This post originally appeared on K4Health's Blog and the Leadership, Management & Governance (LMG) Project Blog. I struggled with the plateauing or even declining performance of a health service delivery organization I was supporting. I agonized over weaning another such organization away from relying on aid and becoming self-reliant. I spent sleepless nights wondering why yet another health sector organization was adrift, and how I could help it get onto a steady course and in a definitive direction.
Update, July 30, 2015:
Prior to 2002, the vast majority of health service delivery systems in Afghanistan were non-existent or informal. The Leadership, Management, and Governance (LMG)-Afghanistan project improved family planning, reproductive health, and maternal and child health using strategies to strengthen health leadership developed by Afghans, for Afghans.
See the Journey to Restoration on Exposure
The original post follows:
The following blog post is a web-formatted version of MSH's Global Health Impact newsletter (June 2015 edition), Good Governance Strengthens Health Systems. We welcome your questions and feedback in the comments. Get Global Health Impact in your inbox
by James A. Rice, PhD
While at the World Federation of Public Health Associations meeting in India earlier this year, I met with a district health manager from Nigeria. He asked, What is the value of having a District Health Council? It takes a lot of time to work with them; so what is the return on that invested time? My Nigerian colleague is not the only one struggling to support the role of governing bodies. For years, governing bodies -– from district and provincial health councils to executive boards -– have been overlooked as valuable players in strengthening health systems.