To ensure that the right provider is in the right place with the right skills, countries require current, accurate data on human resources (HR). A strong human resources information system (HRIS) enables leaders to quickly answer the key policy and management questions affecting service delivery. The integrated Human Resources Information System (iHRIS) Suite, a free, Open Source HRIS is management tool to supply leaders with the information they need to assess HR problems, plan effective interventions and evaluate those interventions
Promoting and protecting health is essential to human welfare and sustained economic and social development. This was recognized more than 30 years ago by the Alma-Ata Declaration signatories, who noted that Health for All would contribute both to a better quality of life and also to global peace and security.
Today and every day, the lives of vast numbers of people lie in the hands of health systems. From the safe delivery of a healthy baby to the care with dignity of the frail elderly, health systems have a vital and continuing responsibility to people throughout the lifespan. They are crucial to the healthy development of individuals, families and societies everywhere. In this report, health systems are defined as comprising all the organizations, institutions and resources that are devoted to producing health actions. A health action is defined as any effort, whether in personal health care, public health services or through intersectoral initiatives, whose primary purpose is to improve health
Despite strong global consensus on the need to strengthen health systems, there is no established framework for doing so in developing countries, and no formula to apply or package of interventions to implement. Many health systems simply lack the capacity to measure or understand their own weaknesses and constraints, which effectively leaves policy-makers without scientifically sound ideas of what they can and should actually strengthen. Within such unmapped and misunderstood systems, interventions – even the very simplest – often fail to achieve their goals
Health Information System (HIS) is the processes and mechanisms through which health‐related data is produced and made accessible to users, through networking within and outside the Health Sector. HIS has several sub‐systems, each with specialized roles and responsibilities based on their comparative advantage. HIS sub‐systems in Uganda comprise of Health Management Information system (HMIS), Integrated Disease Surveillance (IDSR), Vital Registration (VR) for births and deaths, National Health Accounts (NHA), Human Resource Information System (HRIS), Logistics Management Information System, Population‐Based Information Systems, Community‐Based Health Information System, Research‐generated health information, administrative records.
The Ministry of Health Knowledge Management Portal integrates health information for evidence-based decision making and includes the latest Ministry publications and HRH-related resources and statistics from other sources such as Uganda’s Human Resources Information System and the HRH Global Resource Center.
The HIMS is a routine monitorng system that plays a specific role in the monitoring and evaluation process. The HIMS is intended to provide warning signals through the use of indicators.
Integrated Human Resources Information System (iHRIS) is a management tool that enables an organization to design and manage a comprehensive human resources strategy. HRIS Manage helps an organization manage its workforce more effectively and efficiently
trengthened health systems form the bedrock for sustainable evidence based interventions against communicable diseases in Africa. Despite that, there is mounting evidence to show that several African nations are failing to maximize on the opportunities offered by the unprecedented amount of resources channeled to fight HIV/AIDs, TB and Malaria over the past decade. This has been partly due to weak health systems that lack the institutional capacity to effectively harness these resources and transform them into policy and action so as to achieve impact
Decentralized health systems were established in Uganda in the 1990s along with the political devolution of certain central government responsibilities to the district local governments. In the health sector, district overall administrative and technical management was under the district health team, with the district health officer at the apex of management. The teams were thus mandated to handle new responsibilities like planning, budgeting, coordination, procurement of drug supplies, and logistics and supervision of health services within their districts
During the 1970s and 1980s, Uganda went through a period of political and economic upheaval, resulting in the breakdown of many services. In the health sector this was characterized by general system failure. Funding was grossly insufficient, leading to problems of meagre and late salaries for health workers, permanent shortages of medicines and supplies, and dilapidated infrastructure. The National Resistance Movement, headed by President Yoweri Museveni, took power in 1986. Initial efforts by this government were focused on the restoration of law and order and on the reestablishment of public systems. However, there was minimal government funding available for social services including the health sector. Many bilateral and multilateral donors intervened to provide post-conflict support including emergency rehabilitation of the health infrastructure. These international agencies focused their support on specific aspects of the health sector (usually disease programmes) in particular parts of the country.
The National TB and Leprosy Strategic Plan (NSP) 2020/21 – 2024/25, is in line with Global and National commitments and represents a new approach to the elimination of TB and Leprosy.
