Leadership, Management & Governance: Our Impact

Elizabeth Oywer, the registrar of the Nursing Council of Kenya (center), is recognized for completing the Leading High Performing Healthcare Organizations by Dr. Edward Mungai, dean of the Strathmore School of Business in Nairobi, and Joan Mansour, leadership development specialist at Management Sciences for Health. {Photo credit: MSH.}Photo credit: MSH.

Four years ago, a national assessment done by the Ministry of Health in Kenya showed that 61% of health managers felt inadequately prepared for their roles due to lack of skills in leadership and health systems management. The assessment report recommended that these gaps be addressed at the pre-service and in-service training levels for health workers and also at the senior management level of the health sector.

Dr. Daraus Bukenya. {Photo credit: MSH.}Photo credit: MSH.

USAID’s FANIKISHA Institutional Strengthening Project (2011–2016) aims to strengthen the institutional capacity of Kenyan civil society organizations (CSOs) so they can have greater impact in implementing community health interventions and strengthen the Kenyan health system as a whole. FANIKISHA is funded by USAID and represents a partnership between MSH, Pact Inc., Danya International, and the Regional AIDS Training Network.MSH spoke with Dr.

Berhanu Feyisa Tilla, Director General of the Federal Ministry of Health, Ethiopia, said encouraging the “health-seeking behavior” of the population is “only possible through the openness, accountability, and results-seeking behavior of leaders.” {Photo credit: MSH.}Photo credit: MSH.

Governance has become a hot topic among development experts, but what do we mean by governance, particularly in the context of health? Is there a relationship between effective governance and stronger health systems? What are the “governing practices” that help leaders enhance their own governing abilities?The USAID Leadership, Management, and Governance (LMG) project, led by Management Sciences for Health, brought together 30 well-known governance and international health experts on May 18, 2012, at The Brookings Institution in Washington, D.C.

Managers Who Lead cover, Arabic versionManagement Sciences for Health is proud to present the Arabic version of Managers Who Lead, a resource guide designed specifically for health professionals in developing countries in need of skills and strategies for strengthening health systems.

Management Sciences for Health (MSH) announced today that it has joined Girls Not Brides: The Global Partnership to End Child Marriage. Girls Not Brides is a global partnership of over 100 organizations working to end child marriage all over the world. The partnership will amplify the voices of girls at risk of child marriage and will support girls who are or have been married, all over the world.

On April 21 and 22, 2012, Management Sciences for Health (MSH) will participate in the 9th annual Global Health and Innovation Conference, presented by Unite For Sight, at Yale University in New Haven, Connecticut. This “must-attend, thought-leading” conference brings together leaders, change makers, and participants from all fields of global health, international development, and social entrepreneurship.Two MSH staff will present at the conference.

Dr. Catherine Mundy.Dr. Catherine Mundy.

Laboratory services are a necessary but sometimes neglected element of a strong health system. From disease control and surveillance to patient diagnosis and care, laboratories are central to public health. Where laboratory services, policies or strategy are lacking, a comprehensive systems approach can improve a nation's infrastructure and capacity to manage and finance laboratory systems.MSH spoke with Dr.

Three senior staff members of the Lesotho Department of Social Welfare work together at the MSH leadership development training. {Photo credit: MSH.}Photo credit: MSH.

Social workers in Lesotho have traditionally faced challenges related to isolation and poor coordination at all levels. Leadership and management capacity at the national and district level needs improvement to bolster the profession’s credibility in the eyes of service users. As a result, social work has been generally perceived as an after-thought rather than an integral part of public service.

Leadership Development Project Team-Adzope in Adzopé, Côte d'Ivoire. {Photo credit: MSH.}Photo credit: MSH.

Gathering and analyzing data, and using that data for decision making, remain essential to delivering health services that meet the needs of the population.  In collaboration with its partners in the MEASURE Evaluation Phase III (MEval-III) project led by the University of North Carolina, MSH provides the leadership and organization development support necessary for monitoring and evaluation (M&E) teams world-wide to develop and sustain strong M&E systems. MEval-III's recently released mid-project report highlights examples of how MEval–III has supported monitoring and

At public referral hospitals in Kenya, the development of operating plans typically involves just three people: the hospital medical superintendent, the hospital administrative officer, and the health records officer. Together this small team sets the upcoming quarter’s spending priorities for the entire hospital based on revenues and fees collected in the prior quarter. Scrambling to address the most urgent needs of the immediate future with limited and quickly evaporating funds hampers the realization of a coherent, long-term vision for the hospital.