Public Administration and Development
- Publication date:
- Nbr. 39-1, February 2019
- Nbr. 38-5, December 2018
- Nbr. 38-4, October 2018
- Nbr. 38-3, August 2018
- Nbr. 38-2, May 2018
- Nbr. 38-1, February 2018
- Nbr. 37-5, December 2017
- Nbr. 37-4, October 2017
- Nbr. 37-3, August 2017
- Nbr. 37-2, May 2017
- Nbr. 37-1, February 2017
- Nbr. 36-5, December 2016
- Nbr. 36-4, October 2016
- Nbr. 36-3, August 2016
- Nbr. 36-2, May 2016
- Nbr. 36-1, February 2016
- Nbr. 35-5, December 2015
- Nbr. 35-4, October 2015
- Nbr. 35-3, August 2015
- Nbr. 35-2, May 2015
- Guest Editors' Preface
- Issue Information
No abstract is available for this article.
- Strengthening family planning stewardship with a total market approach: Mali, Uganda, and Kenya experiences
Summary To improve overall market sustainability, governments and their donors are ramping up efforts to strengthen stewardship in developing country health markets. Key stewardship functions include generating intelligence that enable policymakers, ministerial leaders, and program managers to develop evidence‐based policies and strategies to improve the resource management, supply, and use of health products and services. The total market approach (TMA), an analytic and policy framework, generates market intelligence and improves evidence‐based decision‐making, and also strengthens other stewardship functions, such as building and sustaining partnerships, strengthening tools for implementation, aligning government policy with market interventions, and ensuring accountability/transparency. TMA evolved in response to the phase out of donor support for reproductive health (RH) and family planning (FP) programs and the need to improve coordination among public, private, nongovernmental organizations, and civil society to achieve greater equity, health impact, and market sustainability. To assess TMA's role in strengthening the stewardship of RH/FP markets, this article reviews three countries that applied TMA principles: Mali, Uganda, and Kenya. It identifies how TMA processes influenced stewardship functions and assesses to what degree these processes have contributed to concrete actions to improve market efficiency and sustainability.
- Stewardship and health systems strengthening: An overview
Summary The World Health Organization (WHO) introduced the concept of stewardship to clarify the practical components of governance in the health sector. For the WHO, stewardship concentrated on how government actors take responsibility for the health system and the wellbeing of the population, fulfill health system functions, assure equity, and coordinate interaction with government and society. This article overviews the contents of this special issue, which offers examples of how health stewards in a variety of countries have addressed issues of health security, primary care expansion, family planning, and quality of care. The contributors' articles draw lessons for policy, programs, and management useful for practitioners and scholars. Our overview identifies several themes emerging from the articles: the foundational role of legal frameworks for effective stewardship, the importance of institutional arrangements as enablers, the influence of regional and global entities on national stewardship, the connection between credible decision‐making structures and stewardship, and pathways to sustainable financing and domestic resource mobilization. The discussion concludes with highlighting several gaps in knowledge and practice related to health stewardship.
- Government stewardship and primary health care in Guatemala since 1996
Summary This article analyzes the role of government stewardship in the expansion of primary health care in post‐conflict Guatemala. By the time the Peace Accords were signed in 1996, the country's primary health care system was scarcely functioning with virtually no services available in rural indigenous areas. To address this gaping void/deficiency, the Ministry of Public Health and Social Assistance (MSPAS) embarked on a progressive expansion of primary services aimed at covering the majority of rural poor. Through a series of legal, policy, and program reforms up to 2014, the MSPAS dramatically expanded primary coverage and greatly improved basic health indicators for the entire population. To succeed in this effort, the MSPAS and its partners needed to simultaneously grow their stewardship capacity to oversee and develop the primary health system. On the basis of recent health systems strengthening literature, we propose a stewardship framework of 6 critical functions and use it to analyze the gains in government capacity that enabled the achievement of many of the country's primary health goals. Of the 6 stewardship functions, “building relationships, coalitions, and partnerships” especially with civil society organizations stands out as one of the keys to MSPAS success.
- Stewardship of health security: The challenges of applying the One Health approach
Summary Experience with the control of epidemics, notably the 2004 outbreaks of avian influenza, has demonstrated that a “One Health approach,” that recognizes that human, animal, and environmental health are interdependent, is the most effective way of dealing with threats from emerging infectious diseases (EID). However, introducing and applying a One Health approach is challenging for many countries. One of the key challenges relates to stewardship. The evolution of the strategies and policies used to introduce and adopt the One Health approach in the detection and response to EID over the period 2005 to 2017 is described at global level and in country case studies of Thailand and Indonesia. Both countries experienced significant outbreaks of H5N1 avian influenza from 2004 and have sought to adopt the One Health approach in their response strategies. The challenges for stewardship of health systems in introducing a One Health approach are described, and key lessons identified in regard to national level agency coordination, engagement of the broader civil society outside government, and developing a reliable, credible, and impartial decision‐making process. The concept of stewardship provides valuable insights for policymakers on how to incorporate a One Health approach into their EID response systems.
- Stewardship of quality of care in health systems: Core functions, common pitfalls, and potential solutions
Summary National Ministries of Health in low‐ and middle‐income countries (LMICs) have a key role to play as stewards of the quality agenda in their health systems. This paper uses a previously developed six‐point framework for stewardship (strategy formulation, intersectoral collaboration, governance and accountability, health system design, policy and regulation, and intelligence generation) and identifies specific examples of activities in LMICs in each of these domains, pitfalls to avoid, and possible solutions to these pitfalls. Many LMICs now have quality strategies with clear vision statements. There are good examples of quality agencies and donor collaboration councils to coordinate activities across different sectors. There are multiple options for accountability, including public reporting, community accountability structures, results‐based payment, accreditation, and inspection. To improve health system design, available tools include decision support tools, task‐shifting models, supply chain management, and programs to train quality improvement staff. Policy options include legislation on disclosure of adverse events, and regulations to ensure skills of health care providers. Lastly, health information tools include patient registries, facility surveys, hospital discharge abstracts, standardized population and patient surveys, and dedicated agencies for reporting on quality. Policy‐makers can use this article to identify options for driving the quality agenda and address anticipated implementation barriers.
- WHY WE LIE ABOUT AID, PABLO YANGUAS
- Towards an enhanced understanding of aid policy reform: Learning from the French case
Summary Major overhauls of aid policies and institutions are comparatively rare. When they happen, they are usually ascribed to pressures arising from outside donor agencies. Where internal forces for change are identified, the focus is on field operatives rather than political entrepreneurs based in donor head offices. This article homes in on the role of the political entrepreneur and shows how this actor can help effect top‐down reforms to overseas development assistance. It does so by combining a political entrepreneurship perspective with a broader theorisation of policy change, historical institutionalism, and applying this innovative framework to French aid reforms over the years (2001–2010) when Jean‐Michel Severino was Managing Director of the Agence Française de Développement. It finds that, although historical institutionalism can explain the broad direction of French changes in terms of “structural factors” such as exogenous shocks and new institutional configurations, it struggles to account for incremental shifts and the emergence of “new” ideas. Political entrepreneurship addresses these issues through its emphasis on individual human agents and their operational and ideational strategies. It concludes that this relatively parsimonious framework could provide an enhanced understanding of other reforms in the international development field and beyond.
- Issue Information
No abstract is available for this article.
- A Comparative Study of Legislation and Customary Law Courts in the French, Belgian and Portuguese Territories in Africa
- A Pilot Scheme for Two Kikuyu Improved Villages near Nairobi1
- A SURVEY OF AFRICAN MARRIAGE AND FAMILY LIFE1
- Abstracts section
- Administration and Finance
- Administrative development: An islamic perspective Muhammad A. Al‐Buraey Kegan Paul International Ltd., 1986, 470 pp.
- AFRICA'S MANAGEMENT IN THE 1990s AND BEYOND: RECONCILING INDIGENOUS AND TRANSPLANTED INSTITUTIONS Mamadou Dia World Bank, Washington DC, 1996, 293pp.
- Agrarian Reform in Iraq: Some Political and Administrative Problems
- AN ANALYSIS OF FACTORS EFFECTING CHANGES IN LAND TENURE IN AFRICA
- ANNEX A