health system management

1. HEALTH SYSTEMS MANAGEMENT II
COURSE CODE: KFPA 314 CREDITS: 2
UNIT ONE
LECTURER
DR JOSEPH TEYE NUERTEY

2. COURSE DESCRIPTION
• COURSE DESCRIPTION
• This course introduces important concepts in management in the
health sector.
• This covers the area of prudent management of resources,
financing and audit and management of equipment and logistics
and supplies.
• Is also discusses transport and estate management, the
implementation of the National Health Insurance Scheme and
quality assurance and the management of health information
systems.

3. COURSE OBJECTIVES
• At the end of the course the students will be able to:
• Explain the principles of managing resources.
• Describe finance and audit
• Apply the management processes for ensuring equipment,
logistics and supplies are where they ought to be at the correct
times.

4. COURSE CONTENT
• This is the second part of the health systems management course.
• This part discusses management of resources, including equipment
and logistics, finance audit and the health information systems as
well as quality assurance.

5. MODES OF DELIVERY
• MODES OF DELIVERY
• The following modes of delivery are recommended for this course:
• Lecture using appropriate visual aids
• Case Studies and presentations
• Seminars/workshops
• Group study/discussion
• Role Play
• Field Trips
• Tutorials, Demonstrations and Coaching
• Simulations / Games

6. Reading list
• Reading list
• Sakyi E K, Ahenkan A (2014). Health services management: readings from Ghana.
Digibooks Ghana Ltd. Tema, Ghana.
• Ray P K, Maiti, J; Editors (2018). Healthcare Systems Management: Methodologies
and Applications. Springer. Switzerland.
• Rogers M G (2017). You Are The Team: 6 Simple Ways Teammates Can Go From Good
To Great Paperback. CreateSpace Independent Publishing Platform.
• Ackon E K (1994). The Manaement of Health Services in a Developing Country: The
Case of Ghana. Independent Publishers.
• Buchbinder, N. H. S (2016). Introduction to Health Care Management. Jones &
Bartlett Publishers. Burlington.
• Ray P, Kumar M. J (Eds. 2018). Healthcare Systems Management: Methodologies and
Applications 21st Century Perspectives of Asia. Springer. Switzerland.
• Hooker R. S, Cawley J. F, Everett C. M (2017). Physician Assistants Policy and
Practice 4th Edition, Kindle Edition. F.A. Davis Company. Philadelphia

7. STUDENT EVALUATION
• Practicals: Five weeks hands-on practical attachment to the District
Health Directorate for skills acquisition.
• Continuous Assessment - 40%
• End of Semester Examination - 60%

8. Explain the principles of managing resources

9. Introduction
• The provision of health services involves putting together a
considerable amount of resources to deliver a large variety of
services.
• Effective district health services depend, to a large extent, on
proper management of available health resources.
• District health management teams need to be capable of
managing the health resources allocated and available in a
district.
• Most resources are expensive and in short supply.

10. Introduction
• Health workers have a responsibility to effectively and efficiently
use these scarce resources.
• Efficiency depends on how well these resources are managed.
• We shall consider the principles of management that govern the
use of health resources to achieve efficiency and effectiveness in
the delivery of health services at district level.
• DHMT members do not have to be experts in all the areas that will
be addressed.

11. Functions of Management
• DEFINING MANAGEMENT
• Management is the process of getting things done
through others.
• This process is identified in a set of functions
performed by managers to accomplish the goals.
• The main aim of management is to achieve the
organizational goals while using the organizational
resources most effectively.
• It is the art of getting things done through and with
people in formally organized groups.

12. Functions of Management
• DEFINING MANAGEMENT
• We manage an organization to achieve certain
objectives and goals.
• For this purpose, the manager performs some
fundamental functions.
• They are called managerial functions and basically
consist of five elements.
• The functions of management are:- 1. Planning 2.
Organizing 3. Staffing 4. Directing 5. Controlling

13. Functions of Management
• DEFINING MANAGEMENT
• It requires the efficient use of resources
combined with the guidance of people in order to
reach a specific organizational objective.
• It involves responsibility to achieve the
objectives and to fulfill specific organizational
purposes through economical and effective
planning and regulation.
• It’s about taking charge and ensuring focus is
placed on the things and aspects of the business
that help achieve the vision and the goals.

14. Functions of Management
• DEFINING MANAGEMENT
• Three key characteristics define the process of management.
• First, management is a process of continuing and related activities.
Each of the functions is related to each other and the functions
complement each other.
• It is hard to consider the functions in isolation, as management
requires each activity to complement one another.

15. Functions of Management
• DEFINING MANAGEMENT
• When you as a manager engage in one function, you in effect also
start the process of another function.
• The second core characteristic of management is about it
involving and concentrating on organizational goals.
• Management is largely focused on achieving the key mission of the
organization, its vision.
• Whilst there are detailed objectives it might focus on,
management is mainly interested in identifying the wider
organizational goals and using the different functions in order to
achieve the objectives.

16. Functions of Management
• DEFINING MANAGEMENT
• Each function takes the organization closer to achieving its
vision.
• Finally, management achieves the organizational goals by
working with people and organization resources.
• You might use different financial resources or physical
equipment as part of the process, while also directing and
guiding the staff towards the objectives.
• The manager is in charge of supporting the people and
connecting the right person with the right resources.

17. What are resources?
• Everything in our environment which can be used to satisfy our
needs, provided, it is technologically accessible, economically
feasible and culturally acceptable can be termed as resource
• The definition of a resource is something that is ready to use if or
when it is needed.
• An example of resource is extra money in a savings account
• A resource is a source or supply from which a benefit is produced
and that has some utility.

18. What are resources?
• Utility or usability is what makes an object or a substance a
'resource'.
• A resource is anything that can be used to satisfy a need and has
value
• Resources can broadly be classified upon their availability they are
classified into renewable and non-renewable resources

19. What are resources?
• Economic resources are also called factors of production because
they are used to produce goods and services.
• They are called inputs because they go into a production process
(like ingredients go into a bowl to make a cake), with the resulting
goods and services also being referred to as output
• It is also the supply of something that a country, an organization or
a person has and can use, especially to increase their wealth.
• Eg. the exploitation of minerals and other natural resources.

20. What are resources?
• What is a resource according to scholars?
• Resources are a kind of supply that can be drawn on by a person or
organization in order to function and execute plans, services and
projects.
• Resources can be in the form of money, material, staff, energy,
expertise, time and management, among other things
• Resources are necessary for human beings because of the following
reasons: Resources when used as a raw material satisfy the needs
and comforts of human beings

21. Types of resources at district level

22. Types of resources at district level
1. Human resources for health
2. Finance and accounts
3. Logistics
4. Physical Infrastructure
5. Drugs
6. Time and space
7. Health Information

23. What Is Resource Management?
• Resource management is the practice of planning, scheduling, and
allocating people, money, and technology to a project or program.
• In essence, it is the process of allocating resources to achieve the
greatest organizational value.
• Good resource management results in the right resources being
available at the right time for the right work.
• Resources are essential to reach your goal, whether that be
completing a task or a project or helping you analyze what is
necessary to do so.

24. The goal of resource management
• The goal of resource management is to use the best combination of
resources to satisfy requirements.
• Successful initiative completion rides on balancing available
resources against demand.
• “Leaders must enable careful initiative prioritization, prevent
resource overload, and promote flexible completion timing to
maximize value delivery.”

25. The goal of resource management
• To understand how to best utilize shared and limited resources, you
need visibility into demand and capacity, as well as required skills
for particular work versus available skills.
• You must consider schedules, budgets, and alignment with
corporate strategy to make sure you are prioritizing resources
across the portfolio to maximize its value.
• All of this and more fits under the resource management umbrella.

26. The Basics of Resource Management
• Resource management is critical for organizations to ensure they
are optimizing and allocating resources to the right initiatives – the
initiatives that are aligned to corporate strategy and bring the most
value.
• By minimizing waste and duplication,
• streamlining and automating processes, and maximizing and
speeding throughput,
• the enterprise is in a better position to respond quickly to
customer demands and be nimble to change.

27. The Basics of Resource Management
• Program and project delivery demand better resource
management.
• Regardless of work methodology, leaders seeking to practice
effective resource management must balance demand with
capacity while also understanding the needs of the business to
prioritize, plan, and schedule work with the right teams, people,
and skill sets.

28. The Basics of Resource Management
• Generally, the opportunity and challenge for leaders is to “respond
and move from a static to an agile planning approach, one that
can continually reshape the workforce to incorporate changes in
business and skill needs.”
• With increasing demand and change, continuously delivering value
with resources is not easy, even for the most mature organizations.
• It is a common and constant challenge for the enterprise: Making
sure there are enough of the right resources and funding on hand
to complete work well and on time.
• And that is where evolved resource management can help.

29. Why Is Resource Management Important?
• Resource management is all about transparency so you can see,
monitor, and attain what is required to deliver projects.
• It also enables you to minimize both idle time and
overutilization of resources.
• With full visibility both work and resources, you can more
effectively schedule, plan, and manage your resources, aligning
them with the right projects at the right time.
• It is easy to see the importance of resource management by
understanding the disadvantage of not having it.
• Without the right data, resource managers have little control over
their projects and no way of understanding:

30. Why Is Resource Management Important?
• Planning and scheduling – Understanding what resources are
available and when
• Available and required skills – Assessing the skills of each person
and whether additional skills (or people) need to be added
• Resource utilization – Knowing where people are already
committed and if those allocations are appropriate
• Resource capacity – Understanding true capacity to do work,
recognizing that not all time can be utilized

31. Why Is Resource Management Important?
• Resource prioritization and allocation – Identifying those prioritized
initiatives that the most attention and possibly specialized skills
• Resource management ensures resource managers have on-demand,
real-time visibility into people and other resources so they can have
greater control over delivery.
• When you execute resource management properly, you can help
your organization reduce costs, improve efficiencies, and boost
productivity.
• reduce risk, seeing potential resource conflicts early, responsive
mitigation, typically by reprioritizing projects or resources.

32. Why Is Resource Management Important?
• In this fast-evolving, high-demand world, these benefits are exactly
what the enterprise is looking for and one that the Project
Management Office (PMO) and / or resource managers can deliver
if given the right tools and process to follow.
• Keep in mind that resources are not only the people; resources are
also the:
• Technology / tools needed to enable people to execute tasks
• Budget required to fund the project

33. Why Is Resource Management Important?
• Locations and specialized equipment
• Resource management also demands a close inspection of
schedules and timelines.
• It is important to bring all of these elements together with the
goals of the business

34. Benefits of Resource Management
• For many organizations, resource management seems like an elusive
goal where success is just out of reach.
• A common misconception is that resource management requires a
large investment and a radical shift in process and culture.
• Organizations that focus on establishing or improving their
resource management capability reap benefits nearly immediately.
• While these benefits may vary depending on the organization and
the steps taken, it is common to discover that projects are more
frequently delivered on time and on budget.

35. Benefits of Resource Management
• When you have the data you need to plan and schedule, you can
allocate people based on their skills and availability.
• Managers are able to set the right expectations with their
customers when they understand current workloads, timelines,
priorities, and budgets.
• Instead of saying yes to everything with no regard to capacity,
resource managers can more accurately schedule projects based on
realistic, real-time data.
• Resource managers can make smarter decisions about how to staff
their teams, both in terms of headcount and required skills to
execute current and upcoming projects.

36. Benefits of Resource Management
• There is another key benefit derived from having the right resources
working on the right projects at the right time: happier employees.
• A common challenge companies face is having too few people to
work on too many projects.
• Over-utilized employees quickly become frustrated and
disheartened.
• They feel overwhelmed with their workloads, which frequently
results in disengagement, decreased productivity, and poor
performance.

37. Benefits of Resource Management
• With more predictability and consistency, attainable workloads, and
optimally utilized skill sets, employees are more apt to feel valued
and satisfied.
• Resource management helps organizations optimize people,
providing insight into their workloads, availability, project time
requirements, skills, and more.
• Organizations can arm their managers with what they need to
appropriately and fairly allocate projects to the right resources.

38. Benefits of Resource Management
• For the majority of companies, the biggest project cost is people.
• If the wrong people are working on the wrong projects, costs
escalate, while delivery declines. Reduces cost and delivery
improves
• Resource management brings control to the chaos, ensuring
managers are equipped to maximize resources and reduce
unnecessary costs.
• You have the data you need to understand project and personnel
costs for more accurate budgeting and planning.
• You are also able to maintain an ideal team of people – optimizing
resources across projects based on skills and capacity.

39. Benefits of Resource Management
• Ultimately, the greatest benefit of resource management is the
effective and efficient delivery of projects to the end customer.
• Customer satisfaction improves when teams are able to fulfill
project requests on time and as expected.
• Confidence in the ability to execute projects builds momentum,
becoming a differentiator and providing a strategic advantage.

40. Resource Management Techniques

41. Resource Management Techniques
• While resources span multiple categories, people are the most
complex to manage because there are so many elements that play
into how they can best be optimized, including skill sets,
availability, location and cost.
• Organizations use the following resource management techniques
to maximize resource efficiency, often relying on software to
provide transparency to help leaders make smarter resource
decisions.

42. Resource Management Techniques
• Resource Allocation
• Resource allocation involves more than just assigning resources
to projects.
• It considers the skills your team brings to the table along with
their availability.
• Allocation reports will enable you to filter resources by skills and
capacity so you can not only see who is available now but also
when certain skills will be available in the future for better
planning and fewer delays.

43. Resource Management Techniques
• Resource Utilization
• Resource utilization is a resource management technique that
enables you to gain visibility into the capacity of your team over a
period of time and identify whether resources are being over or
underutilized.
• This is critical because studies show that resources who are over-
utilized frequently experience burnout.
• Utilization reports reveal where resources are spending their time
so you can see if there are opportunities to improve their
effectiveness, productivity, and performance while keeping their
workloads manageable.

44. Resource Management Techniques
• Resource Leveling
• Resource leveling is used to balance demand and supply.
• It is an important process to maximize resources across one or more
projects based on their skills, getting the most value out of the
resources you already have before you consider adding headcount
or hiring a contractor.
• People often have different skill sets, many of which are
underutilized.
• The goal of this resource management technique is to understand
all of the skills your people have and where they may be able to fill
gaps so you can minimize your resource spend.

45. Resource Management Techniques
• Resource Forecasting
• As important as resource management is to ensure current
projects run smoothly with the appropriate resources, the real
benefit comes with being able to plan ahead to keep resources
balanced across current and future projects.
• You must know current capacity, as well as upcoming projects and
their requirements.
• Resource forecasting enables you to make predictions, identify
potential conflicts, and prioritize resources on a timeline.

46. Stages of Resource Management

47. Stages of Resource Management
• When you are in the project planning stage, you need to know what
specific resources will be required to execute and deliver the project
to the end customer.
• Determining your resource requirements, including people / skills
and budget, is the first stage of resource management.

48. Stages of Resource Management
• The second stage is to mobilize your team, considering the distinct
skills the project requires at each stage in its lifecycle and available
people with those skills.
• If you determine you are missing certain skill sets, this is where you
will decide whether you have the budget to hire outside people
who bring those skills.
• All required resources will be allocated at this stage.
.

49. Stages of Resource Management
• The next (third) stage of resource management is to manage the
resources you have assembled, clearly defining and communicating
roles and responsibilities.
• A collaboration tool will keep teams on the same page with
transparent communication, enabling team members and managers
alike to have an instant snapshot into who is working on what and
when throughout the project’s lifecycle.

50. Stages of Resource Management
• The final stage of resource management is monitoring resources
for progress, efficiency, and effectiveness in delivering their
expected project contribution.
• There will almost always be opportunities for improvement as you
seek to continually optimize resources to deliver the highest value
to the business.

51. Case study: Lacking visibility into resources
• A health insurance provider lacked an integrated view of demand and capacity and
found it difficult to prioritize and communicate pipeline demand without
restraining resources. The company wanted to improve the resource
management, work management, investment planning, and reporting.
• Governance was important, as was being able to forecast demand and capacity for
accurate investment planning. With a half dozen internal delivery partners, the
firm needed to look at how to best broaden its view to understand supply,
demand, capacity, and systems.
• The company deployed resource management software to balance demand from
multiple sources and assign work to resources to ensure that they can complete
the most valuable projects.
• With the solution, the company can make the best use of its resources and focus
on projects that align best with its strategic plan. The insurance firm now focuses
on optimizing resource capacity, ensuring resources are tackling the right mix of
work at the right time.

52. Case study: Lacking visibility into resources
• Previously, the company struggled with data in various spreadsheets. Resource
management was nearly impossible in static documentation that was always
seemingly out-of-date or incorrect. Using integrated investment and capacity
planning capabilities, the company is confident that it can strategically staff teams
to maximize value and productivity. It is distributing staff and resources based on
project prioritization.
• Granular reports give resource managers actual and forecast detail by portfolio and
project and staffed / unstaffed work information so that they can identify resource
gaps. Status detail at every level provides managers with the data they need to
ensure capacity can meet demand now and 18 months in the future.
• Using their configuration of resource management software, the firm can forecast
demand 12 to 24 months ahead and use that information to allocate resources
weekly. It is better defining roles, with more detail to provide greater insight into
capacity and demand.

53. Case study: Lacking visibility into resources
• Among the key benefits:
• Optimized resources by focusing staff on efficiency and value
• Prioritized work that aligns to roadmaps for better visibility
• Maximized portfolio and staff productivity with the use of
investment planning
• Integrated plans to measure capacity and demand
• Prioritized demand by capacity and role

54. THE END
ANY QUESTIONS