Evaluation de la gestion hospitalière (2017) public
Au cours des dernières années, MSF-OCG a élaboré une politique opérationnelle avec l'ambition d'augmenter et d'améliorer la quantité et la qualité des structures de soins secondaires (ou soins hospitaliers). Cette situation a incité MSF à examiner de plus près les défis, les enseignements et les réalisations en matière de gestion hospitalière afin d'élaborer des stratégies gagnantes pour le démarrage, l'opération et la fermeture de projets pour patients hospitalisés, dans tous les types de contextes.
Hospital Management Review (2017) public
In the last few years, MSF OCG has developed an Operational Policy with the ambition to increase and improve the quantity and quality of secondary health care structures (or inpatient care). This recognition has prompted the organization to take a closer look at the challenges, lessons and accomplishments in terms of hospital management to develop strategies that will enable the organization to successfully set up, govern, implement and exit inpatient projects in all types of contexts. The Hospital Management Review was extremely well received throughout the various layers of interviews; from the directors at the headquarters to the hospital managers of the MoH working with MSF in projects. OCG, while providing a higher standard of care for patients, must also contribute at a higher level to the management of the hospitals in which they intervene. There are some exemplary projects where the organization has attempted to introduce new ways of working and approaches that, in the long term, can yield some very positive results. The trial of a new hospital set-up in Haiti and the “integrative” approach at the Bol hospital in Chad are cases in point.
Leaner and more effective – another approach to Hospital Management in MSF: Chatuley Hospital set-up in Léogâne, Haiti (2015) internal
Following the Haiti earthquake in 2010 OCG made the decision to invest in a hospital in the Léogâne area. A new organisational structure was implemented at the hospital based on Haitian hospital structures and derived from standard European/North-American models of hospital management. Consequently, the new set-up saw a reduction in size and configuration of the coordination team in the capital, and changed the standard communication flow, decision making lines, reporting system and job descriptions to give a few examples. The purpose of this evaluation was to assess the functioning of the hospital set-up in Léogâne, one year after its implementation and to capture the lessons learned in order to inform other missions that attempt this type of set-up.
MSF OCB: Trauma Centres Evaluation, 2015 (2015) internal
OCB opened a trauma centre in Kunduz, Afghanistan in 2011 and Tabarre, Haiti in 2010. This evaluation assessed the two projects along every level of hospital implementation and through all the different clinical departments and services involved in these hospitals. The focus of the evaluation was on the effectiveness and efficiency of the strategies and activities used and compared the experience in both centres. Recommendations were made for both hospital management and OCB management. Sadly, before the final results of this evaluation could be presented, on 3 October 2015 the MSF trauma hospital in Kunduz was hit by a series of aerial bombing raids and 42 people lost their lives.
The precursor to the above report, this evaluation was the first phase of the evaluation of the hospital set-up in Léogâne. The main objective of this phase was to assess the functioning of the new set-up and propose corrective measures and/or recommendations for improvement.
Version française: Review of the new coordination set-up in Haiti, Chatuley Hospital, Leogane (FR) (2014) interne
Meta-review of MSF hospital evaluations 2008 - 2012 (2013) public
The aim of this meta-review of 14 hospital evaluations was to highlight lessons learned and identify some of the major themes, which emerge for discussion. The meta-evaluation aimed to summarise the main findings and lessons learned across different interventions in regards to: hospital planning, human resources, hospital leadership & management, quality of hospital care, collaboration with other actors, and pulling out of hospital projects
Evaluation of the Martissant Intervention, Haiti, MSFOCB (EN) (2013) internal
MSF-OCB began working in Martissant, Port-au-Prince, Haiti in December 2006 although the nature of the intervention grew in scope over time. In 2012, OCB HQ proposed the closure of the project by June 2013, which finally led to an agreement to scale down components in 2013. The evaluation aimed to contribute to the debate about the proposed closure and scaling down by reviewing the relevance of the project objectives and the effectiveness and impact of the intervention.
Version française: Evaluation of the Martissant Intervention, Haiti, MSFOCB (FR) (2013) interne
Review of the Hospital Support Committee: Based on experiences from Sierra Leone and Afghanistan (2013) internal
The Hospital Support Committee was established as part of the Hospital Support Platform introduced during the first quarter of 2012, with the objectives of ‘Providing effective support to existing or gestating hospital structures' and ‘Enhancing accountability, monitoring and reporting for OCB hospital activities.’ This review looks at the relative opportunities and constraints of the Hospital Support Committee through the experiences from two of the hospitals identified for support during the pilot phase. These two ‘projects’ or Hospital Support Groups, Kunduz and GRC, were reviewed using a participatory workshop based methodology known as a Retrospect. The retrospect is a facilitated approach which aims to draw on the experiences and knowledge of the people involved and is oriented around capturing lessons from the group. This document contains a summary report plus the full reports from the retrospects.