
0%
24
8,0
50
0.4
%2
77
,81
60
%
Cap
ital
item
s p
lan
ne
d t
o b
e p
rocu
red
7
,43
1,6
00
14
.9%
49
5,0
00
1%
54
4,5
00
0.9
%6
09
,84
01
%
Bu
dg
et f
or
Tra
nsp
ort
atio
n a
nd
Fu
el2
33
,76
0
0.5
%2
57
,13
6
0%
28
2,8
50
0.5
%3
16
,79
20
%
Gra
tuit
y E
xpen
ses
and
Acc
rued
Pen
sio
n R
igh
ts
60
0,0
00
1.2
%-
0.0
%2
20
,07
20
.4%
24
6,4
81
0.4
%
Gen
eral
Ch
arg
es2
,42
4,8
66
4.8
%2
,66
7,3
53
5%
2,9
34
,08
84
.7%
3,2
86
,17
95
%
Pri
tnin
g a
nd
Sta
tio
ner
y 9
70
,31
71
.9%
1,0
74
,94
12
%1
,18
8,3
65
1.9
%1
,33
0,9
68
2%
Veh
icle
Rep
airs
an
d M
ain
ten
ance
47
8,8
00
1.0
%5
26
,68
01
%5
79
,34
80
.9%
64
8,8
70
1%
Oth
er t
ran
spo
rt c
ost
s5
50
,01
11
.1%
58
5,0
00
1%
62
3,5
00
1.0
%6
98
,32
01
%
Su
bto
tal
13
,64
5,3
54
27
%6
,65
7,7
10
12
%7
,52
9,4
83
12
%8
,43
3,0
21
12
%
To
tal
Ex
pe
nd
itu
re5
0,0
06
,80
65
0,0
06
,80
61
00
.0%
56
,00
7,6
22
56
,00
7,6
22
53
.6%
62
,72
8,5
37
62
,72
8,5
37
10
0.0
%7
0,2
55
,96
17
0,2
55
,96
11
00
.0%
Fu
nd
s S
urp
lus/
(De
fici
t)0
00
0
% O
F
BU
DG
ET
EX
PE
ND
ITU
RE
CO
ST
OT
HE
R C
OS
TS
% O
F
BU
DG
ET
EX
PE
ND
ITU
RE
60
61
6.2
An
nex
2: O
rgan
isat
ion
Ch
art
RegC 1
The
Coun
cil
Regi
stra
r 1
1
PA
SEO
-O 1
EO-O
EO-C
PD2
2
Sec 1
Sec
Dri
13
REO 2
RTO 2
RIO 2
RRO 2
SRRO
SRIO
11
SREO 1
SRTO 1
EO-L 2
SEO
-L 1
ROR
ROP
IOPr
IOPu
IDA
TOD
egTO
Dip
33
55
53
3
SRO
RSR
OP
SIO
PuSI
DA
STO
Deg
STO
Dip
11
11
11
SIO
Pr 1
Web
SIPr
ogr
Tech
ISv
sA1
11
1
ARE
11
1A
RR&
PA
R&A
ART
1CO
O
PRO
PO1
2
SPRO
SPO
11
PLO
SO1
2
LO1
SLC
LC
1 1IASI
A 1
SITO 1
SHR&
AO
1 1H
RMO
1A
O
4Cl
eane
r
2O
A1Re
c
6D
ri1Tr
O
4RC
2A
RO
1RO
11
AA
RMD
1A
rev
1SA
1CA 1
AA1
Aex
p1
M%
EO1SM
&EO
HP
CZ
OR
GA
NIS
AT
ION
ST
RU
CT
UR
E
62
6.2.
1 O
rga
nis
atio
n C
har
t K
ey
63
6.2.2 Summary of Council staffing levels
Council 16
Registrar 01
Senior Management 09
Middle Management 20
Non-Management 58
General Workers 16 Total 104
Strategic Planfor 2018 - 2021
The RegistrarHealth Professions Council of Zambia
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Email: [email protected]: www.hpcz.org.zm
Or ContactThe Public Relations Officer
Mobile lines: + 260 0967/0979 236241
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yri
ght
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eria
l pu
bli
shed
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e H
PC
Z P
ub
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atio
ns
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it, L
usa
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nte
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