Building a competent health manager at district level: a grounded theory study from Eastern Uganda

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Study Justification:
– The study aimed to examine how district managers in rural Uganda perceived existing approaches to strengthening management in order to provide a pragmatic and synergistic model for improving management capacity building.
– The study addressed the need for improved management of health systems in low-income countries, which is crucial for delivering needed health services and improving health outcomes.
Highlights:
– The study developed a model for building a competent health manager at the district level in Uganda.
– The model emphasized management capacity building as an iterative, dynamic, and complex process.
– The model highlighted the need for professionalization of health managers at different levels of the health system.
– The model emphasized the benefits of engaging learning approaches and a supportive work environment in building management capacity.
– The study made four central contributions to enhance the WHO framework and existing literature on management capacity building.
Recommendations:
– Implement the developed model for building a competent health manager at the district level in Uganda.
– Focus on professionalizing health managers at different levels of the health system.
– Use engaging learning approaches and create a supportive work environment to enhance management capacity building.
– Invest in different resources and engage a varied range of stakeholders at each sub-process of the model.
Key Role Players:
– District level administrative and political managers
– District level health managers
– Health facility managers (facility in-chargers)
– Non-governmental organizations
– International donor agencies
– Academic institutions (e.g., Makerere University School of Public Health)
Cost Items for Planning Recommendations:
– Professional development and training programs for health managers
– Resources for engaging learning approaches (e.g., workshops, seminars, online courses)
– Support for creating a supportive work environment (e.g., infrastructure improvements, staff incentives)
– Funding for external partners (e.g., non-governmental organizations, academic institutions) to support capacity building initiatives
– Budget for coordination and collaboration among stakeholders

The strength of evidence for this abstract is 7 out of 10.
The evidence in the abstract is moderately strong. The study provides a detailed description of the research methods and data analysis process. It also presents a model for building a competent health manager based on interviews with district managers in rural Uganda. However, the abstract does not provide specific information about the sample size or the representativeness of the participants. To improve the strength of the evidence, the authors could include more information about the selection criteria for the participants and the generalizability of the findings to other contexts.

Background: Health systems in low-income countries are often characterized by poor health outcomes. While many reasons have been advanced to explain the persistently poor outcomes, management of the system has been found to play a key role. According to a WHO framework, the management of health systems is central to its ability to deliver needed health services. In this study, we examined how district managers in a rural setting in Uganda perceived existing approaches to strengthening management so as to provide a pragmatic and synergistic model for improving management capacity building. Methods: Twenty-two interviews were conducted with district level administrative and political managers, district level health managers and health facility managers to understand their perceptions and definitions of management and capacity building. Kathy Charmaz’s constructive approach to grounded theory informed the data analysis process. Results: An interative, dynamic and complex model with three sub-process of building a competent health manager was developed. A competent manager was understood as one who knew his/her roles, was well informed and was empowered to execute management functions. Professionalizing health managers which was viewed as the foundation, the use of engaging learning approaches as the inside contents and having a supportive work environment the frame of the model were the sub-processes involved in the model. The sub-processes were interconnected although the respondents agreed that having a supportive work environment was more time and effort intensive relative to the other two sub-processes. Conclusions: The model developed in our study makes four central contributions to enhance the WHO framework and the existing literature. First, it emphasizes management capacity building as an iterative, dynamic and complex process rather than a set of characteristics of competent managers. Second, our model suggests the need for professionalization of health managers at different levels of the health system. Third, our model underscores the benefits that could be accrued from the use of engaging learning approaches through prolonged and sustained processes that act in synergy. Lastly, our model postulates that different resource investments and a varied range of stakeholders could be required at each of the sub-processes.

The study was conducted in three rural eastern Uganda districts – Kamuli, Pallisa and Kibuku. Uganda’s territory is 240,038 km2 of which 82% is covered by land. Whereas the national population is 37 million inhabitants, the district of Kamuli has 486,319, Pallisa has 386,890 and Kibuku has 202,033 inhabitants. All three districts have a fertility rate average of 6 children per woman [29]. These districts are characterized of slow growing townships with opportunities for small scale trading while the main livelihood is subsistence farming. The health services in all three districts are administered in line with the decentralized health system described above. In addition, the three districts receive support from external partners, such as non-governmental organizations, international donor agencies, and academic institutions that focus on strengthening specific aspects of the health system or response to specific health conditions. These partners implement interventions in parts of the districts at different levels, usually through creating separate structures either within or without the formal health system structure. Makerere University School of Public Health (MakSPH), an academic institution to which authors, MT, EEK and SNK belong is one of such partners. At the time of the study, MakSPH was implementing a 4 year project called MANIFEST aimed at increasing access to maternal and neonatal health services in the three districts using a participatory action research approach. The project team worked closely with the district stakeholders to stimulate demand for maternal health services at community level as well as to improve on the quality of health services offered. The uniqueness of the MANIFEST project lay in its approach, which allowed the local district level stakeholders to lead the implementation of the project activities while the external project team played a supportive role. According to the informants in this study, such an approach had previously not been used in the three districts. Kathy Charmaz’s qualitative constructivist approach to grounded theory was used to conduct the study. This method was selected in order to capture local stakeholders’ own perceptions and definitions of management capacity building as well as approaches used to achieve this at the district level. The study began with some sensitizing concepts found in existing literature. While these concepts helped get the research started, the interviewing process remained open to exploring informants own definitions and understandings of the subject [30]. Informants were purposively selected from three different types of district managers: district level administrative and political managers, district level health managers and health facility managers also known as facility in-chargers. District level administrative and political managers selected included the district political heads, the chief administrative officers, and select district council members. District-level health mangers comprised the district health officers and specific program managers such as the district health educators, the district senior nursing officers and the district health information and management systems officers. Then lastly, health facility managers at HCIII and HCIV level were interviewed. All informants were chosen because they held key managerial positions at district level and in the health facilities that provide direct services to the population. For the facility managers, those who had been in service for at least 2 years were selected, as they were assumed to have a richer understanding and experience of the management function at their level. The facility level managers selected for this study came from both the intervention and comparison areas of the MANIFEST study. Table 1 is a summary of the informants’ characteristics. Summary of informants’ characteristics Typical health managers in this study were middle-aged, mostly males and had been in the role for over 6 years at the time of data collection. Managers generally did not have formal management training at the time of being assigned or appointed into the management role Data were collected using intensive interviewing, based on a guide with semi-structured questions [30]. The authors developed a specific guide based on the research question. On average, the interviews took approximately 45 min each. The interviewer [MT] adopted a conversational approach guided by sensitizing concepts (understanding of management, management capacity building, efforts undertaken to improve one’s management capacity, pros and cons of each of the efforts and preference for the efforts) in the interview guide as well as the direction of the responses from the informants. Each interview began by asking the informants to describe what their work usually involved as managers, and from that point on, the interviewer elicited more details while paying attention to new themes as well as ensuring that every informant covered all sensitizing concepts relevant to the subject of inquiry. Initially, two informants across the three districts were selected from each type of managers. These initial interviews informed the direction of the sampling, which is referred to as theoretical sampling in the grounded theory methodology [30]. In order to capture richer perceptions on management capacity building at district level; a decision was taken to interview additional health facility managers rather than the administrative and political managers. As the later were found to posses limited knowledge and experiences of the subject matter although they played key roles in the entire process as shall be seen in the results and decision sections. In total, 22 informants were interviewed: eleven facility managers, six district managers and five district level administrative and political managers. During data collection, memos were written on emerging codes that helped inform the direction of the interviews as well as the selection of the next informants. Saturation was reached by the 19th interview in the MANIFEST intervention areas, which meant that emerging categories were full [30]. Three more interviews were conducted in areas where the MANIFEST intervention was not being implemented in order to see whether these differed theoretically from the previous interviews. They did not and indeed they supported the emerging model. At this point a decision was made to stop collecting any more data. The same principle of saturation was applied during data analysis. The data analysis process was a continuous process of reflection and comparison between empirical findings and emerging codes, beginning from the time of data collection [30]. Interviews were transcribed by research assistants and safely stored in a computer folder and backed up. To check for accuracy, the first author listened to all the audio recordings while reading the transcripts before they were stored. The transcripts were read and re-read entirely to obtain an overall picture of the interviews and to get familiar with the data. The constant comparative method of analysis was continued with the transcribed interviews using MAXQDA a qualitative analysis software version 11.2. The next stage of analysis started by doing open coding (without any pre-determined codes) line by line and paragraph by paragraph in some instances [31]. Open codes were developed from and kept closest to the raw data with a very low level of abstraction. MT performed the coding, working closely with the last author. They shared and discussed the codes with the other authors so as to allow the examining of the codes in relation to the interview transcripts. This also ensured that the emerging analysis was grounded in the empirical data. The open codes were then grouped into clusters that related to each other and labeled. During focused coding, these labeled clusters were then used to re-examine the transcripts while concentrating the analysis on the selected concepts and sharpening them. During theoretical coding, four concepts were established: a competent health manager, professionalizing health managers, engaging learning approaches and a supportive work environment. The linkages between these theoretical codes were examined along with their relation to the theoretical codes families proposed by Glaser [31]. The theoretical code family of “processes” best fitted the findings as it clarified health managers’ perceptions of what mattered regarding health management and building management capacity. A model that captured the iterative process of building a competent health manager was reconstructed. Finally, the findings were compared with the WHO framework [7] and existing literature on management of health systems, as presented in the discussion section. Table 2 attempts to depict the movement from open codes to focused codes and to the theoretical codes. An Illustration of the coding process Table depicts the movement from open codes to focused codes and to the theoretical codes in the analysis process. The theoretical codes where achieved through a back and forth process between the focused codes, the open codes and the original transcripts in order to keep the integrity of the model The trustworthiness of our analysis and the resulting model can be assessed according to four criteria [30]. Our analysis and resulting model have credibility because these were achieved through an iterative process of getting familiar with the setting of the study and the data collected. Specifically, theoretical sampling, a back and forth process of analysis and data collection supported by memo writing was used. The principle of theoretical saturation was adhered to during the data collection to ensure that the theoretical categories in the model were fully explored. MT, EEK and SNK had been working with many of the respondents of the study for over five years as part of MakSPH’s support to districts. This presented an opportunity for MT to build good rapport with the informants and bring a solid understanding of the local context within which the health managers worked. Our analysis and resulting model has resonance because these were achieved through an iterative process that yielded theoretical saturation at both data collection and analysis. The differing and rich experiences of the managers were sufficiently reflected in the model as depicted in the results section of this paper. To further strengthen the resonance of the model, a preliminary model was shared with the study participants for reflection and accreditation. Further research is recommended to allow an actual reflection on the competencies that these different sub-processes that make up the model can actually build among health managers. Our analysis and resulting model have originality because they bring together several approaches that have previously been used and presented in either isolation or in combination. The model therefore advances interventions designed to build health managers’ capacity, which will invariably contribute to the strengthening of weak health systems in low-income countries. The model in addition provides distinctive prospects for different stakeholders to contribute to the process of building a competent health manager. Finally, our analysis and resulting model is modifiable. It may be used in, and modified by studies in other settings and among other cases. This model proposes the combined application of previously disjointed strategies for building health management competencies and enriches the existing literature of strengthening health systems. The authors of the model therefore acknowledge the possibilities of being fine-tuned through its practical application elsewhere. Importantly, the model needs to be tested to get a higher understanding of its applications in the real world.

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Based on the information provided, the study titled “Building a competent health manager at district level: a grounded theory study from Eastern Uganda” focuses on improving management capacity in the health system to enhance access to maternal health. The study proposes an iterative, dynamic, and complex model with three sub-processes for building a competent health manager:

1. Professionalizing health managers: This sub-process emphasizes the need for formal training and education for health managers at different levels of the health system. By equipping managers with the necessary knowledge and skills, they can effectively carry out their roles and responsibilities.

2. Engaging learning approaches: This sub-process highlights the use of interactive and participatory learning methods to enhance management capacity. By involving health managers in continuous learning activities, such as workshops, trainings, and mentorship programs, they can acquire new knowledge and improve their management skills.

3. Supportive work environment: This sub-process emphasizes the importance of creating a conducive work environment for health managers. This includes providing resources, support, and opportunities for growth and development. A supportive work environment enables health managers to effectively execute their management functions.

The study was conducted in three rural districts in Eastern Uganda, namely Kamuli, Pallisa, and Kibuku. These districts have a high fertility rate and face challenges in delivering maternal health services. The study was part of a larger project called MANIFEST, which aimed to increase access to maternal and neonatal health services in the three districts using a participatory action research approach.

The study used qualitative constructivist grounded theory methodology, involving interviews with district-level administrative and political managers, district-level health managers, and health facility managers. The data analysis process involved open coding, focused coding, and theoretical coding to develop the model.

The proposed model contributes to the existing literature by emphasizing the iterative and dynamic nature of management capacity building. It highlights the need for professionalization of health managers, engaging learning approaches, and a supportive work environment. The model suggests that different resource investments and stakeholders may be required for each sub-process.

Overall, the study provides insights into improving access to maternal health by strengthening management capacity at the district level in low-income countries like Uganda. The model developed in the study can be further tested and applied in other settings to enhance health systems and maternal health outcomes.
AI Innovations Description
The recommendation from the study is to develop a model for building competent health managers at the district level in order to improve access to maternal health. The model consists of three sub-processes: professionalizing health managers, using engaging learning approaches, and creating a supportive work environment.

Professionalizing health managers involves providing formal training and education to enhance their knowledge and skills. This can be done through workshops, seminars, and degree programs in health management.

Using engaging learning approaches involves adopting innovative and interactive methods of learning, such as case studies, simulations, and group discussions. This helps health managers to actively participate in their own learning and apply their knowledge in real-life situations.

Creating a supportive work environment involves providing resources, mentorship, and opportunities for growth and development. This includes ensuring that health managers have access to necessary tools and information, as well as supportive supervision and feedback.

Implementing this model requires collaboration and coordination among various stakeholders, including government agencies, non-governmental organizations, and academic institutions. It is important to invest in the professional development of health managers and provide ongoing support to ensure their effectiveness in improving access to maternal health.

Further research is recommended to test and refine the model in different settings and contexts. This will help to better understand its effectiveness and identify any necessary modifications.
AI Innovations Methodology
Based on the information provided, here are some potential recommendations for improving access to maternal health:

1. Professionalizing health managers: This recommendation suggests the need to provide formal management training for health managers at different levels of the health system. By enhancing their skills and knowledge in management, health managers can effectively oversee and coordinate maternal health services, leading to improved access and outcomes.

2. Using engaging learning approaches: This recommendation emphasizes the use of interactive and participatory learning methods to build the capacity of health managers. By engaging health managers in continuous learning and skill-building activities, they can acquire the necessary competencies to address the challenges in maternal health service delivery.

3. Creating a supportive work environment: This recommendation highlights the importance of establishing a conducive work environment for health managers. This includes providing adequate resources, supportive supervision, and opportunities for professional growth. A supportive work environment can enhance the motivation and performance of health managers, ultimately improving access to maternal health services.

To simulate the impact of these recommendations on improving access to maternal health, a methodology could be developed using the following steps:

1. Define the indicators: Identify specific indicators that reflect access to maternal health services, such as the number of antenatal care visits, skilled birth attendance, or postnatal care utilization.

2. Collect baseline data: Gather data on the selected indicators before implementing the recommendations. This will provide a baseline against which the impact can be measured.

3. Implement the recommendations: Introduce the recommended interventions, such as providing management training, implementing engaging learning approaches, and creating a supportive work environment for health managers.

4. Monitor and evaluate: Continuously monitor the implementation of the recommendations and collect data on the selected indicators. This can be done through routine data collection systems, surveys, or interviews with health managers and service users.

5. Analyze the data: Analyze the collected data to assess the impact of the recommendations on the selected indicators. Compare the post-intervention data with the baseline data to determine any changes or improvements.

6. Interpret the findings: Interpret the findings to understand the extent to which the recommendations have improved access to maternal health services. Identify any challenges or barriers that may have influenced the outcomes.

7. Adjust and refine: Based on the findings, make adjustments and refinements to the recommendations as needed. This could involve modifying the training programs, adapting the learning approaches, or addressing any gaps in the supportive work environment.

8. Repeat the process: Continuously repeat the monitoring and evaluation process to assess the sustained impact of the recommendations over time. This will help inform ongoing improvements and ensure the long-term effectiveness of the interventions.

By following this methodology, it is possible to simulate the impact of the recommendations on improving access to maternal health and make evidence-based decisions for further interventions and improvements.

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