Results 26 - 50 of 1474

MSH ha ayudado a diversas organizaciones alrededor del mundo a pensar estratégicamente y a desarrollar planes estratégicos. Basándose en estas experiencias, este libro describe un proceso participativo eficaz para desarrollar un plan estratégico y sugiere enfoques y técnicas para impulsar este proceso.

Esta publicación contiene seis ejemplos de diversas organizaciones latinoamericanas que utilizaron elProceso de mejoramiento continuo de la calidad, más conocido como PMC, para mejorar la calidad de sus servicios.

Rapid Pharmaceutical Management Assessment: An Indicator-Based ApproachDeveloped by MSH’s Rational Pharmaceutical Management (RPM) project, this invaluable resource presents 46 indicators for evaluating and comparing the performance of pharmaceutical systems.

Les responsables du monde entier ont besoin de solutions spécifiques pour répondre aux défis importants auxquels font face la santé publique et autres programmes de développement.

The documentary series “The Visionaries,” broadcast on public television stations across the United States, tells the stories of individuals and organizations that are changing the world. One of its programs in 2000 explored the vision of MSH’s founder, Ron O’Connor, and the ideas that have shaped MSH’s work in more than 100 countries since its founding in 1971.

Management Sciences for Health has developed a comprehensive approach for evaluating the outcomes of its leadership development programs with health program managers and workers in developing countries. This paper describes the methodology used to evaluate how leadership development contributes to measurable changes in organizational performance.

Through the Hewlett Foundation–funded Accelerating Contraceptive Use Project (2004–06), MSH achieved increases of 24–27 percentage points in the contraceptive prevalence rate in three rural areas of Afghanistan.

Senegal has recently emerged as a leader in West Africa in the extension of postabortion care (PAC). This paper describes the extension of PAC to the district level in Senegal, where Management Sciences for Health has introduced PAC services in 23 districts covering more than half the population of Senegal.

With good preparation in effective leadership and management, health care managers will be able to develop and manage the kind of health services that achieve health goals, reduce illness, and save lives.

Restoring health services is an essential component of any major nation rebuilding that follows prolonged periods of conflict. Decisions governing human resources for health are thus crucially important for rebuilding the health system.

This Occasional Paper explores financial management approaches for rapid funding of HIV/AIDS programs. The authors identify the major constraints to rapid transfer of funds and provide options for avoiding or mitigating these constraints. These options can be applied to disburse funding where and when it is needed, while satisfying accounting and contracting requirements.  

The e-Manager issue Coaching for Professional Development and Organizational Results explains basic coaching OALFA skills (which stands for Observe, Ask, Listen, give Feedback, and Agree) and provides tools to expand a manager's role to manager-as-coach.

Despite the destruction of the National Tuberculosis Program (NTP) and basic health services by war and an uncertain security situation, the NTP, with assistance from many partners and REACH (the Rural Expansion of Afghanistan's Community-based Healthcare program), increased the number of patients receiving DOTS by 136% in 4 years (from 9261 cases in 2001 to 21851 in 2005), with an 86% treatment success rate. By focusing on rapidly expanding the number of facilities capable of providing tuberculosis (TB) diagnostic and treatment services and involving community health workers in case detection, referrals and home-based DOTS, REACH showed a 10-fold rise in the number of facilities providing TB services and a 380% increase in the number of sputum smear-positive pulmonary TB cases detected in 2 years (from 251/month in 2004 to 818/month in 2006) in 13 provinces. At the current rate of expansion, case detection and successful treatment of TB cases in Afghanistan will continue to expand rapidly. The NTP and REACH have demonstrated that expansion of TB services in Afghanistan is possible despite the challenges.

After the fall of the Taliban in 2001, the Afghan transitional government and international donors found the health system near collapse. Afghanistan had some of the worst health indicators ever recorded.

For the past few months we have been working with our colleagues to prepare Malawi’s antiretroviral treatment (ART) scale-up plan for 2006–0. This poor landlocked country is gripped by a serious HIV epidemic. With a population of almost 12 million, Malawi has an HIV/AIDS burden the same size as that of the USA; nearly 1 million people are infected with HIV.

Over the past two decades Afghanistan became known to many for its invasion by the Soviets (the war the mujahideen fought against its occupiers), the bloody infighting that followed the Soviet withdrawal, and the horrific rule of the Taliban.

This article describes the validation of an instrument to measure work group climate in public health organizations in developing countries. The instrument, the Work Group Climate Assessment Tool (WCA), was applied in Brazil, Mozambique, and Guinea to assess the intermediate outcomes of a program to develop leadership for performance improvement.

The India Local Initiatives Program adapted a model used in Indonesia and Bangladesh to implement the government’s reproductive and child health strategy. From 1999 to 2003, three Indian nongovernmental organizations (NGOs) provided services for 784,000 people in four northern states.

In the fields of health and development, donors channel multiple resources into the design of new practices and technologies, as well as small-scale programmes to test them. But successful practices are rarely scaled up to the level where they beneficially impact large, impoverished populations.

As family planning programs expand, the mandate to do more with fewer resources becomes stronger. Family planning managers must strive to improve access and quality without increasing the financial burden on already under-funded programs. Perhaps you are concerned about future sustainability and the withdrawal of subsidies.

Throughout the world, family planning organizations devote a significant portion of their funds and staff time to training, with the expectation of improving the effectiveness and efficiency of their programs. But it is often not clear whether the training has made any difference, or whether specific performance problems can be solved through training.

Managers are increasingly focusing on bringing reproductive health services to hard to reach, underserved populations that are geographically, culturally, and economically isolated. By serving the reproductive health needs of these populations, managers will not only increase the use of family planning but also improve the health of mothers and increase child survival rates.

This issue concludes Volumes I through IV of The Family Planning Manager.

Governments in the developing world pay for between 63 and 75 percent of all family planning costs, international donor agencies pay for between 15 and 20 percent, and the clients themselves pay for between 10 and 17 percent of the costs of services [Lande and Geller 1991].