Resources

Results 26 - 50 of 377

Establishing Human Resource Systems for Health during Postconflict Reconstruction [1]

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.

Expediting the Transfer of Funds for HIV/AIDS Services [2]

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.

Coaching for Professional Development and Organizational Results [3]

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.

How the Healthcare Rebuilding Goes in Post-Conflict Afghanistan [5]

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.

Validating a Work Group Climate Assessment Tool for Improving the Performance of Public health Organizations [6]

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.

Decentralization's Impact on the Health Workforce: Perspectives of Managers, Workers and National Leaders [7]

By Riitta-Liisa Kolehmainen-Aitken

Assessing the Impact of Training on Staff Performance [8]

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.

Bringing Services to Hard-to-Reach Populations [10]

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.

Building a Common Vocabulary: A Glossary of Management Terms [12]

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

Charging Fees for Family Planning Services [14]

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].

Conducting Local Rapid Assessments in Districts and Communities [16]

Increasingly health and family planning programs are decentralizing managerial responsibilities. As a result, managers at the local and district level need to make strategic decisions so that their programs will continue to meet the health needs of the communities they serve.

Decentralizing Health and Family Planning Services [18]

In recent years, some ministries of health around the world have embarked on a process of decentralization.

Developing Managers Who Lead [20]

How can health programs and organizations achieve results under increasingly complex and changing conditions? How can health managers focus their organizations on tackling complicated problems, such as HIV/AIDS or organizational restructuring?

Developing Plans and Proposals for New Initiatives [22]

Governments and donor organizations are eager to support program initiatives that create new family planning services, or expand existing services to reach underserved populations. Funders are interested in a wide variety of new initiatives, such as adolescent services, mobile clinics in rural areas, in-school information, education, and communication (IEC) programs, and many others.

Focusing on Customer Service [24]

Customer service is a powerful tool that helps managers focus their services on what customers, or clients, want and need.

Forming Partnerships to Improve Public Health [26]

Partnerships between two or more organizations can be effective vehicles for achieving important public health goals.

Improving Contraceptive Supply Management [28]

Having the right contraceptives on hand to meet the needs of all clients builds confidence in the services, helps ensure that the clients will keep coming back to the clinic, and helps prevent unwanted pregnancies.The contraceptive supply systems used by family planning programs differ from program to program.

Improving Drug Management to Control Tuberculosis [30]

Tuberculosis (TB) is a highly contagious disease that people catch after inhaling a very small number of TB germs and becoming infected. One-third of the world’s population is currently infected with the TB bacillus, and five to ten percent of these people will become sick or infectious at some time during their life. Nearly one third of people with HIV are also infected with TB.

Improving Supervision: A Team Approach [32]

Supervision is so important to getting things done that most family planning organizations have developed a formal supervisory structure staffed with "supervisors" to help them ensure that activities are supervised. These "supervisors" work alongside managers who also perform their own supervisory activities on a day-to-day basis.

Increasing Community Participation in Family Planning Programs [34]

Community participation has long been recognized as an effective means of helping rural and urban people focus energy and mobilize resources to solve their health, environmental, and economic problems.

Learning to Think Strategically [36]

Strategic thinking is a powerful skill that clinic managers and supervisors can use in creating clinic or program plans designed to meet future goals and effectively use available resources. In the past, formulating strategy has been reserved for senior managers and policy makers of large organizations.

Making Your Clinic Building Work [38]

When the demand for services increases or a program expands the range of health and reproductive health services it offers, the staff of a health facility can quickly become overwhelmed.

Managing Integrated Services [40]

Family planning managers are frequently being asked to add or integrate family planning services into maternal and child health (MCH), nutrition, women's reproductive health, adult literacy, and other health and development activities. Consequently, managers are asking questions about exactly when, where, and how family planning services can be integrated with these other activities.

Managing Reproductive Health Services with a Gender Perspective [42]

Gender is one of the most important factors to consider in designing, managing, and delivering reproductive health services. Yet gender may also be the least understood characteristic in terms of how women’s and men’s health needs differ and how those differences can best be addressed.

Marketing Your Organization's Services [44]

Health organizations are increasingly functioning in a marketplace where other health organizations offer similar services to overlapping populations. As a result of such competition for users, more and more organizations are turning to marketing to help them both to identify and better serve their target populations’ needs and to increase and sustain demand for their services.

Pages

Links
[1] https://www.msh.org/resources/establishing-human-resource-systems-for-health-during-postconflict-reconstruction?field_resource_type%5B0%5D=Publication&page=1
[2] https://www.msh.org/resources/expediting-the-transfer-of-funds-for-hivaids-services?field_resource_type%5B0%5D=Publication&page=1
[3] https://www.msh.org/resources/coaching-for-professional-development-and-organizational-results?field_resource_type%5B0%5D=Publication&page=1
[4] https://www.msh.org/resources/coaching-for-professional-development-and-organizational-results
[5] https://www.msh.org/resources/how-the-healthcare-rebuilding-goes-in-post-conflict-afghanistan?field_resource_type%5B0%5D=Publication&page=1
[6] https://www.msh.org/resources/validating-a-work-group-climate-assessment-tool-for-improving-the-performance-of-public?field_resource_type%5B0%5D=Publication&page=1
[7] https://www.msh.org/resources/decentralizations-impact-on-the-health-workforce-perspectives-of-managers-workers-and?field_resource_type%5B0%5D=Publication&page=1
[8] https://www.msh.org/resources/assessing-the-impact-of-training-on-staff-performance?field_resource_type%5B0%5D=Publication&page=1
[9] https://www.msh.org/resources/assessing-the-impact-of-training-on-staff-performance
[10] https://www.msh.org/resources/bringing-services-to-hard-to-reach-populations?field_resource_type%5B0%5D=Publication&page=1
[11] https://www.msh.org/resources/bringing-services-to-hard-to-reach-populations
[12] https://www.msh.org/resources/building-a-common-vocabulary-a-glossary-of-management-terms?field_resource_type%5B0%5D=Publication&page=1
[13] https://www.msh.org/resources/building-a-common-vocabulary-a-glossary-of-management-terms
[14] https://www.msh.org/resources/charging-fees-for-family-planning-services?field_resource_type%5B0%5D=Publication&page=1
[15] https://www.msh.org/resources/charging-fees-for-family-planning-services
[16] https://www.msh.org/resources/conducting-local-rapid-assessments-in-districts-and-communities?field_resource_type%5B0%5D=Publication&page=1
[17] https://www.msh.org/resources/conducting-local-rapid-assessments-in-districts-and-communities
[18] https://www.msh.org/resources/decentralizing-health-and-family-planning-services?field_resource_type%5B0%5D=Publication&page=1
[19] https://www.msh.org/resources/decentralizing-health-and-family-planning-services
[20] https://www.msh.org/resources/developing-managers-who-lead?field_resource_type%5B0%5D=Publication&page=1
[21] https://www.msh.org/resources/developing-managers-who-lead
[22] https://www.msh.org/resources/developing-plans-and-proposals-for-new-initiatives?field_resource_type%5B0%5D=Publication&page=1
[23] https://www.msh.org/resources/developing-plans-and-proposals-for-new-initiatives
[24] https://www.msh.org/resources/focusing-on-customer-service?field_resource_type%5B0%5D=Publication&page=1
[25] https://www.msh.org/resources/focusing-on-customer-service
[26] https://www.msh.org/resources/forming-partnerships-to-improve-public-health?field_resource_type%5B0%5D=Publication&page=1
[27] https://www.msh.org/resources/forming-partnerships-to-improve-public-health
[28] https://www.msh.org/resources/improving-contraceptive-supply-management?field_resource_type%5B0%5D=Publication&page=1
[29] https://www.msh.org/resources/improving-contraceptive-supply-management
[30] https://www.msh.org/resources/improving-drug-management-to-control-tuberculosis?field_resource_type%5B0%5D=Publication&page=1
[31] https://www.msh.org/resources/improving-drug-management-to-control-tuberculosis
[32] https://www.msh.org/resources/improving-supervision-a-team-approach?field_resource_type%5B0%5D=Publication&page=1
[33] https://www.msh.org/resources/improving-supervision-a-team-approach
[34] https://www.msh.org/resources/increasing-community-participation-in-family-planning-programs?field_resource_type%5B0%5D=Publication&page=1
[35] https://www.msh.org/resources/increasing-community-participation-in-family-planning-programs
[36] https://www.msh.org/resources/learning-to-think-strategically?field_resource_type%5B0%5D=Publication&page=1
[37] https://www.msh.org/resources/learning-to-think-strategically
[38] https://www.msh.org/resources/making-your-clinic-building-work?field_resource_type%5B0%5D=Publication&page=1
[39] https://www.msh.org/resources/making-your-clinic-building-work
[40] https://www.msh.org/resources/managing-integrated-services?field_resource_type%5B0%5D=Publication&page=1
[41] https://www.msh.org/resources/managing-integrated-services
[42] https://www.msh.org/resources/managing-reproductive-health-services-with-a-gender-perspective?field_resource_type%5B0%5D=Publication&page=1
[43] https://www.msh.org/resources/managing-reproductive-health-services-with-a-gender-perspective
[44] https://www.msh.org/resources/marketing-your-organizations-services?field_resource_type%5B0%5D=Publication&page=1
[45] https://www.msh.org/resources/marketing-your-organizations-services
[46] https://www.msh.org/resources?field_resource_type%5B0%5D=Publication
[47] https://www.msh.org/resources?field_resource_type%5B0%5D=Publication&page=2
[48] https://www.msh.org/resources?field_resource_type%5B0%5D=Publication&page=3
[49] https://www.msh.org/resources?field_resource_type%5B0%5D=Publication&page=4
[50] https://www.msh.org/resources?field_resource_type%5B0%5D=Publication&page=5
[51] https://www.msh.org/resources?field_resource_type%5B0%5D=Publication&page=6
[52] https://www.msh.org/resources?field_resource_type%5B0%5D=Publication&page=7
[53] https://www.msh.org/resources?field_resource_type%5B0%5D=Publication&page=8
[54] https://www.msh.org/resources?field_resource_type%5B0%5D=Publication&page=15