000			02155cam a2200217 4500500
005			20250121143102.0
041			_afre
042			_adc
100	1	0	_aWone, Issa _eauthor
700	1	0	_a Nedhirou Hamed, Mohamed _eauthor
700	1	0	_a Tal Dia, Anta _eauthor
245	0	0	_aResults-Based Management and Health Development Strategies: Reflections on Recent Experiences in Africa
260			_c2013.
500			_a28
520			_aThe Paris Declaration on Aid Effectiveness (PD), launched in 2005, and the International Health Partnership (IHP+) have promoted a results-based management approach (RBM) to health care based on 6 principles: simplicity, action-based learning, accountability, adaptability, partnership, and transparency. These principles have been implemented in the form of health policies as part of the development and implementation of National Health Sector Strategic Plans. The recent experience of several African countries provides an indication of the strengths and weaknesses of results-based management in the health sector.In Senegal, inadequate training has resulted in inadequate planning, particularly in the development of the Medium-Term Expenditure Framework (MTEF).In its last Health Sector Strategic Plan, Burundi, against all results-based logic, allocated 93 % of its budget to the central level, compared to just 1 % and 6 % respectively to the intermediate and peripheral levels.In Mauritania, the state has not complied with the MTEF, despite the significant increase in the resources allocated to the health sector.By contrast, in Rwanda, there has been a significant improvement in health indicators as a result of the harmonious development of the HSSP and the related MTEF and compliance with the budget.These challenges require an extensive use of RBM through improved governance in the health sector and capacity building.
690			_aResult Based Management
690			_aAfrica
690			_ahealth policies
786	0		_nSanté Publique | 24 | 5 | 2013-01-03 | p. 459-464 | 0995-3914
856	4	1	_uhttps://shs.cairn.info/journal-sante-publique-2012-5-page-459?lang=en&redirect-ssocas=7080
999			_c586219 _d586219