• By: Management Sciences for Health

The Global Exchange Network has been transfered to MSH's LeaderNet site (www.leadernet.msh.org). It was initiated to promote the exchange of information and best practices among countries that have "graduated" from USAID population assistance. Country members from Colombia, Ecuador, Mexico, Morocco, and Turkey managed the network and are now members of the LeaderNet community of practice.

  • By: Applied Survey Research Group
  • Published Date: March 2001
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These online toolkits provide nonprofit organizations with different tools to encourage their "strategic use of technology to achieve the mission" of their organizations. The tools presented can help organizations determine how to make requests for technology funding; how to assess needs; how to plan upgrades and to determine cost-effectiveness. The tools are downloadable in various formats.

  • By: Management Sciences for Health
  • Published Date: July 2012

The tool is used by mid-level and senior managers of family planning or health organizations to determine actual and potential costs, revenues, and surpluses or deficits at existing or planned clinics.It is also used to determine the operating efficiency of different modes of service delivery, review and improve cost-recovery strategies, review and revise budgets, and to develop an expansion strategy. Management teams comprised of clinic, finance, procurement, human resources managers, other clinical and administrative staff at the national and clinical levels.

  • By: Management Sciences for Health
  • Published Date: January 2005
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The Human Resource Management (HRM) Assessment Instrument is a structured, participatory self-evaluation tool designed to be used by non-governmental organizations and public sector health institutions to assess the status of HRM in their organizations and to facilitate the development of improvement strategies. The instrument is organized according to the core functions of a HRM system: HRM Capacity, HRM Planning, Personnel Policy and Practice, HRM Data, and Performance Management and Training.

  • By: Management Sciences for Health

The Virtual Business Planning for Health Program (VBPH) equips organizations to draft a sound business plan that advances its mission. Participants learn how to capture and package new business opportunities; identify target markets and marketing strategies; determine the best staff to develop the opportunities; navigate the financial aspects of a business plan; and develop a strategy for approaching funders and donors. The VBPH is currently offered in English and Spanish.

  • By: IPPF
  • Published Date: November 2011
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This set of materials aims to raise awareness of the need to strengthen health systems to advance contraceptive security. This is an example of the subject specific approach IPPF has taken to Health Systems Strengthening.

  • By: IPPF
  • Published Date: January 2009
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Toolkit to enable country-level assessment of  whether appropriate links are being made between SRH & HIV at policy , systems and service level. The desk review & interview approach described  can be used to identify LMG gaps.

  • By: DAI
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Developed by DAI in the Promoting Governance, Accountability, Transparency and Integrity (PROGATI) program. It is a means for civil society to monitor national services at the local level and create a new forum for interaction between civil society and their government reps. The scorecard is a tool used by local citizens to identify corruption in public services through investigation, consultation, and dialogue. CSOs present their scorecard findings at public meetings of citizens and government officials.

  • By: JHSPH
  • Contributed by: IIHMR
  • Published Date: January 2008
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In Afghanistan, JHSPH and IIHMR developed 29 health systems indicators across six domains for measurement: Patients and community perspective; Staff perspective; Capacity for service provision; Service provision; Financial systems; Overall vision for the health sector. After devising the basic tool, a baseline level for each indicator was established. The review, which is done annually across 33 provinces, color codes the results based on performance to facilitate the communication of the results.

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