Health Toolkit

8/7/2019 Health Toolkit

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The World Economic Forums Handbook

or Health Systems Management and

Leadership Strengthening

COMMITTED TO

IMPROVING THE STATE

OF THE WORLD


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Preace

This handbook on Health Systems Management

and Leadership Strengthening has been developed

by the World Economic Forum, based on the PublicPrivate Partnership or Health Systems Management

and Leadership Strengthening between the Ministry

o Health in Ghana and the World Economic Forum.

It is designed to provide strategic guidance to ministries

o health in Sub-Saharan Arica that are interested in

implementing a programme to build leadership and

management capacities within their institution to work

towards health systems strengthening.

The handbook is comprised o a guide or health leaders

and a toolkit or a secretariat that will support the

ministry in the implementation o a Health Systems

Management and Leadership Strengthening

Programme. Together, the guide and toolkit provide one

o many approach or implementing a health systems

strengthening programme; it is not intended to serve as

an exhaustive blueprint or health systems leadership

and management strengthening. The World Economic

Forum recommends that health leaders interested

in implementing a management and leadership

strengthening programme review both the guide and

toolkit to build a holistic understanding o the approach.

While this handbook has been designed with the

Ministry o Health in Ghana, based on the World

Economic Forums experience in the implementation

o public-private partnerships, the activities included

in the handbook could easily translate to any

organization or ministry that is interested in improving

communication and building management and

leadership capacity.

History o the World Economic Forum

Health Systems Management and

Leadership Strengthening ProgrammeIn 2005, the World Economic Forum rst set out to

address the globally identied root causes o weak

health systems, such as human resource (HR)

challenges, that aect many developing countries,

by catalysing a public-private partnership (PPP) that

would ocus on health systems strengthening in

Sub-Saharan Arica.

Through a series o consultation workshops, the

partners o the Forums Global Health Initiative (GHI)

identied management strengthening as one o the

key areas o need in public health systems in Sub-

Saharan Arica. Specically, it was determined that

the Forum could most eectively respond to the call

or strengthening health systems by leveraging

the breadth o management experience, leadership

expertise and tools o its private sector partners,

most o whom are leading global companies that

make signicant internal investments in training and HR.

In 2007, the GHI engaged the Ministry o Health

in Ghana along with several o its private sector

partners in a PPP, with the intent o not only

improving communication and collaboration

within Ghanas health sector, but also contributing

to the management and leadership capacities

o the sector leaders by sharing private sectorexpertise in management and leadership that

would support leaders in tackling their health

sector management and leadership challenges.

To meet the programme objectives, the PPP

in Ghana ocused on two primary areas:

to strategically encourage eective coordination,

cooperation and communication across the Ministry

o Health and the heads o all the health sector

agencies

to strengthen the management and leadershipcapacities o the Ministry o Health and

agencies leadership

Specically, this was carried out through the

revitalization and re-initialization o a previous

Heads o Agency Committee into a leadership

team with a clearer agenda and set o objectives.

A heavier ocus was placed on horizontal team

management and leadership development, to which

the private sector contributed its expertise by

conducting Management Spotlights in the orm

o presentations, workshops and case studies

during each meeting o the leadership team.

At the end o the rst year o implementation,

the members o the leadership team were in

agreement that the level o communication and

collaboration had greatly improved in the team

as a result o the meetings. Additionally, it had been

clearly demonstrated that the group made signicant

progress towards achieving the goals set orth by

the Ministry o Health.

At the conclusion o the public-private partnership,

the members o the leadership team expressed an

improvement in the level o cooperation across the


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Guide or Health Leaders to Build a Health

Systems Management and Leadership

Strengthening Programme


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This guide is meant or:

Senior leaders within a ministry o health who are

interested in establishing a health sector leadership

programme within their ministry.

The purpose o the guide

The purpose o the guide is to provide senior leaders

within the ministry o health with a set guidelines, consid-

erations and lessons learned to support the creation and

implementation o a Health Systems Management and

Leadership Strengthening (HSMLS) Programme.

How does the guide work?

The guide has been created, based on the experience

o a public-private partnership in Ghana, to demonstratethe objectives, considerations, lessons learned and

activities that should be addressed by the senior leaders

o an HSMLS Programme.

Each country that implements a health sector

leadership programme will have a set o unique

requirements, and will thereore need to determine

the most appropriate scope and set o activities.

The guide should be used together with the

toolkit that has been designed or a ministry

o health secretariat.

What is the role of senior health leaders

throughout the lie cycle o a Health


Strengthening Programme?

Leaders within the ministry are the catalysts or initiating

an HSMLS Programme within the organization. They

are ultimately responsible or setting the overall strategy,including the vision and ramework or the programme.

Over the lie cycle o the programme, leaders will be

responsible or setting the agenda and objectives or

the leadership group as well as or providing strategic

guidance and content to the secretariat, which supports

the implementation. Finally, it is critical that leaders act

as programme champions to promote the level o buy-in

and participation in the programme.

The phases o building and running

a health sector leadership programmeA Health Systems Management and Leadership

Strengthening Programme is built through several

phases aimed at strategically planning the programme,

building capacity and skills, improving communication

and collaboration, and managing the process.

These phases include initialization, monitoring and

evaluation, programme execution, and management

capacity building and leadership development.

During the initialization phase, the ministrys ocus

is on dening the vision, goals and intended outputs

o the programme. The ministry will also set a strat-

egy and identiy tactical avenues or implementation.

The secretariat will support the ministry during this

period by building the structures, guiding principles

and methods that will serve as the oundation or the

programme and will enable the ministry to attain the

desired outcomes.

The programme execution phase will centre

on the implementation o the strategies and

approaches laid out in the initialization phase.

The secretariat will be responsible or acilitating

the implementation, which includes the planning,

elaboration and execution o the health sector

leadership team meetings. This phase also

incorporates the ongoing activities, such as

budget planning, that will be required to

maintain such a group.

A management capacity building and leadership

development phase runs concurrently with the

programme execution phase. During this phase,

the ministry will ocus on addressing the identied

management and leadership gaps o the health

sector leadership team as a whole, as well as on

building the capacity needed within the ministry to

support the programme. It is in this phase that the

private sector may be leveraged to share some

management and leadership best practices to

support the Health Systems Management and

Leadership Strengthening Programme.

The programme includes a monitoring and

evaluation phase, so that progress made

towards the achievement o the ministrys goals

can be tracked and reported to the ministry

and group members. The monitoring and

evaluation activities laid out in this toolkit

will be most eective i used in collaboration

with a ministrys existing monitoring and

evaluation structure.


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Health Sector Leadership Team

Initialization

Purpose and objectives Assess the current state o management and

leadership capacity within the ministry o health

to identiy areas or HSMLS ocus

Identiy the key impacted stakeholders and

decision-makers who will be involved in the

development and decision-making on project

scope and execution

Develop the country-specic approach and

scope or implementing the HSMLS Programme

Mobilize a secretariat that will aid in the implementa-

tion o a health sector leadership team

Key considerations or leaders

What is the current state o management

and leadership capacity within the ministry

o health?

Are there existing committees or groups that

have overlapping lists o members or mandates

within the health sector leadership team?

Are there appropriate resources (the right skills,

available amount o time, etc.) to support such

a programme? How will the programme be unded?

Is there a time requirement or timeline

or the programme?

What is the current leadership structure

o the ministry o health?

What are the goals o implementing a Health


Strengthening Programme?

Lessons learned rom a pilot with

the Ministry o Health in Ghana Give careul consideration to and invest ample

eort in the initiation phase o the programme.

During initialization, leaders need to determine

critical aspects that will aect the success o the

programme. Leaders should assemble a secretariat

comprised o a mix o senior employees that can

drive the implementation process through executing

the administrative tasks o planning and implement-

ing the health sector leadership team meetings.

Strong leadership is a key to the health sector

leadership teams success. I the minister o health is

the head o the health sector leadership team, then the

minister should be present at all meetings and should

encourage the members to be active participants.

Consider identiying champions within the health

sector leadership team, who will provide support

to the minister.

I involving a private sector partner, a memorandum

o understanding should be created, which clearly

documents the total length o time the partner will

engage with the ministry o health, as well as the

total investment the private sector partner plans to

contribute to the programme. Additionally, all deci-

sions that are made on behal o both organizations

should be documented and clearly communicated.

The strategy and vision o an HSMLS Programme

should be set and driven by the public sector, taking

into account its resources and history. The private

sector should be engaged to the extent it can

support the strategy dened by the public sector.

Key activities or leaders

Identication o stakeholders: Who will be the core

members o the health sector leadership team? Will

there be additional non-core members o the group

to be invited on an as-needed basis?

Development o a country-specic approach:

The toolkit provides a guideline or how to initiate

a management and leadership strengtheningprogramme, but leaders will need to decide the

best strategy or implementing such a programme

within their own country, taking into account their

countrys context, specics, nuances and needs.

Key activities to be completed by

a secretariat with content support

rom leaders

Development o oundational documents:

The secretariat will be responsible or documenting

the content related to key decisions, scope and

process in the ollowing documents:

- Programme policy brie

- Memorandum o understanding

- Terms o reerence

Programme kick-o: Leaders will provide

the content or a programme kick-o to

the secretariat that will be responsible or

organizing all related kick-o activities.


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Programme Execution

Purpose and objectives To lead the implementation o the programme by

providing strategic guidance or the direction and

oversight o the health sector leadership team

To empower the secretariat so that it can perorm

against the agreed-upon work plan; this includes

acilitating and supporting the connection between

the health sector leadership team members and its

secretariat so that all actions can be taken on time

To monitor the programme throughout its lie cycle

and make strategic decisions regarding shits in

strategy or implementation


The successul implementation o a health sector

leadership programme relies heavily on the capacity

and level o empowerment o the secretariat. I the

secretariat is not included in key discussions or

communicated to on a regular basis, it will be

challenging or it to drive the required process

leading to the implementation o a good

programme. To this end, the members o the

health sector leadership team must view thesecretariat as its implementing body, and respect

its requests and communications.

Design the programme so that it will be

sustainable over multiple administrations.

The vision and goals o the programme

should not be used or pushing a political

agenda, but rather geared towards the

sectors overall goals, such as to help

ensure sustainability across administrations.


the Ministry o Health in Ghana

Consistent, active and strong leadership is

necessary or the health sector leadership

team meetings to take place and or the group

to ull its mandate. I a minister is the chair or

the health sector leadership team meetings,

his or her attendance at the meeting should

be a top priority.

The health sector leadership team should be seen

and treated as a cabinet or the minister. In this

light, the team is responsible or addressing priority

management and emerging issues, and providing

technical advice on policies and strategic direction

o the ministry.


Meeting agenda: Provide advice and review

to the secretariat in the generation o each

meeting agenda Review o meeting materials: Review the

prepared meeting materials in advance o

the health sector leadership team meetings

Budget management: Provide guidance and

budget approvals or the HSMLS Programme

that is managed by the secretariat

Key activities to be completed by

a secretariat with content support

rom leaders

Creation o the meeting agenda Preparation o the meeting materials

Management o the budget

Development o the meeting minutes


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Management Capacity Building

and Leadership Development

Purpose and objectives

To instil a communication and collaboration culture

among health sector leaders to enable them to

address system-wide issues

To ocus on building the management and

leadership capacities o the health sector

leadership team with the aim to strengthen

the healthcare system

To leverage the experience o the private sector

and to bring best in class, or eective solutions,

to the public sector in order to address identied

management and leadership gaps

To provide the health sector leadership team

with insights on how similar challenges have

been aced and met outside their sector


Beore embarking on a management capacity

building and leadership development programme,

it is important to conduct an analysis o the existing

management and leadership capacities. As a part

o this exercise, the capacity gaps should be identiedand prioritized by the top leadership.

Once gaps have been identied, the top leadership

should approve all topics and methods that will be

used to build capacity within the health sector

leadership team.

Many ministries have pre-existing relationships with

organizations in the private sector. Where possible,

these relationships should be leveraged.


the Ministry o Health in Ghana Allow the ormat o delivery to evolve over time;

this will provide or fexibility to ensure that the

leadership team is receiving the most out o the

meetings and the partnership.

It is good practice to involve dierent private sector

partners over the course o the implementation.

Beore engaging a private sector organization,

seek to understand what the specifc private sector

organization can contribute to the programme.

Workshops and practical activities allow the

leadership team to grasp concepts oered by the

private sector partner, strengthening the possibility

or successul skills transer.

Aim to obtain continuous eedback rom the

leadership team members to understand what

they eel would be most helpul to improve on the

perormance o the ministry, as well as how they eel

the inormation could best be communicated/shared.


Identifcation o gaps in management and

leadership capacity within the health sector

leadership team

Development o a new management and

leadership skills approach and plan:

Ater reviewing the gaps, leaders will

prioritize the scope o the programme

Engagement o the private sector according

to identied gaps to be addressed


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Health Sector Leadership

Programme Monitoring and

Evaluation


To develop the monitoring and evaluation

ramework, including key measurements

that will be used to measure the progress

and accomplishments achieved as a result

o the programme

To obtain a baseline view o how the health

sector unctions rom the viewpoint o its leaders

and where its issues lie, and to understand how

engaged the team members are

To understand the views o members regarding

the implementation process (meetings, issues,

management spotlights, leadership, etc.) on a

periodic basis

To continually monitor the progress o the group,

so that adjustments to the programme can be

made to increase eectiveness

To understand how the group is adapting to

a change, i it is making progress or resisting

the change

Key considerations or leaders When designing a monitoring and evaluation

ramework, it is important to choose indicators

which are related to the goals, objectives and

scope o the programme.

It may be helpul to complete the baseline

survey beore the programme is ocially

kicked o. This way, the results rom the rst

cycle o data collection will be representative

o the state o the organization beore any

results o the programme are expected to

be demonstrated. The baseline survey should be repeated

at regular intervals over the lie cycle o the

programme. To demonstrate accurate results,

indicators should more or less remain the same.

I changes to scope or strategic direction occur,

some changes may be necessary.


the Ministry o Health in Ghana

Group dynamics need to be well understood

when preparing the baseline survey. For instance,questions on engagement are worthless i people

eel that they cannot speak reely and honestly.

Additionally, a survey may not be the best avenue

or collecting the baseline data.

Data rom the survey must be easy or the ministry

or secretariat to collect. As a result, indicators may

need to be adapted or changed to allow or easier

data collection.


Identication o perormance indicators and targets:Leaders will dene perormance indicators.

Key activities to be completed

by a secretariat with content

support rom leaders

Development o perormance indicators

and targets

Development o the monitoring and

evaluation ramework

Development o the monitoring and

evaluation survey


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Toolkit or a Secretariat to Support

a Health Systems Management and

Leadership Strengthening Programme


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This toolkit is meant for:

The ministry of health and other departments or

individuals that will act as the secretariat responsible

for facilitating the implementation of a Health SystemsManagement and Leadership Strengthening Programme.

The purpose of the toolkit

The purpose of the toolkit is to provide the secretariat

with the guidelines for building the institutional

capacity to support a Health Systems Management

and Leadership Strengthening Programme.

How does the toolkit work?

The toolkit has been assembled to allow for

fl exibility of the tools used for implementation.

Each country that implements a health sector

leadership programme will have a set of unique

requirements, and will therefore need to determine

which tools are most appropriate. The tools included

have been designed to be easily adaptable for a

variety of contexts. For optimal results, a secretariat

should make any necessary adjustments to the

templates included so that the formats, data and

timing are coordinated with the programmes needs.

This toolkit should be used together with

the guide that has been designed for

health leaders.

What is the role of a secretariat

in supporting the ministrys health

sector leadership team in its efforts

to strengthen the health system?

The secretariat provides instrumental mobilization,organization and logistical support that allows for a

health sector leadership group to convene in a timely

and meaningful way. The secretariat will provide

support in three key areas over the life cycle ofthe

programme: governance and communication,

monitoring and evaluation, and meeting preparation.

While the secretariat will not be accountable for

the creation of the content of programme materials,

it will be responsible for the assembly and

dissemination of key outputs. For a health sector

leadership group to be effective, it is critical toassemble a secretariat comprised of individuals

with the appropriate skills, level of infl uence

and commitment.

The phases of building and running

a health sector leadership group

Institutionalising a Health Systems Management

and Leadership Strengthening Programme requiresbuilding capacity and skills; improving communication

and collaboration; managing the process, and involves

several phases. These phases, which require the

engagement of a secretariat, include initialization,

programme execution, monitoring and evaluation.

During the initialization phase, the ministrys focus

is on defi ning the vision, goals and intended outputs

of the programme. The ministry will also set the strategy

and identify tactical avenues for implementation.

The secretariat will support the ministry during thisperiod by building the structures and methods that

will serve as the foundation for the programme and

will enable the ministry to attain the desired outcomes.

The programme execution phase will centre on the

implementation of the strategies and approaches laid

out in the initialization phase. The secretariat will be

responsible for facilitating the implementation, which

includes the planning, elaboration and execution of the

health sector leadership group meetings. This phase

also incorporates the ongoing activities that will be

required to maintain the group, such as budget planning.

The programme includes a monitoring and

evaluation phase, so that progress made towards

the achievement of the ministrys goals can be tracked

and reported to the ministrys leadership team. The

monitoring and evaluation activities laid out in this

toolkit will be most effective if used in collaboration

with an existing monitoring and evaluation department

or structure within the ministry.

Health Systems Managementand Leadership Strengthening

Programme blueprint

The secretariat blueprint provides a visual plan for the

implementation of a health sector leadership programme,

based on the key activities that have been outlined in the

secretariat toolkit.

The blueprint serves as a suggested roadmap for

the initialization and execution of a health sector

leadership programme. A ministry of health secretariatcan use the blueprint as a visual planning aid.


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Initialization

Pro

gramme

Ex

ecution

Monitoringand

Evaluation

Month 0-3 3-6 6 through Programme Life Cycle

Update Secretariat Work Plan

Create Agenda

Execute M&E Survey

Report M&E Survey Results

Meeting Invitation and Package

Materials and Logistics

Budget Management

Post Meeting Follow-up

Comm. Channels

and Methods

Memorandum ofUnderstanding

Policy Brief

Programme

Kick-off

Secretariat

Work Plan

Terms of Reference

Def. Performance

Indicators and Targets

Def. M & E

Framework

Initial Budget

Execute Baseline

Survey

Visualisation o the activities required and their timing by phases

Initialization

Monitoringand

Evaluation

Month

Week

1

1 2 3 4

2

1 2 3 4

3

1 2 3 4

4

1 2 3 4

5

1 2 3 4

M&E Framework

Kick-Off

Secretariat Workplan

Evaluate Comm Methods

Program Policy Brief

ToRMoU

Identify

Stakeholders

Report

M&E

Dev. and Execute M&E

Survey

Performance Indicators

and targets

Detailed timeline of activities during the initialisation, monitoring & evaluation phases


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Health Systems Management

and Leadership Strengthening

Programme Initialization


To support the ministry o health in the initialization

o a Health Systems Management and Leadership

Strengthening Programme, by providing resources

to document the initial structures, guiding principles

and strategies that will be necessary to secure the

oundation or the programme

To dene and/or develop communication channels

and methods or the eective sharing o inormation

To mobilize the secretariat that will support the

leadership team, including the identication o

appropriate resources and organizational

structures (i applicable)

Key tasks

1.Develop oundational documents:The secretariat will be included in the initial

programme design discussions with the

ministry o health so that key decisions on

the scope and process can be recorded

and included in the ollowing documents.

Programme policy brie

Purpose and objectives: To document the policy

that will govern the programme and to provide

key inormation to the programme stakeholders

(both members and partners). Additionally, the brie

will be used to kick-start the communication on the

initiation o the programme.

What is it? This policy brie will serve as the

rst ocial communication regarding the

programme, and should include inormation on

the ministers vision in convening such a team,the process the programme will ollow, upcoming

steps and expectations o participation. Other

important elements to include in the brie are the

programme background, purpose, expected

benets, leadership support and inormation on

private sector partners, i relevant.

When should it be done? The brie should

be completed within the rst two months o

commencing the programme, and several

months beore the programme kick-o.

Template: Policy_Brie_Template

Memorandum o understanding (MoU)

Purpose and objectives: An ocial and signed

document that serves as an agreement between

the ministry o health and one (or more) partner(s)

with whom the ministry o health will engage in

the Health Systems Management and Leadership

Strengthening Programme.

What is it? An MoU should document specic

responsibilities and expectations o all parties

related to their involvement in the programme.

The MoU should include the purpose and

objectives o the partnership, the roles and

responsibilities o each party, and the nancial

terms o the agreement.

When should it be done? An MoU should be

developed and signed during the beginning phaseo initialization, once decisions on scope, roles and

responsibility have been agreed upon.

Template: MoU_Template

Terms o reerence (ToR)

Purpose and objectives: To document the specic

structure, processes and roles o the health sector

leadership team.

What is it? The document acts as a charter

or the health sector leadership team and

serves as a guide throughout the lietime othe project. The ToR should include inormation

on the vision, scope, objectives and expected

outcomes o the project. Additionally, it should

identiy the members that make up the health

sector leadership team and clariy their roles

and responsibilities.

When should it be done? The ToR should be

developed during the initialization phase o

the project, beore the rst leadership meeting

takes place. The document should be reviewed

during the rst meeting, with the goal o gainingconsensus (buy-in) rom all the members o the

health sector leadership team.

Considerations: I this document is used as a

charter, it is important to communicate the content

with each o the members o the leadership team

ahead o time. This will help to increase the teams

level o buy-in and provide an opportunity to include

their eedback beore it is presented at a meeting.

An option may be to have the members sign the

document during the rst meeting as a symbol

o their acceptance and commitment to the

programme.

Template: ToR_Template
http://www.weforum.org/pdf/GHI/Policy_Brief_Template_edited.dochttp://www.weforum.org/pdf/GHI/MoU_Template_edited.dochttp://www.weforum.org/pdf/GHI/ToR_Template_edited.dochttp://www.weforum.org/pdf/GHI/ToR_Template_edited.dochttp://www.weforum.org/pdf/GHI/Policy_Brief_Template_edited.dochttp://www.weforum.org/pdf/GHI/MoU_Template_edited.doc


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Secretariat work plan

Purpose and objectives: To document the planned

steps, activities and responsibilities o the secretariat

over the lietime o the project.

What is it? A work plan documents all activities

that are required to implement a programme.

The secretariat work plan ocuses on tasks related

to the execution o the health sector leadership

team meetings. Additionally, the work plan serves

as a consensus-building document, as it clearly

outlines the required tasks to be ullled by

the secretariat and highlights those that need

the support o the ministry o health. Both the

secretariat and the ministry representatives

should endorse the work plan. Each task

should have a specic resource and duedate assigned to it.

When should it be done? The work plan should

be completed ater the project scope is nalized

and beore implementation starts. However, it will

be updated on a regular basis and may require

adjustments throughout the programme lie cycle

to refect changes to the programme.

Considerations: The ormat o the work plan

needs to be comprehensive enough so that

a team can understand the current status o each

item at any time, but it must also work or thesecretariat. Adjust the sheet as needed to t the

countrys process.

Template: Secretariat_Work_Plan_Template

2.Defne communication channels

and methods:

Strategically planning or eective programme

communication is a key to the success o a health

sector leadership programme. The ollowing activi-

ties will aid in the planning and execution o eective

communications.

Identiy stakeholders

Purpose and objectives: To identiy all audiences

concerned with the programme (core and non-core

members o the health sector leadership team).

What is it? The secretariat should document

all audiences (individuals) that will be receiving

communications throughout the programme

lie cycle. The analysis should be done to

understand the most eective communicator

or each audience and the most appropriate

type o message.

When should it be done? Complete this analysis

during the beginning o the initialization phase

o the programme beore the rst communication

needs to be sent.

Considerations: The programmes audience may

at times extend beyond the core members o the

leadership group, to include certain health sector

experts or ministry o health employees who

might be asked to play a role in select meetings.

Additionally, it may be helpul, depending on

the type o communication to go out, to develop

consistent channels or communication.

For example, the invitation or the meetings is

always sent rom the secretariat, while other

communications, such as those regarding

inormation on changes to the team or within theministry o health, might be more eective i sent

rom the ministers oce.

Template: Comm_Audience_Analysis_Template

Evaluate communication methods

Purpose and objectives: To analyse the optimal

communication channels/methods or sending

inormation on the programme so that messages

reach their intended target.

What is it? An evaluation o communication

methods that allows or the secretariat to determinewhich avenues or sending and receiving inormation

will be most eective or the programme. It is

important to the programmes eorts to determine

what method (e-mail, phone calls, text messages

or mail by post) enables messages to reach the

right people at the right time. This activity builds on

the identiy stakeholders task above, and will aid

a secretariat in completing the Comm_Audience_

Analysis_Template.

When should this be done? Communication

methods are to be evaluated during the

initialization phase once the members, roles

and responsibilities have been determined.

Considerations: To evaluate the communication

methods or a programme, the secretariat

will need to consider the historical fow o

communications within the ministry o health.

An evaluation template has been provided to aid

in the evaluation process. It might be necessary

to use multiple communication messages and

channels or each event. For instance, meeting

invitations may require the use o e-mail to

send the notice and phone calls to conrmparticipation.

Template: Comm_Audience_Analysis_Template
http://www.weforum.org/pdf/GHI/Secretariat_Work_Plan_Template_edited.xlshttp://www.weforum.org/pdf/GHI/Comm_Audience_Analysis_Template_edited.xlshttp://www.weforum.org/pdf/GHI/Comm_Audience_Analysis_Template_edited.xlshttp://www.weforum.org/pdf/GHI/Comm_Audience_Analysis_Template_edited.xlshttp://www.weforum.org/pdf/GHI/Comm_Audience_Analysis_Template_edited.xlshttp://www.weforum.org/pdf/GHI/Secretariat_Work_Plan_Template_edited.xls


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3.Programme kick-o:

Ocially commencing the programme is

an important milestone activity. A programme

kick-o is described below.

Purpose and objectives: To ormally launch

the programme, educate stakeholders on

the process and their respective roles.

What is it? A programme kick-o signals the

start o the execution phase o a Health Systems

Management and Leadership Strengthening

Programme. Programme kick-os can take place

in many dierent orms. It can be eective to host

a meeting or all key stakeholders, in which the

details o the programme are explained. In any

case, the secretariat will support the ministersoce to ormalize the kick-o approach

and activities.

When should this be done? Kick-os should

be hosted once the planning phase o the

health sector leadership programme is complete.

This event triggers the switch rom initialization

to programme execution.

Considerations: One possibility or hosting a

kick-o meeting is to build o another meeting

or seminar to which the stakeholders are invited.

This minimizes cost and leverages the peopleattending the meeting/seminar.

Health Sector Leadership Group

Monitoring and Evaluation (M&E)

Purpose and objectives To develop the monitoring and evaluation ramework,

including key indicators that will be used to measure

the progress and accomplishments achieved as a

result o he programme

To obtain a baseline view o how the health

sector unctions rom the viewpoint o its leaders

and where its issues lie, and to understand how

engaged the health sector leadership team

members are

To understand, on a periodic basis, the views

o the leadership team members regarding theimplementation process

To continually monitor the progress o the group,

so that adjustments to the programme can be

made to increase eectiveness

To understand how the team members are

adapting to a change, i they are making

progress or are reluctant to change

Key tasks

1.Develop a monitoring and evaluation

ramework:To choose perormance targets and build the

ramework that will measure the progress made

by the programme over its lie cycle.

Defnition o perormance indicators

and targets

Purpose and objectives: To identiy measurable

and meaningul indicators and targets that

provide accurate data on the perormance o

the programme.

What is it? Indicators are measures used to helpthe ministry dene and evaluate how successul

it is in terms o meeting the goals o the programme.

Measurements should be chosen based on

specic organizational elements that may impact

the programme. Targets dene a milestone or a

goal which the organization aspires to achieve.

When should it be done? Indicators and targets

should be chosen while programme planning is

taking place.


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Considerations: Choose indicators that are

relatively simple to collect, but that still allow

or measuring the programmes impact.

To demonstrate the progress towards achieving

the objectives o the programme, indicators

should clearly be able to demonstrate the

achievement o the set goals o the programme.

Targets should be chosen based on the timing

o data collection as well as the expected

outcomes o the leadership programme.

Template: Perormance_Indicators_and

_Targets_Template

Development o the M&E ramework

Purpose and objectives: To develop a tool

or capturing and recording all M&E data.

What is it? The M&E ramework outlines the

approach that will be used to capture the

data or each indicator, the requency o data

measurement and evaluation, how the data will

be displayed and reported upon, and what will be

done with the results to ensure targets are met in

the next round. Additionally, the ramework should

capture who is responsible or the entire M&E

process as well as assign specic tasks.

When should it be done? The ramework should

be developed ater the indicators have beendecided upon.

Considerations: I the ministry o health has an

existing, relevant M&E ramework, the health

sector leadership committee M&E should be

embedded in it. It is also helpul to determine,

rom the beginning, who will gather the data and

who will be responsible or reporting the results.

2.Gather the M&E data and report:An ongoing process where the results achieved

towards the targets or each indicator is measuredand reported.

Develop and execute the M&E survey

Purpose and objectives: To develop a set o

questions that will demonstrate the health sector

leadership teams view o how the organization

unctions, where its issues lie and the level o

engagement o its members. The initial execution

o the survey will provide a baseline set o data

o where the leadership team stands in relation

to its set targets. Repeating the survey at regular

intervals provides an up-to-date view o progress

achieved through the implementation o

the leadership programme.

What is it? By conducting a survey o the

leadership team, the organization is able to

generate a current picture o the perceived

unctioning o the organization at a certain

moment, through the collection o various

view points. The survey results will indicate

specic areas where issues require attention.

The leadership o the ministry should consider

the results o the baseline survey while scoping

the Health Systems Management and Leadership

Strengthening Programme, and should continue

to monitor results throughout the lie cycle o

the programme to understand where progress

has been made so ar and what other specic

interventions are needed to urther improve

communications and leadership capacitieswithin the leadership team.

When should it be done? A baseline survey

should be carried out beore the health sector

leadership team meetings commence.

The survey should then be repeated on an

annual basis so that progress can be monitored.

Additionally, to provide more immediate updates

or M&E results, shorter surveys can be executed

throughout the year.

Considerations: The ormat, questions and

collection method need to be simple, and easyto understand and implement. In addition, a set

o xed questions should be included each time

the survey is carried out, so that progress can

be tracked over time. Additional questions can

be added, based on pressing issues and specic

situations.

Template: Baseline_Survey_Template

Report on M&E

Purpose and objectives: To demonstrate the

achievement o a health sector leadership team,through presenting the survey results to the

ministry o health.

What is it? A report on the results rom each

survey execution. Communicating the results

to the ministry and to the leadership team is

important to ensure that all stakeholders have

an understanding o the progress made towards

the teams goals.

When should it be done? A report should

be generated and communicated to relevant

individuals within the ministry as well as to the

health sector leadership team, directly ater theresults are collected and analysed.
http://www.weforum.org/pdf/GHI/Performance_Indicators_and_Targets_Template_edited.dochttp://www.weforum.org/pdf/GHI/Performance_Indicators_and_Targets_Template_edited.dochttp://www.weforum.org/pdf/GHI/Baseline_Survey_Template_edited.dochttp://www.weforum.org/pdf/GHI/Baseline_Survey_Template_edited.dochttp://www.weforum.org/pdf/GHI/Baseline_Survey_Template_edited.dochttp://www.weforum.org/pdf/GHI/Performance_Indicators_and_Targets_Template_edited.doc


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Considerations: Be sensitive to how and to whom

the results are communicated. Ministry o health

protocol should be kept in mind when preparing

the survey and sharing its results.

Programme Execution


To provide support to the ministry leadership and

health sector leadership team in the implementation

o the programme and health sector leadership

meetings

To implement against the secretariat work plan as

documented during project initialization

Key tasks

1.Update secretariat work plan

Purpose and objectives: To update the secretariat

work plan at the beginning o each meeting

planning cycle, providing a plan or how meeting

planning will be executed.

What is it? The work plan captures all o

the actions that should be implemented to

acilitate the preparation o each meeting.

The plan needs to be constantly updated

to monitor the tasks that need to be executedto support the health sector leadership meetings.

When should it be done? A new work plan should

be created immediately ollowing a health sector

leadership team meeting to plan accordingly

or the next meeting cycle. The sheet should be

updated requently throughout the planning lie

cycle to refect an accurate status o planning.

Considerations: For historical records, it is

helpul to save a copy o the completed work

plan ater each meeting, to refect the entire

planning process. Additionally, i multiple parties

are involved in the meeting planning process, it ishelpul to have only one person responsible or the

plan to control data updates.

Template: Secretariat_Work_Plan_Template

2.Create the meeting agenda

Purpose and objectives: To document the agenda

or an upcoming health sector leadership team

meeting.

What is it? The health sector leadership team will

be responsible or determining the discussion

points or each agenda. It will be the responsibility

o the secretariat to capture these agenda points,

develop the next agenda and obtain approval

rom key people within the ministry o health prior

to the next leadership team meeting. Additionally,

i new issues or topics are brought orth between

meetings, the secretariat should work with the

ministrys leadership to determine i the points

are to be included in the next agenda.

When should it be done? Agenda points or the

next leadership team meetings are to be captured

during the current leadership team meeting; the

agenda or the next team meeting should be

prepared and approved at least one month

prior to the meeting.

Considerations: Between meetings, new priorities

or issues may arise within the ministry o health.

The agenda needs to remain relatively fexible

to account or these items. It may increaseawareness and eectiveness o the leadership

team meetings to decide on a theme or each

meeting. Having a theme is an interesting way

o communicating to the members the motivation

and purpose or convening.

Template: Agenda_Template

3.Distribute meeting invitation and

supporting materials

Purpose and objectives: To ocially notiy the

health sector leadership team o the meetingdate and location, and to provide them with the

necessary brieng documents.

What is it? The meeting invitation needs to be

sent at least one month prior to the upcoming

leadership team meeting. The invitation includes

inormation on the meeting dates, location and

agenda. Supporting materials, such as policy

documents or project bries, can also be sent to

participants along with the invitation.

When should it be done? Supporting materials

should be distributed no less than two weeks

beore the meeting, i not already sent with the

meeting invitation.

Considerations: It may be helpul to distribute

the invitation and supporting materials

through multiple channels. In Ghana, packets

were distributed via e-mail and mail by post.

Acknowledgement o meeting invitations were

also conrmed via telephone conversations and

text messages.
http://www.weforum.org/pdf/GHI/Secretariat_Work_Plan_Template_edited.xlshttp://www.weforum.org/pdf/GHI/Agenda_Template_edited.dochttp://www.weforum.org/pdf/GHI/Secretariat_Work_Plan_Template_edited.xlshttp://www.weforum.org/pdf/GHI/Agenda_Template_edited.doc


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4.Prepare meeting materials

and logistics

Purpose and objectives: To ensure that all details

regarding the health sector leadership team

meeting are accounted or and completed.

What is it?

- Meeting materials should include presentations

or the meeting, details on health sector issues

or priorities, meeting minutes rom previous

meetings and other topic presentations, such

as an overview o a pressing issue within the

sector.

- Logistics include meeting location, printed

materials, room setup, conrmation o

attendance, catering, etc.

When should it be done? Logistics preparationbegins at the close o the previous meeting with

the documentation and distribution o the meeting

minutes. Preparation continues throughout

the period leading up to the next health sector

leadership team meeting.

5.Budget management

Purpose and objectives: To develop accurate

estimates and document all expenditures related

to the health sector leadership programme.

What is it? A document that refects all costs andexpenditures related to a health sector leadership

team programme. This document will also aid in

planning the budget or subsequent years o the

programme.

When should it be done? An initial budget should

be created during the planning phases o the

programme, so that the health sector leadership

programme can be accounted or during the

budgeting process o the ministry o health and

the agencies. Ater each meeting, the budget

should be updated to refect actual expenditures.

Template: Budget_Management_Template

6.Post meeting ollow-up

Purpose and objectives: To wrap up each health

sector leadership team meeting by documenting

decisions made and actions to be taken, and then

to communicate them to the team.

What is it? This includes documenting and

distributing the meeting minutes, updating

the priority and issue list, and distributing

any relevant materials.

When should it be done? Translating the minutes

should start the week ollowing the meeting.

Meeting minutes should be approved and

distributed within three weeks o the meeting.

Considerations: Meeting minutes should cover the

important takeaways rom the meeting, including

action items, but should not exceed ve pages.

Template: Meeting_Minute_Template
http://www.weforum.org/pdf/GHI/Budget_Management_Template_edited.xlshttp://www.weforum.org/pdf/GHI/Meeting_Minute_Template_edited.dochttp://www.weforum.org/pdf/GHI/Budget_Management_Template_edited.xlshttp://www.weforum.org/pdf/GHI/Meeting_Minute_Template_edited.doc


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Notifcation o the World Economic

Forum Templates or a Health Sector

Leadership ProgrammeThese templates have been designed by the World

Economic Forum to be easily adaptable. Each

country that implements a health sector leadership

programme will have a set o unique requirements,

and will thereore need to determine the most

appropriate use or each template. The World

Economic Forum has suggested this template as a

guideline; all text within the template is or illustration

only. The secretariat responsible or using the

templates should make necessary adjustments so

that the text, ormats and data refect the ministrysand programmes needs.

Note: Beore modiying the template, save the

document under a new name on your local

drive, so that the template is not overwritten.

Policy BrieTemplate

click here

MoUTemplate

click here

ToR

Template

click here

Secretariat

Workplan

Template

click here

Perormance

Indicators

and Targets

Template

click here

Comm Audience

Analysis

Template

click here

Agenda

Template

click here

Baseline Survey

Template

click here

Budget

Management

Template

click here

Meeting Minute

Template

click here
http://www.weforum.org/pdf/GHI/Policy_Brief_Template_edited.dochttp://www.weforum.org/pdf/GHI/MoU_Template_edited.dochttp://www.weforum.org/pdf/GHI/ToR_Template_edited.dochttp://www.weforum.org/pdf/GHI/Secretariat_Work_Plan_Template_edited.xlshttp://www.weforum.org/pdf/GHI/Performance_Indicators_and_Targets_Template_edited.dochttp://www.weforum.org/pdf/GHI/Comm_Audience_Analysis_Template_edited.xlshttp://www.weforum.org/pdf/GHI/Agenda_Template_edited.dochttp://www.weforum.org/pdf/GHI/Baseline_Survey_Template_edited.dochttp://www.weforum.org/pdf/GHI/Budget_Management_Template_edited.xlshttp://www.weforum.org/pdf/GHI/Meeting_Minute_Template_edited.dochttp://www.weforum.org/pdf/GHI/Comm_Audience_Analysis_Template_edited.xlshttp://www.weforum.org/pdf/GHI/Meeting_Minute_Template_edited.dochttp://www.weforum.org/pdf/GHI/Budget_Management_Template_edited.xlshttp://www.weforum.org/pdf/GHI/Agenda_Template_edited.dochttp://www.weforum.org/pdf/GHI/Baseline_Survey_Template_edited.dochttp://www.weforum.org/pdf/GHI/Performance_Indicators_and_Targets_Template_edited.dochttp://www.weforum.org/pdf/GHI/Secretariat_Work_Plan_Template_edited.xlshttp://www.weforum.org/pdf/GHI/ToR_Template_edited.dochttp://www.weforum.org/pdf/GHI/MoU_Template_edited.dochttp://www.weforum.org/pdf/GHI/Policy_Brief_Template_edited.doc

Documents

Health Toolkit