Health Systems Management Training Course

Participants can define accountable governance arrangements for health service decisions.

• Governance roles across ministry, purchaser, regulator, provider and community bodies
• RACI matrix clarifying decision rights, accountability and escalation routes
• Stewardship functions: policy direction, regulation, intelligence and accountability
• Board reporting packs using exceptions, risks, decisions and actions
• Conflict-of-interest registers and recusal procedures for procurement decisions
• Social accountability mechanisms: scorecards, hearings, complaints and public reporting

Participants can prioritise population health needs using service and demographic evidence.

• Population profiles combining demographic, epidemiological, socioeconomic and geographic data
• Burden-of-disease measures using incidence, prevalence, mortality and disability data
• Service utilisation rates compared with estimated population need
• Equity stratifiers: income, gender, disability, age, location and migration status
• Community consultation methods capturing barriers, preferences and trust concerns
• Priority-setting criteria balancing burden, feasibility, cost and expected benefit

Participants can design service delivery arrangements aligned with priority population needs.

• Service delivery models: primary care, hospital care and community outreach
• Care pathways mapping prevention, diagnosis, treatment, rehabilitation and follow-up
• Network design matching service levels to acuity and catchment populations
• Access standards covering travel time, waiting time and service availability
• Integrated care arrangements for chronic disease, maternal health and mental health
• Service package definitions specifying interventions, workforce, equipment and referral criteria

Participants can strengthen referrals, counter-referrals and continuity across provider settings.

• Referral criteria distinguishing cases managed locally from specialist escalation
• Counter-referral protocols returning clinical information and follow-up responsibilities
• Patient flow mapping from first contact through discharge and community support
• Transport coordination for emergency transfers, rural access and appointment attendance
• Referral completion indicators identifying missed appointments and transfer failures
• Case management roles for patients with complex and multiple needs

Participants can prepare workforce actions based on service demand and skill requirements.

• Workload Indicators of Staffing Need applied to priority service units
• Skill-mix analysis matching clinical, administrative and community roles
• Workforce establishment plans comparing funded posts, vacancies and deployment
• Duty rosters balancing demand patterns, fatigue risk and staff availability
• Retention actions addressing supervision, professional development and rural deployment
• Performance conversations using agreed objectives, evidence and development actions

Participants can connect financing choices with service coverage, equity and financial protection.

• Health financing functions: revenue collection, pooling and strategic purchasing
• Programme budgets linking service outputs, unit costs and funding sources
• Capitation, fee-for-service and case-based payment incentives compared
• Budget variance analysis separating volume, price, mix and timing effects
• Financial protection measures tracking out-of-pocket spending and catastrophic expenditure
• Resource allocation criteria balancing need, equity, efficiency and political commitments

Participants can manage supply risks affecting essential medicines and clinical equipment.

• Essential medicines lists aligned with priority conditions and service packages
• ABC-VEN analysis classifying inventory by value and clinical criticality
• Reorder point calculations using consumption, lead time and safety stock
• Stock-out root-cause analysis covering forecasting, procurement, storage and distribution
• Cold-chain monitoring requirements for temperature-sensitive medicines and vaccines
• Equipment lifecycle plans covering selection, maintenance, calibration and replacement

Participants can use health information responsibly for operational management and reporting.

• Routine health information system architecture from facility registers to national reports
• Data quality assessments checking completeness, timeliness, accuracy and consistency
• Indicator reference sheets defining numerators, denominators, sources and frequency
• Data triangulation comparing routine reports, surveys, audits and financial records
• DHIS2 dashboards interpreted for service trends, gaps and outliers
• Data governance controls covering privacy, access, retention and data correction

Participants can lead structured quality improvement for priority service problems.

• Donabedian structure, process and outcome measures for quality assessment
• Model for Improvement questions defining aims, measures and change ideas
• Plan-Do-Study-Act cycles tested on focused service process improvements
• Process mapping identifying handoffs, rework, queues and non-value-added steps
• Clinical audit criteria compared with documented practice and improvement actions
• Run charts distinguishing common-cause variation from special-cause signals

Participants can establish management controls for common patient safety risks.

• Incident reporting systems separating adverse events, near misses and hazards
• Root cause analysis using event timelines, contributing factors and corrective actions
• Failure mode and effects analysis for high-risk clinical processes
• Safety huddles reviewing current risks, staffing pressures and escalation needs
• Infection prevention controls covering hand hygiene, waste and isolation procedures
• Open disclosure principles following preventable harm and serious incidents

Participants can build performance systems that support timely management action.

• Balanced Scorecard perspectives adapted for health service management priorities
• Key performance indicators linking inputs, outputs, outcomes and equity
• Target-setting methods using baselines, benchmarks, capacity and expected demand
• Performance review meetings focused on exceptions, causes, decisions and owners
• Traffic-light reporting rules preventing misleading aggregation and false assurance
• Accountability action logs tracking commitments, deadlines, evidence and closure

Participants can improve patient flow, capacity use and daily service reliability.

• Demand and capacity analysis for clinics, wards, theatres and diagnostics
• Queue analysis using arrival patterns, service times and waiting measures
• Bottleneck identification through patient flow data and direct observation
• Daily management boards showing demand, staffing, delays and safety issues
• Appointment systems reducing no-shows, overbooking and uneven workload
• Standard work documents defining repeatable tasks, timings and escalation points

Participants can embed equity and community voice in service planning decisions.

• Equity impact assessments identifying groups excluded by current service arrangements
• Barrier analysis examining cost, language, stigma, transport and disability access
• Community advisory groups structured with representation, agendas and feedback loops
• Gender-responsive service design addressing privacy, safety and caregiving responsibilities
• Disability inclusion standards for physical access, communication and reasonable adjustments
• Disaggregated indicator reviews revealing unequal access, experience and outcomes

Participants can assess digital health proposals against service, data and implementation needs.

• Digital health use cases defined by service problems and user needs
• Interoperability requirements covering patient identifiers, coding and data exchange
• Electronic medical record workflows aligned with clinical documentation and handoffs
• Telehealth service models assessing clinical suitability, connectivity and safeguarding
• Digital adoption plans covering training, workflow change and user support
• Cybersecurity controls addressing access management, phishing, backups and incident response

Participants can prepare operational continuity measures for health emergencies and disruptions.

• Hazard vulnerability assessments ranking outbreaks, disasters, conflict and infrastructure failures
• Incident command structures defining authority, roles, communications and reporting
• Surge capacity plans for beds, staffing, supplies and referral transport
• Business continuity plans maintaining essential services during major disruptions
• Emergency risk communication messages tailored for communities, staff and partners
• After-action reviews converting response lessons into assigned improvement actions

Participants can lead implementation through structured stakeholder engagement and change controls.

• Change impact assessments identifying affected roles, processes, systems and behaviours
• Stakeholder engagement plans specifying messages, channels, timing and accountable owners
• Kotter's eight-step process adapted for health service improvement programmes
• Resistance analysis distinguishing legitimate concerns from misinformation and avoidance
• Implementation readiness checks covering leadership, capability, resources and local support
• Communication plans linking case for change with operational instructions

Participants can convert system priorities into a costed and governed implementation plan.

• Theory of change linking interventions, assumptions, outputs and intended outcomes
• SMART objectives specifying population, service result, timeframe and measure
• Work breakdown structures sequencing activities, dependencies, milestones and accountabilities
• Costed implementation plans separating capital, recurrent and contingency requirements
• Risk registers scoring likelihood, impact, controls, owners and review dates
• Governance calendars scheduling decisions, reporting, assurance and corrective action

Participants can establish monitoring and evaluation arrangements for improvement initiatives.

• Results frameworks connecting resources, activities, outputs, outcomes and impact
• Baseline assessments establishing starting conditions before implementation begins
• Evaluation questions distinguishing relevance, effectiveness, efficiency and sustainability
• Mixed-methods designs combining routine data, interviews, observation and document review
• Learning reviews documenting decisions, adaptations, evidence and unresolved questions
• Benefits realisation tracking planned gains, actual results and corrective actions

Participants can build, review and present a complete costed health system improvement plan for a defined service challenge.

• Priority problem framed using population evidence, service data and stakeholder input
• System diagnosis connecting governance, workforce, financing, supplies and information
• Service model designed with referral pathways, access standards and equity controls
• Performance scorecard specifying indicators, targets, data sources and review cycles
• Costed implementation roadmap assigning milestones, owners, risks and governance controls
• Peer review testing feasibility, assumptions, trade-offs and accountability arrangements