SlideShare uma empresa Scribd logo
1 de 45
Baixar para ler offline
Governance for Better Health




             Webinar
      Wednesday, 27 June 2012
        9 AM to 10 AM EDT
Good Governance from Villages to Parliaments:
        What Global Health Needs Now
by Jonathan D. Quick, MD, MPH on June 22, 2012
LMG’s Governance Studies


 Research questions
   –   What is effective governance in the context of health
   –   What enables it and what hinders it
   –   What are practices of effective governance
   –   How to measure it
   –   What are the gender issues involved
   –   How leadership, management and governance interact to produce
       better health outcomes
LMG’s Governance Studies

 Targeted literature review
 Surveys
   – 2011 Governance Survey
   – 2012 Governance Survey
       ►477 health leaders, governors and managers form 80 countries
 Interviews
   – 25 key informant interviews from 16 countries
 Governance roundtable 18 May 2012
   – 30 governance thought leaders, experts, practitioners,
     donors and CAs
What is effective governance in the context of health

• The governance that leads to both an improvement in
  health service and the health of individuals and
  populations

• Predominant themes
   Impact on health service and health of people
   Transparency
   Accountability
   Participation
   Inclusion
   Ethical and moral integrity
   Focus and vision
   Efficiency and Equity
What enables it and what hinders it
#    Deterrent                                          #    Enabler
1                                                       1    Ethical and moral integrity
     Ineffective leadership

2    Corruption                                         2    Competent leaders governing
3                                                       3    Governing with a definite policy on measurement,
     Ineffective management                                  data gathering, analysis, and use of information for
                                                             policy making
4    Inadequate transparency                            4    Sound management
5                                                       5    Adequate financial resources available for
     Inadequate accountability
                                                             governing
6    Inadequate systems to collect, manage, analyze     6    Openness and transparency
     and use data
7    Inadequate participation of community/ citizens/   7    Client/community participation in decision making
     clients/ consumers/ patients
8                                                       8    Accountability to citizens/clients
     Political context

9                                                       9    Governing based on scientific evidence
     Inadequate checks and balances

10   Inadequate financial resources for governance      10   Good Governance in sectors other than health
Defining governing in practical terms

100%
          6%          5%                          8%
90%                               8%                                          9%         is not a part of governing
                                                                 8%                      at all
        17%         17%
80%
                                 21%            26%
70%
                                                                25%          29%
                                                                                         is a slightly significant
                                                                                         part of governing
60%

50%
                                                                                         is a moderately
40%
        75%         75%                                                                  significant part of
                                 67%            63%                                      governing
30%                                                             60%          58%
20%
                                                                                         is a highly significant
                                                                                         part of governing
10%

 0%
       To include   To steer   To regulate   To collaborate   To oversee   To allocate
Practices of Effective Governance

        Cultivate Accountability

         Engage Stakeholders

         Set Shared Direction

          Steward Resources
Practice                   Principles

CULTIVATE ACCOUNTABILITY   Accountability
                           Transparency
                           Legal, ethical and moral behavior/Moral capital
                           Accessibility
                           Social justice
                           Oversight
                           Legitimacy
ENGAGE STAKEHOLDERS        Participation
                           Representation
                           Inclusion
                           Diversity
                           Gender equity
                           Conflict resolution
SET SHARED DIRECTION       Stakeholder alignment
                           Leadership
                           Management
                           Advocacy
STEWARD RESOURCES          Ethics
                           Efficiency
                           Effectiveness
                           Resourcefulness
                           Financial Accountability
                           Development
                           Social responsibility
Practices               Principles                 Governing actions
G   CULTIVATE               Accountability             1.   Establish, champion, practice and enforce codes of conduct
O   ACCOUNTABILITY          Transparency               2.   Embed accountability into the governing institutions
                            Legal, ethical and moral   3.   Make all reports on finances, activities, and plans available to the public
V   Foster a facilitative   behavior                   4.   Establish oversight and review processes
E   decision-making         Accessibility              5.   Establish a formal consultation mechanism
R   environment             Social justice             6.   Sustain a culture of integrity and openness that serves the public interest
                            Moral capital
N                           Oversight
I                           Legitimacy
    ENGAGE                  Participation              1.   Empower marginalized voices, including women
N   STAKEHOLDERS            Representation             2.   Ensure appropriate participation of key stakeholders
G                           Inclusion                  3.   Create and maintain a safe space for the sharing of ideas
    Identify, engage and    Diversity                  4.   Provide an independent conflict resolution mechanism
    collaborate with        Gender equity              5.   Elicit, and respond to, all forms of feedback
    diverse stakeholders    Conflict resolution        6.   Establish alliances for joint action at whole-of-government and whole-of-
P                                                           society levels
    SET SHARED DIRECTION Stakeholder alignment         1.   Oversee the process for developing and implementing a shared action plan
R                        Leadership                    2.   Advocate on behalf of stakeholders’ needs and concerns
A   Develop a collective Management                    3.   Document and disseminate the shared vision of the ‘ideal state.’
    vision of the ‘ideal Advocacy                      4.   Set up accountability mechanisms for achieving goals
C   state’                                             5.   Oversee the process of setting goals to reach the ‘ideal state.’
T                                                      6.   Oversee the process of realization of the shared goals and the desired
I                                                           outcomes.
    STEWARD RESOURCES       Financial Accountability   1.   Champion the acquisition and deployment of resources
C                           Development                2.   Protect and invest the resources to serve stakeholders and beneficiaries
E   Steward resources       Social responsibility      3.   Collect, analyze and use information and evidence for making decisions
    responsibly, building   Capacity building          4.   Build capacity to absorb resources and deliver quality services
S   capacity                Country ownership          5.   Use resources in a way that maximizes the health and well-being of the
                            Ethics                          public
                            Resourcefulness            6.   Inform and allow the public opportunities to monitor raising, allocation,
                            Efficiency                      and use of resources, and realization of the outcomes
LMG for Results




HSS for Results
Measuring governance
Process
Outcomes                     Health service attributes
                             Health outcomes
 Both process and outcomes
 Impact                      Health impact
                             Impact beyond health
• An overwhelming majority asserted that governance
   must be measured by the result in terms of
   improvement in health service and the health.

• A typical comment was — ―I think it is fundamental to
  be able to show results.‖
Gender in governance
                                                    +            ++            +++
        Gender           —             0
        perspective   Exploitative     Blind       Aware      Responsive     Transform
         of our key       8%             8%                                    -ative
                                                    12%
        informants      maintain
                                      gender                      56%
                        gender                     do not
                      inequalities   does not      seek to      clearly          16%
                          and        influence                responsive
                      stereotypes       how      challenge                     seek to
                                                 the status   to different
                                     decisions                   needs       transform
                                     are made       quo        based on        gender
                                                                gender        relations
Roles women play in a health system                                              and
                                                                              promote
 Women in boardrooms or governing positions                                    equity
 Women in health workforce
 Women as users of health care

— ―In a situation like that where governance basically is a male thing, then
  women’s issues are likely to be forgotten…..‖
How L+M+G interact to produce better health outcomes

► Leadership, management and governance are
  interdependent, intricately linked, and reinforce each
  other.
► There is a clear overlap between the roles of leading,
  managing, and governing.
► Leaders are critical to the governing process.
   — Effective leadership is a prerequisite for effective
     governance and effective management.
You may access the reports
of our governance studies
on the LMG web page
of the MSH external site at
http://www.msh.org/global-presence/lmg-project.cfm


    Over to Karen for how
    LMG can help enhance
    governance in public,
    private, not-for-profit
    and civil society
    organizations
    in partner countries
Lmg governance webinar
LMG´s Governance Interventions




 Karen
Johnson
                               June 27, 2012
Lassner
Who are the potential clients for governance
              strengthening?
                     •   Public sector: parlimentarians, state
                         legislators, senior MOH officials, state
                         and local health departments, hospital
                         boards, state/province/ municipal/
                         district/village health boards, and
                         elected councilors
                     •   Multi-sector bodies: CCMs, specific
                         councils for
                         AIDS, RH, TB, women, children &
                         others
                     •   Civil society: CBOs, FBOs,NGOs
                     •   Private sector: hospital boards;
                         company CSR programs
                     •   Academia: Schools of
                         medicine, nursing, pub. health &
How can LMG help enhance health governance in
 public, private and not-for-profit institutions in
                partner countries?



                        • Training
                        • Technical Assistance
                        • Knowledge Exchange
LMG Governance Training
Senior Leadership Program

• Who: Teams of 4-6 senior
  people; from all sectors
• How long: 12-month process
  with workshops at months 3, 6 &
  12
• Content: effective governance
  practices; strategic problem
  solving; leadership development;
  design, implementation &
  evaluation of a strategy for a
  priority health problem.
• Certificate: from Yale University
Leadership Development Program Plus
      (new and improved LDP)
                 • Who: Managers and teams of
                   health workers who focus on a
                   specific health result
                 • How long: 6-8 months
                 • Process: Senior Alignment
                   Meeting chooses priority health
                   area; Technical Team identifies
                   indicators and interventions to
                   address Priority Health Area;
                   Improvement teams meet in 3
                   workshops to learn L+M+G
                   practices; On-Site Team
                   Meetings to address challenges;
                   2 Shared Learning Sessions
Effective Board Governance Training Program

• Who: Members of CSO Boards
  of Directors & key Executive
  Staff
• How long: One 2-3 day
  workshop
• Content: L+M+G practices;
  definition of
  governance, accountability &
  transparency; responsibilities of
  Boards of Directors compared to
  staff; board operations; risk
  management; CoI; produces a
  Governance Enhancement Plan
Effective Board Governance TOT Program

• Who: Trainers who will provide
  governance training to CSO
  boards of directors & staff
• How long: One 2-3 day TOT
  workshop
• Content: L+M+G practices;
  definition of
  governance, accountability &
  transparency; responsibilities of
  Boards of Directors compared to
  staff; board operations; risk
  management; CoI;adult learning
  techniques
Community Leadership, Management & Governance
              Training Program
                     • Who: Community leaders in rural
                       communities
                     • Process: Five 2-day workshops
                       every 3-4 weeks
                     • Content: Values-based leadership
                       (personal, family & community);
                       participatory planning; project
                       monitoring; accountability &
                       transparency; reconciliation &
                       forgiveness; conflict resolution;
                       communication; commitment to
                       children; produces a community
                       health project putting leadership &
                       governance skills into practice
Integration of Governance, Leadership, &
       Management into Pre-Service Curricula
• Who: Curriculum integration
  teams & support staff
• Process: Three workshops,
  including a final TOT
  workshop; includes Pre-
  Service Guide; can also be
  delivered virtually
• Content: Local adaptation
  and integration of action-
  oriented, practical
  governance, leadership and    Pre-Service Guide provides 3
  management content into       sample curricula, facilitators’ notes,
  the pre-service curricula     & resources on logistics & roles
                                and responsibilities within the
                                curriculum integration process.
The Virtual CSO Board Governance Program (VCBG)

                     • Who: Teams of CSO board
                       members and staff
                     • Process: Eight-week virtual
                       training program
                     • Content: role of the board of
                       directors, elements of an effective
                       board of directors, transparency
                       and accountability. By the end of
                       the VCBG, participants develop a
                       draft policy on board transparency
                       and a governance improvement
                       plan.
LMG Governance Technical Assistance
LMG Governance Technical Assistance
             Areas
                               • Governance
                                 Responsibilities
                               • Board Member
                                 Development
                               • Governance Performance
                                 Assessment
                               • Governance Monitoring &
Adaptations are made in the TA   Information
  based on the context, i.e.
   public vs. private sector,  • Governance and Gender
governing individuals (ministers)
   vs. a governing body, etc.
LMG TA Area 1: Governance Responsibilities

• Role of Governing Body with regard to: Strategic Visioning
  and Planning, Quality Assurance, Fiscal
  Vitality, Management, Stakeholder Relations, Interface
  with Government, Governance Effectiveness
• Board Member Position Description and Performance
  Expectations
• Role and Array of Committees and Advisory Bodies
• Committee Charges and Annual Work Plans
• Board Meeting Calendar for 18-month Period
LMG TA Area 1 : Governance Responsibilities (cont.)

• Board Meeting Agendas
• Board Chairperson Position Description and
  Performance Expectations
• Committee Chairperson Descriptions and
  Performance Expectations
• Board Policy Manual (including Conflict of Interest and
  Code of Ethics)
• Governance Enhancement Plan for continuous
  governance improvement
LMG TA Area 2: Board Member Development

• Board Member Competencies
• Competency Mapping Process to Guide Recruitment
  and Board Development
• Board Member Orientation Program
• Board Member Customized Individual Education
  Plans
• Board Education Plan and Budget
• Board Portal for 24/7 access to board materials
LMG TA Area 3: Board Member Development (cont.)

• Board Experience Exchange Process
• Digital Reference Library on Governance Concepts &
  Practices
• eLearning resources
• Board Member Mentoring Program
LMG TA Area 3: Governance Performance Assessment

 •   Governance Overall Risk Assessment
 •   Board Overall Performance Self-Assessment
 •   Governance Overall Performance Self-Assessment Tool
 •   Board Member 360 Assessment
 •   CEO Performance Planning and Assessment
 •   Physician (or other specific HR category) Satisfaction
     Survey
 •   Work Force Satisfaction Survey
 •   Middle Managers Performance Assessment
 •   Patient/Client Satisfaction Assessment
 •   Community Perception Survey
LMG TA Area 4: Governance Monitoring & Information

 • Design of Board
   Information System
   (BIS)
 • Governance Dashboard
   Design and
   Development
 • Development of
   Governance
   Performance Indicators
   & Metrics
LMG TA Area 5: Governance and Gender

                                 What can be done?
                                 • Enable more women to
                                   participate in
                                   governance and
                                   empower them
                                 • Change the governance
Purpose: Work with
                                   institutions
governing boards, institutions
and individuals to make them       themselves—making
more gender-aware, gender -        them gender-
responsive and gender -            responsive
transformative, internally and
externally for clients
                                 • Change mindsets
Governance Knowledge Exchange


Knowledge
Exchange is getting
the right
information to the
right people at the
right time so they
can make good
decisions.
 Sharing, exchanging
Problem Statement                                                                                                                  Long-Term Outcome
Millions of people die each year due to lack of                               Knowledge                                                  Improved health behaviors and health
    information and ill-informed health care                                                                                             outcomes through effective knowledge
                   services.                                                  Management                                                            management
                                                                              Logic Model
                                                                                                                                           Initial                      Intermediate
 Inputs                                  Processes                                      Outputs                                          Outcomes*                       Outcomes
                                                                                         Procedures                                      Knowledge                          Health
                                                                                        • Best practice                                    Used                            Systems
                                                                                          guides                                     •   Access
                                                                                                                                                                         Performance
                                                                                        • After-Action                               •   Awareness
                                                                                                                                                                          Improved
                                                                                          Reviews                                    •   Assessment
Human and                  Capture                        Organization                  • Mentoring                                  •   Adoption
 financial                                                                                programs                                                                         • Access
                                                                                                                                     •   Adaptation




                                                                                                         knowledge
resources                                                                               • Communities
                                                                                        / Networks                                                                         • Coverage




                                                                                                           Share
                                         KM Culture                                                                                                                        • Quality
  Data and                              and Capacity                                       Services
information                                                                                                                                                                • Efficiency
                                        Strengthening                                   • Help desk                                  Individual and
                 Generation                                        Synthesis                                                         Organizational
                                                                                        • KM training
                                                                                        • Workshops                                   Performance
   Infra-
                                                                                                                                       Improved
 structure
                                                                                          Products                               • Policy and advocacy
Equipment                               Assessment                                                                                 informed
                                                                                        • Publications
                                                                                        • Websites                               • Programs and
                                                                                        • eLearning                              practice
                                                                                          courses                                  enhanced
                                                                                        • CD-ROMs                                • Training and
                                                                                                                                 education
                                                                                                                                   improved
                                                                                                                                 • Research
                                                                                                                                   strengthened
                                                                    Monitor, Evaluate, and Learn

 *Project achievements are measured at the initial outcomes level. Intermediate and long-term outcome levels are shown to illustrate how initial outcomes can contribute to these other
 expected outcomes.
CONNECT, COLLABORATE, BE GENEROUS



                            Facilitation




                          Adapted from IRC KM Framework
Governance Knowledge Exchange



Sharing
knowledge
thru
publications



Exchanging
knowledge
virtually
Governance Publications




eManager: ―Good Governance in Civil Society Organizations‖
Governance Publications




eHandbook: HealthSystems in Action
 Chapter 3 devoted to Governance
Governance Publications

         Guide to Effective CSO Governance

What is it?
The Guide is a 34-page compilation of FAQs about
CSO governance.
How is the Guide Used?
The Guide is used as supplementary training material
for face-to-face or virtual training programs on CSO
governance. Also serves as a useful Internet resources
for persons seeking information on CSO governance.
Virtual Governance Seminars

• LMG can organize virtual seminars of any length on
  any topic related to governance
• Seminar participants: cross-national, from a single
  country, from single state or province
LMG Governance Team

Jim Rice
Project Director
jrice@msh.org

Mahesh Shukla
Senior Technical Advisor for Governance
mshukla@msh.org

Karen Johnson Lassner
Governance Officer
klassner@msh.org

Mais conteúdo relacionado

Mais procurados

Where is the “C” in health systems strengthening by Dr Alfonso Rosales, WVUS
Where is the “C” in health systems strengthening by Dr Alfonso Rosales, WVUSWhere is the “C” in health systems strengthening by Dr Alfonso Rosales, WVUS
Where is the “C” in health systems strengthening by Dr Alfonso Rosales, WVUSachapkenya
 
KDHE 2019 Reported QI Projects
KDHE 2019 Reported QI ProjectsKDHE 2019 Reported QI Projects
KDHE 2019 Reported QI ProjectsAnnelise Gile
 
HFG Health Governance Presentation at 2015 USAID Global Health Mini-University
HFG Health Governance Presentation at 2015 USAID Global Health Mini-UniversityHFG Health Governance Presentation at 2015 USAID Global Health Mini-University
HFG Health Governance Presentation at 2015 USAID Global Health Mini-UniversityHFG Project
 
Newborn Care Through the Social and Behavioral Change Lens Experiences from E...
Newborn Care Through the Social and Behavioral Change Lens Experiences from E...Newborn Care Through the Social and Behavioral Change Lens Experiences from E...
Newborn Care Through the Social and Behavioral Change Lens Experiences from E...CORE Group
 
Sustainability and Health Systems Strengthening: What Have We Learned?
Sustainability and Health Systems Strengthening: What Have We Learned?Sustainability and Health Systems Strengthening: What Have We Learned?
Sustainability and Health Systems Strengthening: What Have We Learned?MEASURE Evaluation
 
Module 4: Monitoring and documentation
Module 4: Monitoring and documentationModule 4: Monitoring and documentation
Module 4: Monitoring and documentationILRI
 
Bringing Operations Research to Life_Akogbeto_Riese_5.2.12
Bringing Operations Research to Life_Akogbeto_Riese_5.2.12Bringing Operations Research to Life_Akogbeto_Riese_5.2.12
Bringing Operations Research to Life_Akogbeto_Riese_5.2.12CORE Group
 
A draft report of the Evidence Synthesis and Application for Policy and Pract...
A draft report of the Evidence Synthesis and Application for Policy and Pract...A draft report of the Evidence Synthesis and Application for Policy and Pract...
A draft report of the Evidence Synthesis and Application for Policy and Pract...Australian Federation of AIDS Organisations
 
Governance and management in healthcare
Governance and management in healthcareGovernance and management in healthcare
Governance and management in healthcareRick Jones
 
Lessons and Approaches to Support the Capacity Strengthening Priorities of Lo...
Lessons and Approaches to Support the Capacity Strengthening Priorities of Lo...Lessons and Approaches to Support the Capacity Strengthening Priorities of Lo...
Lessons and Approaches to Support the Capacity Strengthening Priorities of Lo...MEASURE Evaluation
 
Achieving Equitable Outcomes with Results-Based Accountability
Achieving Equitable Outcomes with Results-Based Accountability Achieving Equitable Outcomes with Results-Based Accountability
Achieving Equitable Outcomes with Results-Based Accountability Clear Impact
 
Integrating Gender in the M&E of Health Programs: A Toolkit
Integrating Gender in the M&E of Health Programs: A ToolkitIntegrating Gender in the M&E of Health Programs: A Toolkit
Integrating Gender in the M&E of Health Programs: A ToolkitMEASURE Evaluation
 

Mais procurados (20)

Where is the “C” in health systems strengthening by Dr Alfonso Rosales, WVUS
Where is the “C” in health systems strengthening by Dr Alfonso Rosales, WVUSWhere is the “C” in health systems strengthening by Dr Alfonso Rosales, WVUS
Where is the “C” in health systems strengthening by Dr Alfonso Rosales, WVUS
 
Phyllis Ombonyo - RATN, Kenya
Phyllis Ombonyo - RATN, KenyaPhyllis Ombonyo - RATN, Kenya
Phyllis Ombonyo - RATN, Kenya
 
Key findings from REACHOUT work in Malawi
Key findings from REACHOUT work in MalawiKey findings from REACHOUT work in Malawi
Key findings from REACHOUT work in Malawi
 
KDHE 2019 Reported QI Projects
KDHE 2019 Reported QI ProjectsKDHE 2019 Reported QI Projects
KDHE 2019 Reported QI Projects
 
HFG Health Governance Presentation at 2015 USAID Global Health Mini-University
HFG Health Governance Presentation at 2015 USAID Global Health Mini-UniversityHFG Health Governance Presentation at 2015 USAID Global Health Mini-University
HFG Health Governance Presentation at 2015 USAID Global Health Mini-University
 
Newborn Care Through the Social and Behavioral Change Lens Experiences from E...
Newborn Care Through the Social and Behavioral Change Lens Experiences from E...Newborn Care Through the Social and Behavioral Change Lens Experiences from E...
Newborn Care Through the Social and Behavioral Change Lens Experiences from E...
 
13.15 rcn
13.15 rcn13.15 rcn
13.15 rcn
 
Integrating Gender Analysis into Food & Nutrition Security Early Warning Syst...
Integrating Gender Analysis into Food & Nutrition Security Early Warning Syst...Integrating Gender Analysis into Food & Nutrition Security Early Warning Syst...
Integrating Gender Analysis into Food & Nutrition Security Early Warning Syst...
 
Sustainability and Health Systems Strengthening: What Have We Learned?
Sustainability and Health Systems Strengthening: What Have We Learned?Sustainability and Health Systems Strengthening: What Have We Learned?
Sustainability and Health Systems Strengthening: What Have We Learned?
 
Module 4: Monitoring and documentation
Module 4: Monitoring and documentationModule 4: Monitoring and documentation
Module 4: Monitoring and documentation
 
Infiltrating the Mainstream - the Queensland Experience
Infiltrating the Mainstream - the Queensland ExperienceInfiltrating the Mainstream - the Queensland Experience
Infiltrating the Mainstream - the Queensland Experience
 
Bringing Operations Research to Life_Akogbeto_Riese_5.2.12
Bringing Operations Research to Life_Akogbeto_Riese_5.2.12Bringing Operations Research to Life_Akogbeto_Riese_5.2.12
Bringing Operations Research to Life_Akogbeto_Riese_5.2.12
 
Day1_Theme1_Nitya Chanana
Day1_Theme1_Nitya ChananaDay1_Theme1_Nitya Chanana
Day1_Theme1_Nitya Chanana
 
A draft report of the Evidence Synthesis and Application for Policy and Pract...
A draft report of the Evidence Synthesis and Application for Policy and Pract...A draft report of the Evidence Synthesis and Application for Policy and Pract...
A draft report of the Evidence Synthesis and Application for Policy and Pract...
 
Governance and management in healthcare
Governance and management in healthcareGovernance and management in healthcare
Governance and management in healthcare
 
Lessons and Approaches to Support the Capacity Strengthening Priorities of Lo...
Lessons and Approaches to Support the Capacity Strengthening Priorities of Lo...Lessons and Approaches to Support the Capacity Strengthening Priorities of Lo...
Lessons and Approaches to Support the Capacity Strengthening Priorities of Lo...
 
Key findings from REACHOUT work in Kenya
Key findings from REACHOUT work in KenyaKey findings from REACHOUT work in Kenya
Key findings from REACHOUT work in Kenya
 
Alignment slides
Alignment slidesAlignment slides
Alignment slides
 
Achieving Equitable Outcomes with Results-Based Accountability
Achieving Equitable Outcomes with Results-Based Accountability Achieving Equitable Outcomes with Results-Based Accountability
Achieving Equitable Outcomes with Results-Based Accountability
 
Integrating Gender in the M&E of Health Programs: A Toolkit
Integrating Gender in the M&E of Health Programs: A ToolkitIntegrating Gender in the M&E of Health Programs: A Toolkit
Integrating Gender in the M&E of Health Programs: A Toolkit
 

Destaque

Theory and Measures for Advancing Nursing Shared Governance
Theory and Measures for Advancing Nursing Shared GovernanceTheory and Measures for Advancing Nursing Shared Governance
Theory and Measures for Advancing Nursing Shared GovernanceRichard Bogue
 
Onderbouwing van celebirity endorsement met merkenonderzoek
Onderbouwing van celebirity endorsement met merkenonderzoekOnderbouwing van celebirity endorsement met merkenonderzoek
Onderbouwing van celebirity endorsement met merkenonderzoekMieke Engberink
 
Experimental comparison of ranking techniques
Experimental comparison of ranking techniquesExperimental comparison of ranking techniques
Experimental comparison of ranking techniquesjleyvlop
 
Menu Pane E Vino 2011
Menu Pane E Vino 2011Menu Pane E Vino 2011
Menu Pane E Vino 2011Pane E Vino
 
Diapositivas de informatica
Diapositivas de informaticaDiapositivas de informatica
Diapositivas de informaticanoeliamurillo88
 
Presentatie Stop Kindermisbruik
Presentatie Stop KindermisbruikPresentatie Stop Kindermisbruik
Presentatie Stop KindermisbruikMieke Engberink
 
Infografia evolution de las aplicaciones web
Infografia evolution de las aplicaciones webInfografia evolution de las aplicaciones web
Infografia evolution de las aplicaciones webLuiis Morrison
 
โครงงานคอมพิวเตอร์ นาโนเทคโนโลยีเพื่อการศึกษา (2)
โครงงานคอมพิวเตอร์ นาโนเทคโนโลยีเพื่อการศึกษา (2)โครงงานคอมพิวเตอร์ นาโนเทคโนโลยีเพื่อการศึกษา (2)
โครงงานคอมพิวเตอร์ นาโนเทคโนโลยีเพื่อการศึกษา (2)สทธัตถ์ ทาวีกุล
 

Destaque (20)

Hss approach msh, usaid lmg project
Hss approach msh, usaid lmg projectHss approach msh, usaid lmg project
Hss approach msh, usaid lmg project
 
Theory and Measures for Advancing Nursing Shared Governance
Theory and Measures for Advancing Nursing Shared GovernanceTheory and Measures for Advancing Nursing Shared Governance
Theory and Measures for Advancing Nursing Shared Governance
 
Tarea1
Tarea1Tarea1
Tarea1
 
Bullying!
Bullying!Bullying!
Bullying!
 
Connectors but when
Connectors but whenConnectors but when
Connectors but when
 
ใบงานสำรวจตนเอง 100%
ใบงานสำรวจตนเอง 100%ใบงานสำรวจตนเอง 100%
ใบงานสำรวจตนเอง 100%
 
Onderbouwing van celebirity endorsement met merkenonderzoek
Onderbouwing van celebirity endorsement met merkenonderzoekOnderbouwing van celebirity endorsement met merkenonderzoek
Onderbouwing van celebirity endorsement met merkenonderzoek
 
2559 project
2559 project 2559 project
2559 project
 
Experimental comparison of ranking techniques
Experimental comparison of ranking techniquesExperimental comparison of ranking techniques
Experimental comparison of ranking techniques
 
X
XX
X
 
Menu Pane E Vino 2011
Menu Pane E Vino 2011Menu Pane E Vino 2011
Menu Pane E Vino 2011
 
Railway Crossing
Railway Crossing Railway Crossing
Railway Crossing
 
Diapositivas de informatica
Diapositivas de informaticaDiapositivas de informatica
Diapositivas de informatica
 
connector Then
connector Thenconnector Then
connector Then
 
Lesson 7
Lesson 7Lesson 7
Lesson 7
 
Presentatie Stop Kindermisbruik
Presentatie Stop KindermisbruikPresentatie Stop Kindermisbruik
Presentatie Stop Kindermisbruik
 
5.1
5.15.1
5.1
 
Infografia evolution de las aplicaciones web
Infografia evolution de las aplicaciones webInfografia evolution de las aplicaciones web
Infografia evolution de las aplicaciones web
 
โครงงานคอมพิวเตอร์ นาโนเทคโนโลยีเพื่อการศึกษา (2)
โครงงานคอมพิวเตอร์ นาโนเทคโนโลยีเพื่อการศึกษา (2)โครงงานคอมพิวเตอร์ นาโนเทคโนโลยีเพื่อการศึกษา (2)
โครงงานคอมพิวเตอร์ นาโนเทคโนโลยีเพื่อการศึกษา (2)
 
Power point
Power pointPower point
Power point
 

Semelhante a Lmg governance webinar

Charity Navigator's CEO Debates Hudson Institute Director on the Realities of...
Charity Navigator's CEO Debates Hudson Institute Director on the Realities of...Charity Navigator's CEO Debates Hudson Institute Director on the Realities of...
Charity Navigator's CEO Debates Hudson Institute Director on the Realities of...CharityNav
 
Guide to Corporate Governance for Subvented Organisations - Executive Summary
Guide to Corporate Governance for Subvented Organisations - Executive SummaryGuide to Corporate Governance for Subvented Organisations - Executive Summary
Guide to Corporate Governance for Subvented Organisations - Executive Summaryeuweben01
 
受 資 助 機 構 企 業 管 治 指 引 ─ 摘 要 ( 二 零 一 零 年 五 月 )
受 資 助 機 構 企 業 管 治 指 引 ─ 摘 要 ( 二 零 一 零 年 五 月 )受 資 助 機 構 企 業 管 治 指 引 ─ 摘 要 ( 二 零 一 零 年 五 月 )
受 資 助 機 構 企 業 管 治 指 引 ─ 摘 要 ( 二 零 一 零 年 五 月 )euwebtc01
 
Guide to Corporate Governance for Subvented Organisations - Executive Summary
Guide to Corporate Governance for Subvented Organisations - Executive SummaryGuide to Corporate Governance for Subvented Organisations - Executive Summary
Guide to Corporate Governance for Subvented Organisations - Executive Summaryeuweben01
 
受 資 助 機 構 企 業 管 治 指 引 ─ 摘 要 ( 二 零 一 零 年 五 月 )
受 資 助 機 構 企 業 管 治 指 引 ─ 摘 要 ( 二 零 一 零 年 五 月 )受 資 助 機 構 企 業 管 治 指 引 ─ 摘 要 ( 二 零 一 零 年 五 月 )
受 資 助 機 構 企 業 管 治 指 引 ─ 摘 要 ( 二 零 一 零 年 五 月 )euwebtc01
 
Practical Issues of NGO Governance - Ivan YIU's Presentation in HKICS
Practical Issues of NGO Governance - Ivan YIU's Presentation in HKICS   Practical Issues of NGO Governance - Ivan YIU's Presentation in HKICS
Practical Issues of NGO Governance - Ivan YIU's Presentation in HKICS IVANYIU3
 
The role of research in social marketing
The role of research in social marketing The role of research in social marketing
The role of research in social marketing CharityComms
 
VH Fiscal Concerns - Irene Verins
VH Fiscal Concerns - Irene VerinsVH Fiscal Concerns - Irene Verins
VH Fiscal Concerns - Irene VerinsNCAS1
 
Schools4Life South West Launch Presentation final
Schools4Life South West Launch Presentation finalSchools4Life South West Launch Presentation final
Schools4Life South West Launch Presentation finalSchools4Life
 
Richard Barrett - The Evolution of Global Consciousness Next Steps
Richard Barrett - The Evolution of Global Consciousness Next StepsRichard Barrett - The Evolution of Global Consciousness Next Steps
Richard Barrett - The Evolution of Global Consciousness Next StepsValuesCentre
 
The Evolution of Global Consciousness Next Steps Richard Barrett CTT 2012
The Evolution of Global Consciousness Next Steps Richard Barrett CTT 2012The Evolution of Global Consciousness Next Steps Richard Barrett CTT 2012
The Evolution of Global Consciousness Next Steps Richard Barrett CTT 2012Phil Clothier
 
Diversityand inclusion2011
Diversityand inclusion2011Diversityand inclusion2011
Diversityand inclusion2011shrm
 
Evaluating the impacts of livestock microcredit and value chain programs on w...
Evaluating the impacts of livestock microcredit and value chain programs on w...Evaluating the impacts of livestock microcredit and value chain programs on w...
Evaluating the impacts of livestock microcredit and value chain programs on w...ILRI
 
Cbiz Wellness Webinar Slides
Cbiz Wellness Webinar SlidesCbiz Wellness Webinar Slides
Cbiz Wellness Webinar Slidesmhennes110
 
Strategies for adopting EcoHealth theory and practice: Lessons from action-re...
Strategies for adopting EcoHealth theory and practice: Lessons from action-re...Strategies for adopting EcoHealth theory and practice: Lessons from action-re...
Strategies for adopting EcoHealth theory and practice: Lessons from action-re...ILRI
 
C3 d3 becoming an effective supervisor
C3 d3 becoming an effective supervisorC3 d3 becoming an effective supervisor
C3 d3 becoming an effective supervisorocasiconference
 
On Culture Leadership Performance In Health Care Wpm
On Culture Leadership Performance In Health Care   WpmOn Culture Leadership Performance In Health Care   Wpm
On Culture Leadership Performance In Health Care Wpmbillmacaux
 
Chapter 10Leadership for Performance Excellence
Chapter 10Leadership for Performance ExcellenceChapter 10Leadership for Performance Excellence
Chapter 10Leadership for Performance ExcellenceEstelaJeffery653
 

Semelhante a Lmg governance webinar (20)

Charity Navigator's CEO Debates Hudson Institute Director on the Realities of...
Charity Navigator's CEO Debates Hudson Institute Director on the Realities of...Charity Navigator's CEO Debates Hudson Institute Director on the Realities of...
Charity Navigator's CEO Debates Hudson Institute Director on the Realities of...
 
Guide to Corporate Governance for Subvented Organisations - Executive Summary
Guide to Corporate Governance for Subvented Organisations - Executive SummaryGuide to Corporate Governance for Subvented Organisations - Executive Summary
Guide to Corporate Governance for Subvented Organisations - Executive Summary
 
受 資 助 機 構 企 業 管 治 指 引 ─ 摘 要 ( 二 零 一 零 年 五 月 )
受 資 助 機 構 企 業 管 治 指 引 ─ 摘 要 ( 二 零 一 零 年 五 月 )受 資 助 機 構 企 業 管 治 指 引 ─ 摘 要 ( 二 零 一 零 年 五 月 )
受 資 助 機 構 企 業 管 治 指 引 ─ 摘 要 ( 二 零 一 零 年 五 月 )
 
Guide to Corporate Governance for Subvented Organisations - Executive Summary
Guide to Corporate Governance for Subvented Organisations - Executive SummaryGuide to Corporate Governance for Subvented Organisations - Executive Summary
Guide to Corporate Governance for Subvented Organisations - Executive Summary
 
受 資 助 機 構 企 業 管 治 指 引 ─ 摘 要 ( 二 零 一 零 年 五 月 )
受 資 助 機 構 企 業 管 治 指 引 ─ 摘 要 ( 二 零 一 零 年 五 月 )受 資 助 機 構 企 業 管 治 指 引 ─ 摘 要 ( 二 零 一 零 年 五 月 )
受 資 助 機 構 企 業 管 治 指 引 ─ 摘 要 ( 二 零 一 零 年 五 月 )
 
Practical Issues of NGO Governance - Ivan YIU's Presentation in HKICS
Practical Issues of NGO Governance - Ivan YIU's Presentation in HKICS   Practical Issues of NGO Governance - Ivan YIU's Presentation in HKICS
Practical Issues of NGO Governance - Ivan YIU's Presentation in HKICS
 
The role of research in social marketing
The role of research in social marketing The role of research in social marketing
The role of research in social marketing
 
LDI Health Policy Seminar 1_14_11 Lawrence R. Jacobs, PhD
LDI Health Policy Seminar 1_14_11 Lawrence R. Jacobs, PhDLDI Health Policy Seminar 1_14_11 Lawrence R. Jacobs, PhD
LDI Health Policy Seminar 1_14_11 Lawrence R. Jacobs, PhD
 
VH Fiscal Concerns - Irene Verins
VH Fiscal Concerns - Irene VerinsVH Fiscal Concerns - Irene Verins
VH Fiscal Concerns - Irene Verins
 
Essence of Audit Quality - Governance Tool
Essence of Audit Quality - Governance ToolEssence of Audit Quality - Governance Tool
Essence of Audit Quality - Governance Tool
 
Schools4Life South West Launch Presentation final
Schools4Life South West Launch Presentation finalSchools4Life South West Launch Presentation final
Schools4Life South West Launch Presentation final
 
Richard Barrett - The Evolution of Global Consciousness Next Steps
Richard Barrett - The Evolution of Global Consciousness Next StepsRichard Barrett - The Evolution of Global Consciousness Next Steps
Richard Barrett - The Evolution of Global Consciousness Next Steps
 
The Evolution of Global Consciousness Next Steps Richard Barrett CTT 2012
The Evolution of Global Consciousness Next Steps Richard Barrett CTT 2012The Evolution of Global Consciousness Next Steps Richard Barrett CTT 2012
The Evolution of Global Consciousness Next Steps Richard Barrett CTT 2012
 
Diversityand inclusion2011
Diversityand inclusion2011Diversityand inclusion2011
Diversityand inclusion2011
 
Evaluating the impacts of livestock microcredit and value chain programs on w...
Evaluating the impacts of livestock microcredit and value chain programs on w...Evaluating the impacts of livestock microcredit and value chain programs on w...
Evaluating the impacts of livestock microcredit and value chain programs on w...
 
Cbiz Wellness Webinar Slides
Cbiz Wellness Webinar SlidesCbiz Wellness Webinar Slides
Cbiz Wellness Webinar Slides
 
Strategies for adopting EcoHealth theory and practice: Lessons from action-re...
Strategies for adopting EcoHealth theory and practice: Lessons from action-re...Strategies for adopting EcoHealth theory and practice: Lessons from action-re...
Strategies for adopting EcoHealth theory and practice: Lessons from action-re...
 
C3 d3 becoming an effective supervisor
C3 d3 becoming an effective supervisorC3 d3 becoming an effective supervisor
C3 d3 becoming an effective supervisor
 
On Culture Leadership Performance In Health Care Wpm
On Culture Leadership Performance In Health Care   WpmOn Culture Leadership Performance In Health Care   Wpm
On Culture Leadership Performance In Health Care Wpm
 
Chapter 10Leadership for Performance Excellence
Chapter 10Leadership for Performance ExcellenceChapter 10Leadership for Performance Excellence
Chapter 10Leadership for Performance Excellence
 

Mais de Leadership, Management, and Governance Project (6)

Stories, Sweets and Tweets: Storytelling and Social Media
Stories, Sweets and Tweets: Storytelling and Social MediaStories, Sweets and Tweets: Storytelling and Social Media
Stories, Sweets and Tweets: Storytelling and Social Media
 
Uhc june 2013 cpm
Uhc june 2013 cpm Uhc june 2013 cpm
Uhc june 2013 cpm
 
LMG Project's Work with Vulnerable Populations
LMG Project's Work with Vulnerable PopulationsLMG Project's Work with Vulnerable Populations
LMG Project's Work with Vulnerable Populations
 
Lmg webinar intro to partnerships 2012.06.12
Lmg webinar   intro to partnerships 2012.06.12Lmg webinar   intro to partnerships 2012.06.12
Lmg webinar intro to partnerships 2012.06.12
 
2012 04 23 cost share webinar 101 presentation
2012 04 23 cost share webinar 101 presentation2012 04 23 cost share webinar 101 presentation
2012 04 23 cost share webinar 101 presentation
 
Lmg gender webinar
Lmg gender webinarLmg gender webinar
Lmg gender webinar
 

Último

Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsyasinnathani
 
7movierulz.uk
7movierulz.uk7movierulz.uk
7movierulz.ukaroemirsr
 
MC Heights construction company in Jhang
MC Heights construction company in JhangMC Heights construction company in Jhang
MC Heights construction company in Jhangmcgroupjeya
 
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfAnhNguyen97152
 
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfAMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfJohnCarloValencia4
 
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessQ2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessAPCO
 
Introduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxIntroduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxJemalSeid25
 
Tata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerakTata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerakEditores1
 
Slicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinSlicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinAnton Skornyakov
 
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBBPMedia1
 
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHelene Heckrotte
 
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...AustraliaChapterIIBA
 
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView
 
NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023Steve Rader
 
MoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor PresentationMoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor Presentationbaron83
 
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...IMARC Group
 
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003believeminhh
 
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGUNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGlokeshwarmaha
 

Último (20)

WAM Corporate Presentation Mar 25 2024.pdf
WAM Corporate Presentation Mar 25 2024.pdfWAM Corporate Presentation Mar 25 2024.pdf
WAM Corporate Presentation Mar 25 2024.pdf
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story points
 
7movierulz.uk
7movierulz.uk7movierulz.uk
7movierulz.uk
 
MC Heights construction company in Jhang
MC Heights construction company in JhangMC Heights construction company in Jhang
MC Heights construction company in Jhang
 
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
 
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfAMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
 
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessQ2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
 
Introduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxIntroduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptx
 
Tata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerakTata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerak
 
Slicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinSlicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup Berlin
 
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
 
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
 
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
 
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
 
Investment Opportunity for Thailand's Automotive & EV Industries
Investment Opportunity for Thailand's Automotive & EV IndustriesInvestment Opportunity for Thailand's Automotive & EV Industries
Investment Opportunity for Thailand's Automotive & EV Industries
 
NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023
 
MoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor PresentationMoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor Presentation
 
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
 
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
 
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGUNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
 

Lmg governance webinar

  • 1. Governance for Better Health Webinar Wednesday, 27 June 2012 9 AM to 10 AM EDT
  • 2. Good Governance from Villages to Parliaments: What Global Health Needs Now by Jonathan D. Quick, MD, MPH on June 22, 2012
  • 3. LMG’s Governance Studies  Research questions – What is effective governance in the context of health – What enables it and what hinders it – What are practices of effective governance – How to measure it – What are the gender issues involved – How leadership, management and governance interact to produce better health outcomes
  • 4. LMG’s Governance Studies  Targeted literature review  Surveys – 2011 Governance Survey – 2012 Governance Survey ►477 health leaders, governors and managers form 80 countries  Interviews – 25 key informant interviews from 16 countries  Governance roundtable 18 May 2012 – 30 governance thought leaders, experts, practitioners, donors and CAs
  • 5. What is effective governance in the context of health • The governance that leads to both an improvement in health service and the health of individuals and populations • Predominant themes Impact on health service and health of people Transparency Accountability Participation Inclusion Ethical and moral integrity Focus and vision Efficiency and Equity
  • 6. What enables it and what hinders it # Deterrent # Enabler 1 1 Ethical and moral integrity Ineffective leadership 2 Corruption 2 Competent leaders governing 3 3 Governing with a definite policy on measurement, Ineffective management data gathering, analysis, and use of information for policy making 4 Inadequate transparency 4 Sound management 5 5 Adequate financial resources available for Inadequate accountability governing 6 Inadequate systems to collect, manage, analyze 6 Openness and transparency and use data 7 Inadequate participation of community/ citizens/ 7 Client/community participation in decision making clients/ consumers/ patients 8 8 Accountability to citizens/clients Political context 9 9 Governing based on scientific evidence Inadequate checks and balances 10 Inadequate financial resources for governance 10 Good Governance in sectors other than health
  • 7. Defining governing in practical terms 100% 6% 5% 8% 90% 8% 9% is not a part of governing 8% at all 17% 17% 80% 21% 26% 70% 25% 29% is a slightly significant part of governing 60% 50% is a moderately 40% 75% 75% significant part of 67% 63% governing 30% 60% 58% 20% is a highly significant part of governing 10% 0% To include To steer To regulate To collaborate To oversee To allocate
  • 8. Practices of Effective Governance Cultivate Accountability Engage Stakeholders Set Shared Direction Steward Resources
  • 9. Practice Principles CULTIVATE ACCOUNTABILITY Accountability Transparency Legal, ethical and moral behavior/Moral capital Accessibility Social justice Oversight Legitimacy ENGAGE STAKEHOLDERS Participation Representation Inclusion Diversity Gender equity Conflict resolution SET SHARED DIRECTION Stakeholder alignment Leadership Management Advocacy STEWARD RESOURCES Ethics Efficiency Effectiveness Resourcefulness Financial Accountability Development Social responsibility
  • 10. Practices Principles Governing actions G CULTIVATE Accountability 1. Establish, champion, practice and enforce codes of conduct O ACCOUNTABILITY Transparency 2. Embed accountability into the governing institutions Legal, ethical and moral 3. Make all reports on finances, activities, and plans available to the public V Foster a facilitative behavior 4. Establish oversight and review processes E decision-making Accessibility 5. Establish a formal consultation mechanism R environment Social justice 6. Sustain a culture of integrity and openness that serves the public interest Moral capital N Oversight I Legitimacy ENGAGE Participation 1. Empower marginalized voices, including women N STAKEHOLDERS Representation 2. Ensure appropriate participation of key stakeholders G Inclusion 3. Create and maintain a safe space for the sharing of ideas Identify, engage and Diversity 4. Provide an independent conflict resolution mechanism collaborate with Gender equity 5. Elicit, and respond to, all forms of feedback diverse stakeholders Conflict resolution 6. Establish alliances for joint action at whole-of-government and whole-of- P society levels SET SHARED DIRECTION Stakeholder alignment 1. Oversee the process for developing and implementing a shared action plan R Leadership 2. Advocate on behalf of stakeholders’ needs and concerns A Develop a collective Management 3. Document and disseminate the shared vision of the ‘ideal state.’ vision of the ‘ideal Advocacy 4. Set up accountability mechanisms for achieving goals C state’ 5. Oversee the process of setting goals to reach the ‘ideal state.’ T 6. Oversee the process of realization of the shared goals and the desired I outcomes. STEWARD RESOURCES Financial Accountability 1. Champion the acquisition and deployment of resources C Development 2. Protect and invest the resources to serve stakeholders and beneficiaries E Steward resources Social responsibility 3. Collect, analyze and use information and evidence for making decisions responsibly, building Capacity building 4. Build capacity to absorb resources and deliver quality services S capacity Country ownership 5. Use resources in a way that maximizes the health and well-being of the Ethics public Resourcefulness 6. Inform and allow the public opportunities to monitor raising, allocation, Efficiency and use of resources, and realization of the outcomes
  • 11. LMG for Results HSS for Results
  • 12. Measuring governance Process Outcomes Health service attributes Health outcomes Both process and outcomes Impact Health impact Impact beyond health • An overwhelming majority asserted that governance must be measured by the result in terms of improvement in health service and the health. • A typical comment was — ―I think it is fundamental to be able to show results.‖
  • 13. Gender in governance + ++ +++ Gender — 0 perspective Exploitative Blind Aware Responsive Transform of our key 8% 8% -ative 12% informants maintain gender 56% gender do not inequalities does not seek to clearly 16% and influence responsive stereotypes how challenge seek to the status to different decisions needs transform are made quo based on gender gender relations Roles women play in a health system and promote  Women in boardrooms or governing positions equity  Women in health workforce  Women as users of health care — ―In a situation like that where governance basically is a male thing, then women’s issues are likely to be forgotten…..‖
  • 14. How L+M+G interact to produce better health outcomes ► Leadership, management and governance are interdependent, intricately linked, and reinforce each other. ► There is a clear overlap between the roles of leading, managing, and governing. ► Leaders are critical to the governing process. — Effective leadership is a prerequisite for effective governance and effective management.
  • 15. You may access the reports of our governance studies on the LMG web page of the MSH external site at http://www.msh.org/global-presence/lmg-project.cfm Over to Karen for how LMG can help enhance governance in public, private, not-for-profit and civil society organizations in partner countries
  • 17. LMG´s Governance Interventions Karen Johnson June 27, 2012 Lassner
  • 18. Who are the potential clients for governance strengthening? • Public sector: parlimentarians, state legislators, senior MOH officials, state and local health departments, hospital boards, state/province/ municipal/ district/village health boards, and elected councilors • Multi-sector bodies: CCMs, specific councils for AIDS, RH, TB, women, children & others • Civil society: CBOs, FBOs,NGOs • Private sector: hospital boards; company CSR programs • Academia: Schools of medicine, nursing, pub. health &
  • 19. How can LMG help enhance health governance in public, private and not-for-profit institutions in partner countries? • Training • Technical Assistance • Knowledge Exchange
  • 21. Senior Leadership Program • Who: Teams of 4-6 senior people; from all sectors • How long: 12-month process with workshops at months 3, 6 & 12 • Content: effective governance practices; strategic problem solving; leadership development; design, implementation & evaluation of a strategy for a priority health problem. • Certificate: from Yale University
  • 22. Leadership Development Program Plus (new and improved LDP) • Who: Managers and teams of health workers who focus on a specific health result • How long: 6-8 months • Process: Senior Alignment Meeting chooses priority health area; Technical Team identifies indicators and interventions to address Priority Health Area; Improvement teams meet in 3 workshops to learn L+M+G practices; On-Site Team Meetings to address challenges; 2 Shared Learning Sessions
  • 23. Effective Board Governance Training Program • Who: Members of CSO Boards of Directors & key Executive Staff • How long: One 2-3 day workshop • Content: L+M+G practices; definition of governance, accountability & transparency; responsibilities of Boards of Directors compared to staff; board operations; risk management; CoI; produces a Governance Enhancement Plan
  • 24. Effective Board Governance TOT Program • Who: Trainers who will provide governance training to CSO boards of directors & staff • How long: One 2-3 day TOT workshop • Content: L+M+G practices; definition of governance, accountability & transparency; responsibilities of Boards of Directors compared to staff; board operations; risk management; CoI;adult learning techniques
  • 25. Community Leadership, Management & Governance Training Program • Who: Community leaders in rural communities • Process: Five 2-day workshops every 3-4 weeks • Content: Values-based leadership (personal, family & community); participatory planning; project monitoring; accountability & transparency; reconciliation & forgiveness; conflict resolution; communication; commitment to children; produces a community health project putting leadership & governance skills into practice
  • 26. Integration of Governance, Leadership, & Management into Pre-Service Curricula • Who: Curriculum integration teams & support staff • Process: Three workshops, including a final TOT workshop; includes Pre- Service Guide; can also be delivered virtually • Content: Local adaptation and integration of action- oriented, practical governance, leadership and Pre-Service Guide provides 3 management content into sample curricula, facilitators’ notes, the pre-service curricula & resources on logistics & roles and responsibilities within the curriculum integration process.
  • 27. The Virtual CSO Board Governance Program (VCBG) • Who: Teams of CSO board members and staff • Process: Eight-week virtual training program • Content: role of the board of directors, elements of an effective board of directors, transparency and accountability. By the end of the VCBG, participants develop a draft policy on board transparency and a governance improvement plan.
  • 29. LMG Governance Technical Assistance Areas • Governance Responsibilities • Board Member Development • Governance Performance Assessment • Governance Monitoring & Adaptations are made in the TA Information based on the context, i.e. public vs. private sector, • Governance and Gender governing individuals (ministers) vs. a governing body, etc.
  • 30. LMG TA Area 1: Governance Responsibilities • Role of Governing Body with regard to: Strategic Visioning and Planning, Quality Assurance, Fiscal Vitality, Management, Stakeholder Relations, Interface with Government, Governance Effectiveness • Board Member Position Description and Performance Expectations • Role and Array of Committees and Advisory Bodies • Committee Charges and Annual Work Plans • Board Meeting Calendar for 18-month Period
  • 31. LMG TA Area 1 : Governance Responsibilities (cont.) • Board Meeting Agendas • Board Chairperson Position Description and Performance Expectations • Committee Chairperson Descriptions and Performance Expectations • Board Policy Manual (including Conflict of Interest and Code of Ethics) • Governance Enhancement Plan for continuous governance improvement
  • 32. LMG TA Area 2: Board Member Development • Board Member Competencies • Competency Mapping Process to Guide Recruitment and Board Development • Board Member Orientation Program • Board Member Customized Individual Education Plans • Board Education Plan and Budget • Board Portal for 24/7 access to board materials
  • 33. LMG TA Area 3: Board Member Development (cont.) • Board Experience Exchange Process • Digital Reference Library on Governance Concepts & Practices • eLearning resources • Board Member Mentoring Program
  • 34. LMG TA Area 3: Governance Performance Assessment • Governance Overall Risk Assessment • Board Overall Performance Self-Assessment • Governance Overall Performance Self-Assessment Tool • Board Member 360 Assessment • CEO Performance Planning and Assessment • Physician (or other specific HR category) Satisfaction Survey • Work Force Satisfaction Survey • Middle Managers Performance Assessment • Patient/Client Satisfaction Assessment • Community Perception Survey
  • 35. LMG TA Area 4: Governance Monitoring & Information • Design of Board Information System (BIS) • Governance Dashboard Design and Development • Development of Governance Performance Indicators & Metrics
  • 36. LMG TA Area 5: Governance and Gender What can be done? • Enable more women to participate in governance and empower them • Change the governance Purpose: Work with institutions governing boards, institutions and individuals to make them themselves—making more gender-aware, gender - them gender- responsive and gender - responsive transformative, internally and externally for clients • Change mindsets
  • 37. Governance Knowledge Exchange Knowledge Exchange is getting the right information to the right people at the right time so they can make good decisions.  Sharing, exchanging
  • 38. Problem Statement Long-Term Outcome Millions of people die each year due to lack of Knowledge Improved health behaviors and health information and ill-informed health care outcomes through effective knowledge services. Management management Logic Model Initial Intermediate Inputs Processes Outputs Outcomes* Outcomes Procedures Knowledge Health • Best practice Used Systems guides • Access Performance • After-Action • Awareness Improved Reviews • Assessment Human and Capture Organization • Mentoring • Adoption financial programs • Access • Adaptation knowledge resources • Communities / Networks • Coverage Share KM Culture • Quality Data and and Capacity Services information • Efficiency Strengthening • Help desk Individual and Generation Synthesis Organizational • KM training • Workshops Performance Infra- Improved structure Products • Policy and advocacy Equipment Assessment informed • Publications • Websites • Programs and • eLearning practice courses enhanced • CD-ROMs • Training and education improved • Research strengthened Monitor, Evaluate, and Learn *Project achievements are measured at the initial outcomes level. Intermediate and long-term outcome levels are shown to illustrate how initial outcomes can contribute to these other expected outcomes.
  • 39. CONNECT, COLLABORATE, BE GENEROUS Facilitation Adapted from IRC KM Framework
  • 41. Governance Publications eManager: ―Good Governance in Civil Society Organizations‖
  • 42. Governance Publications eHandbook: HealthSystems in Action Chapter 3 devoted to Governance
  • 43. Governance Publications Guide to Effective CSO Governance What is it? The Guide is a 34-page compilation of FAQs about CSO governance. How is the Guide Used? The Guide is used as supplementary training material for face-to-face or virtual training programs on CSO governance. Also serves as a useful Internet resources for persons seeking information on CSO governance.
  • 44. Virtual Governance Seminars • LMG can organize virtual seminars of any length on any topic related to governance • Seminar participants: cross-national, from a single country, from single state or province
  • 45. LMG Governance Team Jim Rice Project Director jrice@msh.org Mahesh Shukla Senior Technical Advisor for Governance mshukla@msh.org Karen Johnson Lassner Governance Officer klassner@msh.org

Notas do Editor

  1. All three roles interact in a balanced way to serve a purpose or to achieve a desired result.Nevertheless, each of the roles is relevant.
  2. Slide adapted from IRC KM Framework. The cyclic KE process start with people talking to each other (Conversations) and executing activities (Activities). In the picture above this is depicted as the blue blocks in the middle. The multiple blocks indicatethat with a certain sector, multiple conversations / activities are or will be going on in parallel.The KEprocessis scalable from individual, via team, community, department or organisation, up to sector scale. Some examples:Individual learns a certain topic and makes the knowledge explicit (Document process)—resulting in an article stored in a library (Information repository). The article can be communicated (Versioning information) to readers, presented at a symposium, salient points “tweeted”,etc e.g. included in another Conversation / Activity.An organization plans a pre-test / pilot of an intervention; the process is documented (Document process) by means of focus group discussions resulting in information on success / failure / amendments and that information is fed back (Versioning information) to that organisation for evaluation (Conversation).Key sector players meet for a sector review and the result are communicated to the various government, NGO,and CBO organisations.