Management Sciences for Health, Cambridge, Massachusetts, USA.
Hum Resour Health. 2010 Jan 19;8:1. doi: 10.1186/1478-4491-8-1.
In 2002, the Egypt Ministry of Health and Population faced the challenge of improving access to and quality of services in rural Upper Egypt in the face of low morale among health workers and managers.From 1992 to 2000, the Ministry, with donor support, had succeeded in reducing the nationwide maternal mortality rate by 52%. Nevertheless, a gap remained between urban and rural areas.
In 2002, the Ministry, with funding from the United States Agency for International Development and assistance from Management Sciences for Health, introduced a Leadership Development Programme (LDP) in Aswan Governorate. The programme aimed to improve health services in three districts by increasing managers' ability to create high performing teams and lead them to achieve results.The programme introduced leadership and management practices and a methodology for identifying and addressing service delivery challenges. Ten teams of health workers participated.
In 2003, after participation in the LDP, the districts of Aswan, Daraw and Kom Ombo increased the number of new family planning visits by 36%, 68% and 20%, respectively. The number of prenatal and postpartum visits also rose.After the United States funding ended, local doctors and nurses scaled up the programme to 184 health care facilities (training more than 1000 health workers). From 2005 to 2007, the Leadership Development Programme participants in Aswan Governorate focused on reducing the maternal mortality rate as their annual goal. They reduced it from 85.0 per 100,000 live births to 35.5 per 100,000. The reduction in maternal mortality rate was much greater than in similar governorates in Egypt. Managers and teams across Aswan demonstrated their ability to scale up effective public health interventions though their increased commitment and ownership of service challenges.
When teams learn and apply empowering leadership and management practices, they can transform the way they work together and develop their own solutions to complex public health challenges. Committed health teams can use local resources to scale up effective public health interventions.
2002 年，埃及卫生部面临着在农村上埃及改善服务获取和服务质量的挑战，而卫生工作者和管理人员士气低落。1992 年至 2000 年，在捐助者的支持下，该部成功将全国产妇死亡率降低了 52%。然而，城乡之间仍存在差距。
2002 年，在美援署和管理科学促进健康组织的资助下，埃及卫生部在阿斯旺省启动了领导力发展方案（LDP）。该方案旨在通过提高管理人员创建高绩效团队和领导团队取得成果的能力，改善三个地区的卫生服务。该方案引入了领导力和管理实践以及一种确定和解决服务提供挑战的方法。十支卫生工作者团队参与了该方案。
2003 年，在参与 LDP 之后，阿斯旺、达拉拉和科姆奥姆博三个区的新计划生育访问量分别增加了 36%、68%和 20%。产前和产后检查次数也有所上升。在美国资助结束后，当地医生和护士将该方案扩大到 184 个医疗保健机构（培训了 1000 多名卫生工作者）。2005 年至 2007 年，阿斯旺省领导力发展方案的参与者将降低孕产妇死亡率作为他们的年度目标。他们将孕产妇死亡率从每 10 万例活产 85.0 例降至每 10 万例 35.5 例。阿斯旺省的孕产妇死亡率下降幅度明显大于埃及其他类似省份。阿斯旺的管理者和团队通过增加对服务挑战的承诺和所有权，展示了他们将有效公共卫生干预措施扩大规模的能力。
当团队学习和应用赋权型领导力和管理实践时，他们可以改变他们共同工作的方式，并制定自己的解决方案来应对复杂的公共卫生挑战。有承诺的卫生团队可以利用当地资源扩大有效的公共卫生干预措施的规模。
