| Health Workforce | - Hiring of qualified local people along with incentives for retention | - Lack of female health workers | - Hire more female staff and reduce gender imbalance |
| - Absenteeism and lack of capacity of healthcare staff |
| - Workers hired from outside face language and cultural issues | - Send female staff on rotation basis to conflict areas |
| - Political influence and favoritism | - Hire local people and provide adequate training |
| - Security threats | - Provide housing and basic necessities |
| - Low salaries | - Merit based hiring |
| - Absence of accommodation and basic facilities for doctors | - Doctors or staff to provide replacements when going on leave |
| - Quacks are preferred by people over doctors |
| Service Delivery | - Secondary facilities relatively well maintained | - Non-functional healthcare facilities | - SOPs should be implemented |
| - Establishment of various new primary and secondary healthcare facilities | - Poor infrastructure | - Work on infrastructure for the uptake of health care intervention |
| - Political influence |
| - Ambulatory service with staff care | - Quality of care compromised | - Stringent monitoring mechanisms using technology |
| - Midwives and lady health workers visit homes | - Unavailability of transport for staff |
| - Service of institutional deliveries in presence of skilled birth attendant | - Changing demographic pattern | - Improve community awareness and mobilization activities |
| - No arrangements for transport of complicated cases |
| - Social mobilization activities | - Improving LHWs functionality |
| Supplies and Commodities | - Different donors provide different supplies and services | - Curfews during the conflict blocked supplies to the facilities | - Procurement decisions at the district level |
| - Procurement systems to simplified and made efficient |
| - Enough supplies were provided | - Insufficient supply for commonly used drugs |
| - Delay in supplies from government | - Strict monitoring |
| - Supplements sold in open market |
| - Allocation of budget for medicines not revised according to present needs |
| - Absence of diagnostic facilities |
| Monitoring and Reporting | - Before and after surveys sometimes conducted | - Poor quality of data | - Promote E-Health |
| - Internal monitoring was done | - No record of training or equipment distribution | - Improve quality of data |
| - Third party monitoring on monthly basis for Polio | - Preference of manual work over computer use | - Do situational analysis before implementation |
| - DHIS system for reporting | - Data not used for decision making | - Data to be used for decision |
| Finances | - Funding is done by donors and the government | - Delay in release of funds from the donors | - To ensure sustainability of funding for existing programs |
| Cluster meetings | - Seminars held for coordination | - Not regularly held for most programs | - Regular cluster meetings for all issues |
| - Regular meetings held for Polio at district and provincial level | - Improve communication between center and district |
| Natural Disaster | - Disaster management authority present at provincial level | | - Improve the functionality |
| - Nutrition plan for emergency situations present |
| Epidemics | - Disease Surveillance and Response Unit in FATA | | - Proper forecasting and pre-emptive measures |
