Management for health services delivery

Readings for a new hospital manager

Set 2: A bit more in-depth

The role of the hospital

  • The role of the hospital in a changing environment
    Martin McKee & Judith Healy, 2000, WHO, Bulletin of the World Health Organization, 2000, 78 (6)
    Summarizes the evidence underlying three hospital reform strategies: (i) behavioural interventions such as quality assurance programmes; (ii) changing organizational culture; and (iii) the use of financial incentives.
    (8 pages, pdf 211kb)
  • Management of District Hospitals - Exploring Success
    ID Couper, JFM Hugo, 2005, Remote and Rural Health 5:433
    Success factors include: teams working together for a purpose; open communication and sharing information; management structures and processes to support teamwork and service delivery; being answerable to the community
    (19 pages, pdf 441kb)

Professional skills and social values

  • Managing Self and Personal Skills
    2004, Management Standards Centre
    Brief notes on: setting objectives, communicating, planning, time management, evaluating, reviewing, learning, obtaining feedback, self-assessment, outcomes of performance; behaviours which underpin effective performance
    (3 pages, pdf 20kb)
  • Poverty and health sector inequalities
    Adam Wagstaff, Commission on Macroeconomics and Health, 2003, WHO
    Poverty and ill-health intertwined; the poor tend to have worse health outcomes than the better-off; causality running in both directions: poverty breeds ill-health, and ill-health keeps poor people poor. evidence on inequalities in health; consequences
    (8 pages, pdf 271kb)

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Supply management

Managing human resources

  • Improving Supervision: A Team Approach
    J. Benavente; C. Madden, 1993, Management Sciences for Health
    Developing a supervisory system; strengthening supervision: support staff, attend the work environment, educate staff, discuss problems with staff and work with them to find solutions; understand the needs and demands of clients; clinical, staff and management areas to supervise; giving feedback
    (18 pages, pdf 270kb)
  • Performance management tool
    1998, Management Sciences for Health
    Performance planning and review system; developing performance objectives; developing job descriptions
    (19 pages, pdf 69kb)

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Service delivery

  • Surgical Care at the District Hospital Chapter 1
    pdf, 166kb

    2003, WHO
    Chapter 1: Organization and Management of the District Surgical Service:
    Leadership, team skills, ethics, education, record keeping, evaluation, disaster planning; apply the medical skills of evaluation and planning to your work as a manager; respect the knowledge and expertise of senior hospital staff; every institution has a history and the legacy of what has happened and why things have worked or not worked is held in the memory of the employees; the pride people feel in their workplace and the services they offer is a valuable commodity and is the greatest resource of any health care facility.
    (24 pages, pdf 163KB)
  • Preventing Nosocomial Infections
    Chapter from Infection Prevention Guidelines for Healthcare Facilities with Limited Resources, 2003, Johns Hopkins Bloomberg School of Public Health/Center for Communication Programs
    This paper covers: 􀁸 The most common types of nosocomial infections
    􀁸 What impact nosocomial infections have on healthcare
    􀁸 How nosocomial infections increase the cost of healthcare
    􀁸 Why preventing nosocomial infections is important
    (6 pages, pdf 55KB)
  • Aide-Memoire Surgical and Emergency Obstetrical Care at First Referral Level
    2003, WHO
    Notes on: personnel; education; facilities; equipment and instruments; supply system; quality system;
    (2 pages, pdf 66kb)
  • Aide-Memoire for Diagnostic Imaging Services
    Develop and maintain services; guidelines and regulations; national and local levels
    (2 pages, pdf 48kb)
  • Ten Recommendations To Improve Use of Medicines In Developing Countries
    Ro Laing, Hv Hogerzeil and D Ross-Degnan, 2001, Health Policy and Planning 16(1): 13–20
    Simple methods to monitor drug use in a standardized way and to identify inefficiencies: standard treatment guidelines; essential drugs lists; pharmacy and therapeutics committees; problem-based basic professional training and targeted in-service trainining; focus groups; pharmacists give advice to consumers; educate the public; improve prescribing; monitor drug indicators carefully
    (8 pages, pdf 55kb)
  • Referral and Network Development
    WHO Regional Office for South East Asia
    Rationale for the development of a referral system and networks; continuum of care; levels of care; case study
    (6 pages, pdf 60kb)
  • Information Systems: The Key to Evidence-based Health Practice
    Roberto J. Rodrigues, 2000, WHO, Bulletin of the World Health Organization, 2000, 78: 1344–1351
    Health services and programme management decision-making; development, validation and use of a variety of sources of evidence and knowledge; opportunities and challenges; reference databases, contextual data, clinical data repositories, administrative data repositories, decision support software, and Internet-based interactive health information and communication
    (8 pages, pdf 289kb)

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Staff and patient safety

  • Aide-Memoire For National Blood Programmes: Clinical Use of Blood
    2004, WHO
    Pre-requisites; national guidelines; education and training; hospital transfusion committees; monitoring and evaluation
    (2 pages, pdf 141kb)
  • Mercury in Health Care
    2005, WHO
    Mercury is highly toxic, especially when metabolized into methyl mercury. Health-care facilities are one of the main sources of mercury release into the atmosphere because of emissions from the incineration of medical waste.
    (2 pages, pdg 33kb)
  • Guiding principles to ensure injection device security
    2003, WHO
    Reuse of injection devices without sterilization is of concern as it may transmit hepatitis B virus (HBV), hepatitis C virus (HCV) and human immunodeficiency virus (HIV), accounting for 30%, 41% and 5% of new infections in 2000, respectively. This brief comments on forecasting, financing, procurement and management of necessary supplies.
    (2 pages, pdf 878kb)

Monitoring and evaluation

  • Preparing a Performance Monitoring Plan
    Performance Monitoring and Evaluation TIPS # 7, 1996, USAID
    What is performance management?; why do it; elements; data collection; reporting; communicating results
    (4 pages, pdf 26kb)
  • Establishing Performance Targets
    Performance Monitoring and Evaluation TIPS # 8, 1996, USAID
    What are performance targets?; why use them; information neede; approaches to setting and using targets
    (5 pages, pdf 39kb)
  • Monitoring and Evaluation - online study course
    Global Health eLearning Centre, USAID
    Access to the online course requires registration, but it is free and provides access to several courses. The M&E course takes 1.5 to 2 hours and a certificate is awarded after passing the final exam.
    The course covers: • purposes and scope of M&E • difference between monitoring functions and evaluation functions • planning for M&E • conceptual frameworks, results frameworks, and logic models • M&E indicators and data sources • using information for decision-making

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