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Leadership, Management & Governance (LMG) for Midwifery Managers Certificate Course
Midwifery Managers Certificate Course Image

To strengthen midwives’ abilities to overcome health system challenges and deliver improved services, the USAID-funded Leadership, Management & Governance project developed the LMG for Midwifery Managers certificate course. This course consists of a five-day offsite workshop focused on six areas prioritized by a skills gap assessment: assertive communication, advocacy, mentoring, data use for decision-making, change management, and strategic problem solving.

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Stewarding Resources for Health Systems Strengthening
Stewarding Resources Health Systems Strengthening Image

Stewardship is the ethical use of common resources in pursuit of financially efficient outcomes. This guide explores the nature of the practice of stewarding scarce resources (human, financial, political, and technological), and principles and activities that will strengthen your organization’s capacity for such stewardship.

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Setting a Shared Strategic Direction for Health Systems Strengthening
Setting Shared Strategic Direction Health Systems Strengthening Image

The leaders who govern determine the organization’s strategic direction and policies. They set out the organization’s strategic direction to deliver its mission, goals, and objectives. In this guide, you will learn how to set shared strategic direction for your organization working with your stakeholders and more importantly how to realize it again working with the stakeholders.

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Planning the Work and Working the Plan
Planning the Work and Working the Plan Image

This publication attempts to simplify planning by introducing and defining a range of essential long- and short-term planning processes that managers of health programs or health services should implement. We focus on the primary organizational planning process: the development of a strategic plan and its conversion into an operational plan. The chapter sets the stage with a discussion of strategic thinking and then covers each phase of the strategic planning process: analyzing the organization’s internal and external environments, articulating or refining a mission, creating a vision, establishing strategic objectives, formulating strategies, and monitoring and evaluating results.

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Managing Performance Improvement of Decentralized Health Services (The Manager)
Managing Performance Improvement Decentralized Health Service The Manager Image

This issue of The Manager will help managers at all levels understand the principles of the local-level performance assessment and improvement. It also presents the concept of essential public health functions as a useful policy framework for decentralizing service management, while maintaining and improving the coverage and quality of services.

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Managing Information: Monitoring and Evaluation
Managing Information Monitoring & Evaluation Image

This publication is a practical guide that you, the manager of a health program or of health services, can use to understand and organize essential practices that will improve the monitoring and evaluation (M&E) of health services. It explains the role and function of an effective health information system (HIS). It describes monitoring and evaluation as key program management functions, explains the difference between the two, and offers considerations for making each function more useful to you for learning and action. It also shows how good leadership and management practices are relevant to M&E. (This publication is Chapter 9 of Health Systems in Action: An eHandbook for Leaders and Managers.)

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M&E Participatory Self-Assessment Tool
M&E Participatory Self-Assessment Tool Image

The tool uses a scale from 1-5 to rate the capacity of the CSO in four specific M&E dimensions: [1] planning; [2] structures and human resources; [3] process and procedures; and, [4] data and information management. This tool can rapidly identify M&E gaps as part of an assessment of nascent CSO systems and structures, and can be used to create buy-in for action plans to strengthen M&E systems to support management decision-making.

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How to Govern the Health Sector and its Institutions Effectively (eManager)
How to Govern Health Sector Institutions Effectively eManager Image

This issue of The eManager focuses on governing in the health sector, and presents four effective governing practices and their nine key enablers. It shows how health leaders and managers can contribute to a better-governed institution and, ultimately, improve health services and the health of the people they serve.

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Health Systems in Action: An eHandbook for Leaders and Managers

The eHandbook emphasizes the central, critical element of every health system: people. It shows how to build leadership and management skills for yourself and your organization. It also covers management of the specific systems essential to an overall health system – governance, human resources, finances, supply chain management, health information and association monitoring and evaluation, and health service delivery. This tool can also be accessed as individual topical chapters.

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Governance of Health Systems and Health Organizations
Governance Health Systems Health Organizations Image

This publication is intended to support the important work of the leaders who govern health service delivery organizations. While the principles and practices described in this chapter apply to diverse organizations in a country’s health sector, including health insurance organizations and pharmaceutical and biomedical supply organizations, the focus here is principally on organizations that deliver health services or advocate for better health care and health gain

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