Where will health sectors in low-and middle-income countries get the management talent they need for stronger health systems and greater health impact?

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  • Published Date: August 2012
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This literature review, carried out by the USAID Leadership, Management, and Governance (LMG) project, was conducted to help identify key concepts and practices that inform the development and use of technical assistance and leadership development training of those who govern in the health sectors of low- and middle-income countries (LMICs). Insights have been distilled from the extensive studies of health sector governance by the WHO, the World Bank, the OECD, BoardSource, and the Governance Institute.

  • Published Date: August 2012
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This study, the second of its kind, on governance in the sector of health in low- and middle-income countries, carried out in February-March 2012 by the USAID-funded Leadership, Management and Governance (LMG) project, surveyed 477 health leaders, managers, and those who govern in the health sector in 80 low- and middle-income countries to identify perceptions and opinions of the respondents on practices, impediments, and enablers of effective governance for health.

  • Published Date: August 2012
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Management Sciences for Health (MSH) conducted a survey of health sector leaders from across the world in February-March of 2011 to find out their views on governance practices within the health sector: what good governance is, as well as factors that either prevent or promote good governance for better health outcomes. A total of 140 senior health leaders were identified through their membership in “LeaderNet,” an online forum developed by MSH during its work in the USAID supported Leadership, Management and Sustainability Project from 2005-2010.

  • Published Date: August 2012
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This survey sought to understand governing in the context of health from the perspective of people who lead, manage, and govern in the health sector or within health institutions in low- and middle-income countries. The purpose of the study was to obtain their perspectives on what constitutes effective governing in the context of health, what enables and impedes it, what links there are between effective governance and the quality of health services and health outcomes, what gender issues are involved in governing, and how governing interacts with leading and managing.

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MOST is a participatory management diagnostic process that enables managers in organizations and public sector institutions to develop a management capacity profile for their organization and a prioritized action plan for improvement. There is also a "suite" consisting of the overall organizational MOST and specialized in-depth MOST applications in three areas: Human Resource Management, Financial Management (FIMAT), and Health Information Systems.

  • By: Management Sciences for Health
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The purpose of FinMAT is to improve the capacity of organizations to manage their financial resources. FinMAT is based on the belief that an efficient and effective financial management system depends on clear, well-understood policies and procedures that well-trained staff follow to accurately record and report all financial transactions and make sound, timely decisions about their organization’s use of resources. A strong financial system is one of the supporting pillars of organizational sustainability.

 

  • By: Management Sciences for Health

RAMP is a practical management method designed for policymakers and senior managers to help them identify those health management functions for which responsibility and management authority are most ambiguous. The underlying premise to the development of the RAMP is that managers or other stakeholders who do not perceive that they have power over particular management actions (even if on paper they possess this power) are unlikely to take the responsibility or authority for them.

  • By: Management Sciences for Health

The WCA is a survey process that enables work groups to assess their current perception of climate, providing insights and strategies for improvement to work group managers on areas requiring attention. This survey complements the LPI Guide and helps teams improve their work climate while they improve performance. WCA has been applied in Brazil, Egypt, Guinea, Kenya, Mozambique, and other Latin American countries via the Virtual Leadership Development Program. The WCA was validated by outside experts.

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