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Judith B SELTZER, MPH, MBA34 Higley Rd.

Ashland, MA 01721(mobile): 508-250-8803

(email) jseltzer@msh.org(Skype): judith.b.seltzer

KEY QUALIFICATIONS

Judith B. Seltzer is the Senior Principal Technical Advisor for Institutional Development for the Health Programs Group at Management Sciences for Health and the Principal Investigator for Institutional Development on the Johns Hopkins University-led HC3 Project. In this position, she coordinates technical strategy for new business, contributes to knowledge management, works on strategic staffing; and provides technical assistance in the areas of strategic and operational planning, business planning and new enterprise development, financial management, and all areas of organizational development. During her 30-year tenure at MSH, Ms. Seltzer has held numerous positions, and continuously provided technical assistance to counterpart organizations throughout the world. Ms. Seltzer heads up MSH’s Global Technical Leadership Team for Management. She has published and presented broadly on such topics as business plan development, cost-recovery mechanisms, local rapid assessments, leadership development, and decision-linked research, amongst others.

EDUCATIONAL BACKGROUND

Master of Business Administration, Massachusetts Institute of Technology, Cambridge, Massachusetts, 2000. Sloan Fellow. Selected to Student Senate. Thesis topic: “Developing a Macro- and Micro-Metrics Package for Microfinance Institutions.” Elected to the Sloan School Board of Governors in February, 2005. Elected Vice-President of Board in April, 2006.

Master of Public Health, Emory University, Atlanta, Georgia. 1988. International Public Health. Selected to Student-Faculty Advisory Board. Thesis Topic: "An Administrative Profile of the Rural Health System in Honduras Based on Data Collected in 1986." Graduate Teaching Assistant, Medical Anthropology.

Bachelor of Science, Simmons College, Boston, Massachusetts, 1982. Community Nutrition, International Relations. Member National Model U.N. delegation in 1981 and 1982. Recognized as outstanding delegation for 1982 National Model U.N. in New York City.

Summer Coursework, University of Michigan, Ann Arbor, Michigan, Summer 1989. Institute for Social Research. Undertook course work in Sampling Methods and the Design of Evaluation Research.

AWARDS/RECOGNITIONS

ROTARY CLUB AMBASSADOR TO ARGENTINA: 1990NAMED MIT SLOAN FELLOWS CLASS SPEAKER: 2000ELECTED TO MIT SLOAN’S GOVERNING BODY: 2008FIRST ANNUAL MSH ENTREPRENEUR AWARD: 2014SELECTED AS MIT STUDENT MENTOR: 2016

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WORK EXPERIENCE

May 2014 – Present Boston, MassachusettsManagement Sciences for Health

Senior Principal Technical Advisor for Institutional Development

Serve as the Principal Investigator on the JHU-lead Health Communication Capacity Collaborative (HC3). Provide technical assistance in the areas of strategic and operational planning, business planning and new enterprise development, financial management, and all areas of organizational development and sustainability.

March 2014 – April 2014 Boston, MassachusettsManagement Sciences for Health

Senior Director of Technical Strategy

Coordinate technical strategy for new business, contributes to knowledge management, work on strategic staffing, oversee a portfolio of CLM projects, and provide technical assistance in the areas of strategic and operational planning, business planning and new enterprise development, financial management, health sector reform, management training, organizational development, and field research. Serve as head of MSH’s Global Technical Leadership Team for Management.

January 2008 – Present Boston, MassachusettsManagement Sciences for Health

Director of Technical Strategy

Assume major responsibility for providing leadership in building and consolidating the Center for Leadership and Management’s (CLM) Core Competency Portfolio and Knowledge Exchange strategy. Responsible for developing a technical framework and demand-driven plan for technical development and advancement, quality assurance and performance management to ensure CLM is responsive to the changing demands in the environment. Work closely with the Center Vice President, Project Directors and Directors of Business Resource Development (DD BRD) and Contracts, Finance and Operations (DD CFO).

January 2006 – September 2007 Boston, MassachusettsThe Crossland Group

Senior Consultant

Business Development: Responsible for building global development organization/consulting strategy and implementation plan; supporting broader business development in new and existing TCG markets that drive appropriate return on investment; conducting market research and exploring opportunities to create TCG products for new and existing markets. In first nine months brought in nearly a quarter-million dollars in new business, largely from the non-profit sector.

 Project Design and Delivery: Collaborate on the design and delivery of projects in all client accounts, and perform lead consultant activities.

 Research and Proposal Development and Writing: Perform research activities to support the TCG strategy; scan for RFPs in relevant markets and write opportunity briefs for both solicited and unsolicited proposals; write case studies for specific engagements; and develop articles in appropriate media that demonstrate TCG’s value in the marketplace.

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 Monitoring and Evaluation: Create TCG ‘dashboard’ for existing work/results stories; develop key project/client indicators and framework for tracking results in conjunction w/ Lead Consultant.

January 1995 – December 2005 Boston, MassachusettsManagement Sciences for Health

Principal Associate

Health Sector Financing: As Principal Associate in the Health Reform and Financing Unit, and the Leader of the Health Financing and Financial Management Practice Area, undertook work in areas of health sector reform, including: studies of provider payment mechanisms, and other incentive schemes, and oversight of MSH's LAC Health Sector Reform Initiative portfolio of activities. In the area of financial management, conducted studies of alternative financing mechanisms, developed a model for community-focused corporate social responsibility, and oversaw design and delivery of MSH's e-business planning course for NGOs in Latin America, Africa and Asia.

Leadership Development: As a contributing member of the Management and Leadership Project’s Leadership Team, conducted research in the areas of leadership impact on organizational performance, carried-out diagnostics and long-term institutional development to enhance organizational productivity, and developed tools and products to encourage pervasive leadership practices.

Management Training: Responsible for designing customized courses in consulting skills, business planning, strategic and operational planning, financial management, quality assurance, decentralization of health care systems and management of training events. Project Management: Responsible for the management of complete Business Planning Program portfolio, including the creation of materials and content, and development of Program Partners in Latin America, Africa and Asia. Also manage the Latin America and Caribbean Health Sector Reform activities, including work plan and budget development, drafting of associated publications, organization of work shops, and delivery of technical assistance in the LAC region.

Applied Research: Responsible for design and implementation of transnational contraceptive prevalence study implemented in Ecuador, Bangladesh, Zimbabwe, Morocco, Egypt, and Syria, aimed at identifying extent and causes of the "Plateau Effect" as it pertains to use of modern contraceptives. Reviewed the research findings in the three countries of Ecuador, Bangladesh, and Zimbabwe where initial studies were conducted and prepared synthesis paper; also developed a case study to highlight the importance of decision-linked research

1992 - 1994Management Sciences for Health Quito, Ecuador

Deputy Chief of Party, Ecuador Child Survival and Health Project. (July 1992 - December 1994). Responsible for all Project administrative and financial activities, including: preparing quarterly technical and administrative reports; tracking of level of effort; compiling field expenses and monitoring local accounting; overseeing project procurement activities; and assisting the Chief of Party with overall Project management, specifically the development of regional work plans. Provided Project Coordination Unit with technical assistance in the areas of: program planning and budgeting; administrative systems development; materials procurement and distribution; supervision and monitoring; operations research; and training course design and implementation.

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1987 - 1992Management Sciences for Health Boston, Massachusetts

Deputy Director of Strengthening Health Services Program. (July 1990 - July 1992). Assisted the Director of SHS in management and supervision of SHS projects in Honduras, Guatemala, Ecuador, Swaziland, Pakistan, Afghanistan and the Philippines. Collaborated in the development and implementation of research activities and provided short-term consultancies to field projects. Worked with SHS and Development Office staff to develop and implement new projects.

Co-directed SHS course in District Level Health Management and conducted sessions on Needs Assessments, Local Rapid Assessments, and Monitoring and Evaluation for other MSH short-term courses.

Technical Coordinator for Strengthening Health Services Program. (October 1987 - July 1990). Provided overall technical and administrative support to field projects in Honduras, Guatemala, Yemen and Swaziland. Supervised research and administrative activities of three administrative backstops.

Summer 1987Centers for Disease Control (CDC) Atlanta, Georgia

Program Assistant. Through Summer Student Intern Program, worked in the Division of Reproductive Health. Accomplishments include the formulation of an interviewer's manual for the New York State Female Health Survey, analysis of a data set from a Guatemala survey concerning contraceptive prevalence among adolescents, and submission of a paper for publication on Catholicism and fertility in Puerto Rico.

1985 - 1986Management Sciences for Health Tegucigalpa, Honduras

Operations Research Assistant. Collaborated with MOH counterparts in the design, implementation and analysis of several health surveys aimed at evaluating ongoing health services in Honduras. Participated in surveys concerning the KAP of the traditional birth attendant, the role of training on the KAP of the traditional birth attendant (an abridged version of the first document written for presentation during the National University's Scientific Week), and the oral rehydration salts experience in Honduras. In addition, implemented a "Mini-survey" to evaluate the Expanded Program on Immunizations and the Oral Rehydration Therapy Program in a specific health area. Also participated in a feasibility study of an oral rehydration salts social marketing project in Honduras.

1982 - 1984Peace Corps/Honduras Minas de Oro, Honduras

Rural Public Health Educator. Implemented a health education program which reached a student population of nearly 1000. This program, carried out in Minas de Oro, Honduras, offered classes in family planning, first-aid, mental health, alcoholism and drugs, as well as courses in general health and personal hygiene for younger children. In addition, proposed and created an early childhood stimulation program at the local village maternal-child center. As promoter of first-aid, set up a Training of Trainers course for 40 students. Trained counterparts in maternal-child center and school teachers to manage and expand respective health education programs. Also, planned and executed first annual community health fair.

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SHORT-TERM WORK EXPERIENCE

Uganda Health Marketing Group/HC3 Uganda and Femina Hip/HC3 Tanzania (September, 2016) – Applied the PROGRES (the Program for Organizational Growth, Resilience and Sustainability) with two African NGOs, specializing in Social and Behavior Change Communications. Each application revealed both strong and weak areas of institutional performance gaps, as well as those domains contributing to strong and weak sustainability factors.

Khulna Shishu Hospital (KSH) Bangladesh (August, 2016) - The purpose of this trip was to deliver an interactive workshop to hospital leaders and staff, to develop a business case for KSH hospital. The workshop, entitled “Development of a Long-term Sustainability Plan and Marketing Strategy for KSH” ran for 4.5 days, and kicked off with a well-attended inauguration. The team identified several potential new business opportunities, but careful risk assessment indicated that they best bet was the establishment of an NICU to advance the hospital’s mission by allowing staff to intervene the minute a newborn’s life is at risk. The investment required to launch the NICU is US$160,485. This seed investment will allow KSH/NICU to generate a profit of US$280,488 during its first 3 years of operation.

NIFFA/HC3 Nigeria (July, 2016) – Conducted a follow-up application of the organizational assessment conducted in 2014 in the NIFAA HQ office, using the PROGRES_SBCC assessment instrument – a more sensitive and comprehensive instrument than the original assessment tool used in 2014. The findings were used to develop a performance improvement plan that, once implemented, will position NIFAA to receive a $250k grant from USAID.

Society for Family Health (SFH)/HC3 Nigeria (July, 2016) - The purpose of this trip was to field test the Consulting for Results course with the Society for Family Health. The course is designed to: 1) help experienced SBCC professionals to combine fundamental SBCC practices and proven consulting skills to help client institutions and organizations achieve important results; and 2) capture the balance between: the potential impact of SBCC practices on service costs and coverage that needs to be understood by the service delivery entity, and the interpersonal aspects of consulting that must become part of the SBCC consultant’s repertoire. The course features a user-friendly modeling tool that can be used as a budgeting instrument, as well as a means for modeling potential outcomes based on distinct SBCC interventions.

First Global Health Communications Summit Ethiopia (February, 2016) – Participated on technical review committee, reviewing over 60 abstracts; designed and ran the COMM Talks, a TED-style series of presentation on Health Communications Innovations and their impact on reducing a particular health challenge; presented in two working sessions on: 1) assessing organizational performance and sustainability, using a scoring instrument; and 2) using an on-line resource mobilization curriculum to monitor and write grant proposals, conduct fundraising events, and draft compelling business plans.

YCCP/HC3 Indonesia (December, 2015) – Applied the adapted PROGRES_SBCC instrument to the JHUCCP Legacy Organization, YCCP. A total of 8 domains were reviewed and a full report written. YSSP’s strengths were identified as: SBCC and Finance. Areas where improvement is required included: Program Management, Communications, and Human Resources. Other areas showed a need for more critical improvements and these were: Governance, Resource Mobilization, and M&E and Knowledge Management. A thorough action plan was drafted and is being implemented.

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Springboard Summit/HC3 Tanzania (August, 2015) – Helped design, convene, and facilitate a 3-day meeting with Springboard Secretariats and champions from Kenya, Tanzania, Zimbabwe, Uganda, Swaziland, Nigeria, Pakistan, India, Nepal and Bangladesh. Meeting focused on innovations for sustainability of the virtual technical exchange platform.

TCDC/HC3 Tanzania (August, 2015) – Returned to Dar es Salaam to help TCDC refine their business plan. After further review during this trip, it was determined that the “best bet” was to design a capacity building program that would introduce to service delivery organizations the principals, practices, tools and benefits of SBCC through a case study approach, in an effort to stimulate demand for TCDC’s services. A risk assessment of these combined ventures resulted positively, suggesting promise as both a means of generating greater integration of SBCC into health and development programs and services, and as a vehicle for generating revenue and continued technical assistance requests for TCDC.

BLC South Africa (June, 2015) – Led the members of MSH’s Building Local Capacity Project through a review process to help them strategically position for a follow-on bid.

NIFAA/HC3 Nigeria (May, 2015) – Returned to Abuja to work with the Nigerian Interfaith Action Alliance on finalizing their business case, including:• Calculating the financial needs and modelling financial return• Developing the marketing plan• Drafting the prospectus for the Girl-Child Education Advocacy Program• Creating the marketing pitch for the Girl-Child Education Advocacy Program• Making visits to donors with the NIFAA leadershipAlso work with the MSH/COMU to ensure that all finding from the USAID assessment were addressed in the areas of: Human Resources Management, Operations Management, Transportation Management, and Financial Management.

LMG Haiti (May, 2015) – Trained LMG/Haiti staff in the delivery of the Business Planning for Health Program (BPH). This included: reformatting the BPH on-line program to a Power Point format that is appropriate for delivery in Haiti with health journalists participating in-person; conducting a training of trainers for LMG/Haiti staff on BPH so that they fully understand the concepts of the program and delivery methodology; and working with the LMG/Haiti team to prepare for the BPH with Haitian health journalists, scheduled for May 11, 2015.

TCDC/HC3 Tanzania (March, 2015) – Helped TCDC establish strategic objectives and corresponding strategic priorities as the basis for a business case for sustainability. The result was an updated strategic plan, including a revised vision and mission; new strategic objectives and priorities; new business opportunities for revenue generation that were articulated in a business case. The new business opportunities – an SBCC consulting course and SBCC case studies for teaching – are going to be market tested prior to being developed and offered.

Asia Springboard Secretariat Nepal (February, 2015) – Worked with the Asia Secretariat and members of the Advisory Board to review and update the mission and vision of Springboard Asia; establish the structure, terms, roles, and responsibilities of the advisory board and secretariat; and draft a Business Case and Resource Mobilization Plan. During the course of the trip, we were able to establish the Asia Springboards current offering, as well as its Strategic Position. Moreover, we identified some potential new products and services to be delivered by the Asia Secretariat.

NIFAA/HC3 Nigeria (December, 2014) - Provided NIFAA staff with an overview of resource mobilization, including: The elements of a strategic plan, the meaning of resource mobilization, how to identify new business opportunities, how to draft a business plan, and the proposal development process.

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ACHEST Uganda (October, 2014) – Facilitated a 3-days of working sessions to equip ACHEST staff to develop and implement effective revenue generation models, consistent with their resource mobilization goal that will contribute towards the sustainability of their organization. This was also provide an opportunity for ACHEST to understand the cost principles applicable to specifically USG funding. The group explored the basic principles of financial accounting and cost analysis and reviewed the standard financial reports and performance ratios. The overriding objective was to create a unique revenue generation model for ACHEST by extracting new products and services from their value chain for recovering costs.

InfoCentre/HC3 Swaziland (October, 2014) - Facilitated an MSH Business Planning workshop for the InfoCentre staff, following the Business Planning for Health (BPH) process. The main purpose of the workshop was to build on the strategic plan and guide the team as they transition from being funded by NERCHA to more diversified funding to improve institutional sustainability. Some new product ideas that are being incorporated into business plans include: Talking Books and a National Health Directory (on-line and hardcopy).

AfriComNet/HC3 Uganda (August, 2014) - Facilitated an MSH Business Planning workshop for AfriComNet staff, following the Business Planning for Health (BPH) process. The main purpose of the workshop was to build on the strategic plan and guide the team as they transition from being funded by one donor to more diversified funding to improve institutional sustainability.

BLC Project/Pretoria (July, 2014) – Facilitated sessions covering two Resource Mobilization Programs for MSH colleagues from South Africa, Namibia, Lesotho, and Angola. The programs delivered were: 1) The Business Planning for Health Program (BPH); and 2) The Cost-Recovery Program. The sessions were designed as training-of-trainers, so that MSH staff could further conduct sessions in their respective countries.

AIDS Resource Centre/HC3 Ethiopia (June, 2014) - Conducted a series of internal interviews and guided discussions to come to agreement on: 1) The units and metrics to be used to analyze the cost-effectiveness of the programs; 2) How the review will help locate future JHU∙CCP role in SBCC in Ethiopia and how JHU∙CCP positions itself in the effort; 3) The stakeholders and agencies to be interviewed regarding the transition; and 4) Key documents to be reviewed to chronicle and highlight the ARC experience. Review options for transfer of the Talkline and Library services, including the ARC Website. Prepare a briefing package on the ARC services – their history, achievements and cost - and plan for outreach to the GoE and the donor community. Draft a resource mobilization plan to ensure the smooth transition of these critical ARC services.

Joint Clinical Research Centre/Uganda (March, 2014) – Worked on site and virtually with a team from the JCRC to develop a business plan to for the design and launch of an Expanded Health Service Delivery Model and Blended Clinical and Laboratory Training Programs to supplement their revenue from the government and international donors. Organizational Capacity Assessment Tool Harmonization Summit/Kenya (February, 2014) – Organized a summit convening organizational capacity assessment tool authors from Ethiopia, Nigeria, Kenya, South Africa and Tanzania to create a harmonized program, called PROGRES (Program for Organizational Growth, Resilience, and Sustainability.

GMS Project (November, 2013) – As Master Trainer and Virtual Coach, developed a Financial Modeling tool for Costing and Pricing to support the Objective 2 Team to build capacity of Regional Partners in the area of Costing and Pricing of Products and Services. The Financial Modeling Tool for Costing and Pricing was developed in conjunction with a team from ALMACO consulting, in Nairobi, Kenya.

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Kyrgyzstan, AIDStar-Two Project (August, 2013) - Used results from assessments undertaken of NGOs in Kyrgyzstan to develop The Capacity Developer’s Guide to Business Planning for HIV and AIDS Organizations. This Guide was delivered to 6 Kyrgyz NGOs. Upon completing the units in this guide, the participating organizations learned the steps involved in developing a sound business plan. Specifically, the participants acquired skills needed to: Create a vision and mission for their business opportunity; Capture and package the new business opportunity in a business plan format; Identify target markets and marketing strategies; Manage the development and launch of their business opportunity, as well as the resources required for both; Establish projections of social returns, and Develop a strategy for approaching funders.

Tanzania/Institutional Capacity Building Project (June – September, 2013) – Worked on site and virtually with 3 local partner organizations (the ICB Project, the National Health Laboratory Quality Assurance and Training Center, and the National Institute of Medical Research) to help them develop business plans to supplement their revenue from the government and international donors. Three business plans, with corresponding prospectus” were completed in September, 2013.

South Africa/BLC Project (March, 2013) – Delivered courses in Cost-Recovery and Consulting for Results to local implementing partners from throughout Southern Africa. The objectives of the Cost-Recovery course were to equip the participants to: converse with financial experts and accounting managers about basic financial accounting terms and practices, read and analyze the standard financial reports, describe their organization’s value chain, distinguish where on the value chain there are costs, revenue, and value-add in the form of secondary products or services, evaluate the risk inherent in elements of their business model, and design a compelling business model. The objectives of the Consulting for Results course were to equip participants to: develop new awareness of individual strengths and weaknesses, and how these affect your performance as consultants; increase the capacity to build clients’ commitment to long-term improvement; and engender an in-depth understanding of the phases of the Consulting Process, and the most appropriate tools and approaches for each phase.

Sierra Leone/CAPS and Liberia LAPS (February, 2013) – Collaborated with CVT (The Center for Victims of Torture) to deliver sessions on strategic planning to their local partners organizations in Sierra Leone (CAPS) and Liberia (LAPS). The result was that each partner crafted a 3 year strategic plan with key short and medium-term activities to be undertaken to execute the plans.

ACHEST-Uganda/LMG Project (January, 2013) - Supported ACHEST in reviewing and updating its mission, values, and strategies. Also worked with ACHEST to define their core values and establish key strategic lines, including: Strengthen Global and Regional Health Architecture and Governance, so that Africa contributes more and benefits fairly; Build Capacity of Professionals, Professional Institutions and Governments to achieve greater health systems; and Provide Strategic Communication and Advocacy to support generation and exchange of critical knowledge and information to stimulate positive behavior change. Strategic objectives were created for each of these strategic lines where existing strategic objectives were outdated or absent.

ASHONPLAFA/AIDSTAR-Two (August, 2012) – Designed and oversaw the implementation of case studies carried out in graduating NGOs in Honduras (ASHONPLAFA), Cambodia (KHANA), and Uganda (TASO). The case studies identified and showcased the characteristics, in terms of the mission, vision, strategies, structure and systems; as well as monitoring and evaluation practices, strategic partnerships and external relations, and leadership and governance practices and competencies, that contribute to the institutional, programmatic and financial sustainability of the selected organizations. The cases also show how these characteristics impact the ability of the selected organizations to deliver quality, accessible services that are within financial reach of the underserved. Finally, the case studies highlight the impact of capacity

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building investments, especially through USAID- funded projects, on the achievement of sustainability measures in these organizations.

Kenya/FANIKISHA (June. 2012) – Reviewed the Organizational Capacity Assessment Tool developed by the project and complemented the tool with the following: a revised Report Template, which provides greater detail on the client organization; an OCA tool Companion Guide, standard definitions for all terms contained in the OCAT, an OCAT Packet Inventory Matrix, which is intended to breakdown all of the steps of the OCA tool application process and corresponding tools and assign a champion to each to track status, required revisions and deadlines for completion, and an annotated list of MSH tools that correspond to each of the OCAT categories.

India/Public Health Foundation of India (March, 2012) – Worked with staff from MEASURE III Project to deliver the Business Planning for Health Program to a team from the PHFI. The final product was a business plan to launch Regional Centre of Reference for Public Health M&E in Southeast Asia, which was subsequently funded.

Ethiopia/LMG (March, 2012) – Led a team of 4 technical staff in the design of a strategic/operational plan for strengthening leadership, management and governance in Ethiopia’s health sector. Plan was accepted by USAID and implementation is underway by a fully local team.

Nigeria/PLAN-Health; PRO-ACT (November, 2011) - Design a 4-day capacity building program based on a systemic approach to process management; deliver the program, and, in the process, provide participants with opportunity to use the approach to create tailored instruments that will allow them to build strong organizational systems, or strengthen those that exist in their client organizations.

Dominican Republic/CESDEM (September, 2011) – Worked with CESDEM executive team to review their business plan to establish a host of M&E services to donor recipients as a form of protecting and justifying their investments in local organizations. Since time had passed since this original business opportunity presented, we revisited the mission and vision of CESDEM to ensure that any new business opportunity identified was aligned with the mission and vision. We then constructed a value chain for their primary service: field-based surveys. From our review of the Value Chain, we learned that CESDEM indeed has some viable secondary services that could be converted into new business opportunities. We then ran each of these business opportunities through a risk analysis that allowed for a quantitative assessment of each idea along the following variables: Client Demand, Ease of Entry, Risk of Failure, and the Threat of Competition. Each opportunity yielded a score, indicating that with the greatest chance of success, as well as that with a lesser chance of success. The business opportunity that received the highest score for potential success was the creation of a donor grantee performance index. The group then brainstormed specific criteria that might be included in the performance index. A preliminary list of indicators includes: The management of funds in accordance with programming; The management of staff; The achievement of targets; Quality control of execution of contract; Quality control of reports; and Donor and client relations. The CESDEM team is adjusting their business plan to reflect this new opportunity.

Tanzania/ICB Project (August, 2011) – Developed a Cost-Recovery course with local consultant team to deliver to client organizations. The course allowed participants to explore the basic principles of financial accounting and cost analysis, review the standard financial reports, and create a unique business model for their organization that will pinpoint revenue generation points on their value chain. By the end of the course, participants were able to: Converse with financial experts and accounting managers about basic financial accounting terms and practices; Read and analyze the standard financial reports; Describe their organization’s value chain; Distinguish where on the value chain there are costs, revenue, and value-add in the form of secondary products or

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services; Evaluate the risk inherent in elements of their business model; and Design a compelling business model.

Nigeria PLAN-Health, PRO-ACT, CUBS, NiCAB (July, 2011) – Conducted a Training of Trainers Program in the Business Planning for Health Program (BPH) to orient participants from MSH’s field projects (PLAN-Health, PRO-ACT, Cubs, and NiCAB) to all of the modules; also provided the participants with an opportunity to use the various tools embedded in the program, and discussed with them the logistics required to deliver the BPH. The seven modules covered during the orientation were: The Organization’s Mission. The Business Opportunity, The Market for the Business Opportunity, The Design Team and Implementation Schedule, The Financial Requirements for the Business Opportunity, The Social and Financial Return Projections, and Strategies for Approaching Funders and Investors. Following the BPH TOT, delivered the Consulting for Results (CfR) course. This is a 3-day intensive experiential workshop designed to help participants hone their client-engagement skills as they offer technical assistance to health delivery agencies worldwide. The case-study based course gives consultants a model and practical tools for client engagement. The course works through the phases of the consulting process, building skills required for peak performance in each phase.

University of Pretoria/Measure III Project (January, 2011) – Worked with the members of the University of Pretoria Business Plan Development Team to finalize their proposal for the establishment of an Institute of Monitoring and Evaluation.

Ghana/AWARE II Project (January, 2011) – Provided technical assistance to the AWARE II team in the development of their Year 2 work plan, including: revisions to the institutional capacity building strategy to make it more dynamic and to link it with both activities executed in Year 1 (MOST, LDP) and with the KE and communications strategies; review and revisions of the work plan matrix and accompanying PMP to reflect updated technical strategies; design of a mock-up of the AWARE II website into an institutional capacity building and KE gateway; orientation of the AWARE II team to the MSH Tools and Resources Database how it functions, and how they might submit and download tools and part of our internal KE system; and presentation of all current CLM tools and templates for marketing and communications materials.

Ethiopia/LMS Project (August, 2010) – Worked with a team of MSH consultants to position MSH for the upcoming Ethiopia Leadership and Management procurement. The overall scope of work was the development of a technical strategy and partnering and staffing arrangement.

Namibia/AIDSTARTwo Project (July, 2010) – Part of a joint USAID, MSH, MACRO team that visited two rural sites in Namibia to discuss with local leaders and stakeholders the prospects for establishing Centerships. These sites were selected by USAID in consultation with the local mission and local authorities.

Afghanistan/TechServe Project (June, 2010) – Conducted the Consulting for Results course for Regional Health Advisors, Regional Hospital Advisors, and select central level project staff. A total of 24 participants completed the Consulting for Results course. A local member of the MSH TA team was prepared to continue to deliver the course with the assistance of additional facilitators identified during the delivery of this first course.

Ethiopia/LMS Project (March, 2010) – Conducted the Business Planning for Health Program for a group of regional management advisors.

Botswana/SACHD Project (March, 2010) – Trained a team of local facilitators working on the Southern Africa Human Capacity Development Project to deliver the Consulting for Results Course, in the area of Consulting for Results; and to apply the HRM Rapid Assessment Tool, and the Management and Organizational Sustainability Tool (MOST).

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Tanzania/East and Southern Africa Management Institute (ESAMI) (August, 2008 – January, 2010) - Worked with ESAMI to develop marketing, pricing, communications and sustainability strategies for ongoing delivery of JSI/Deliver’s flagship Supply Chain Management and Contraceptive Security Course. Delivered a marketing 101 session to all regional members of the ESAMI marketing team in Zimbabwe.

Islamabad, Pakistan (April, 2009) – Participated in multidisciplinary team charged with designing a new Health Systems Strengthening (HSS) activity for the USAID/Pakistan Mission, based on a framework provided by the Health Program. The team conducted a rapid in-country assessment of the current status of the health systems areas, including: HRH, HMIS, essential health services package, quality standards, and the cross-cutting areas of governance and health financing. The team described an ambitious but feasible course for markedly improving performance in each area over the anticipated five-year life of the new activity.

Kenya/EPN (March, 2009) - Provided technical assistance in conducting a full diagnostic of the Ecumenical Pharmaceutical Network (EPN) as a business entity and to synthesize all of the findings into a summary that includes next steps for addressing some of EPN’s most pressing challenges. 

Indonesia/Grant Management Solutions Project (April, 2008) – Provided technical assistance to the Secretary of the CCM Secretariat in Indonesia in areas of governance and grant oversight to help the CCM meet the requirements for Round 8 Global Fund support.

Academic Alliance Foundation (March - September, 2007) – Worked with the Executive Director and her team to establish new, long-term funding schemes for the Infectious Disease Institute in Uganda, which was founded by the AAF. Also, helped prepare appropriate collateral materials to attract new partner institutions.

Worcester State College (February, 2007) – Collaborated with Professor Bonnie Orcutt to deliver the Nicaragua Project Course, which involved the establishment and growth of the organization MEET (Microfinance, Empowerment, Education and Training). Instructed students in the basics of micro-credit, and guided them in the development of a business plan that will attract funding necessary to create two branches of MEET, a domestic and an international branch.

Management Sciences for Health (October, 2006 - January, 2007) – As a member of a multidisciplinary consultant team, worked with the Global Fund Project in Tanzania to strengthen the Tanzania National Coordinating Mechanism by helping to draft and brand their By-Laws, as well as comprehensive Operations and Governance Manuals to provide instruction and guidance on financial management and performance metrics. Also helped design tools for data-based decision-making.

EngenderHealth (April, 2006 – July, 2007) – Worked as lead consultant to institute a three-phased process to enable EngenderHealth to successfully achieve its restructuring goals to reduce its indirect cost rate and improve its country-centered approach to program development. Work with this client has involved establishing its strategic position in a shifting market place, calculating its time-to-market for innovations, evaluating the organization’s effectiveness and formulating a package of organizational metrics for ongoing performance monitoring.

The Massachusetts Compassionate Care Coalition (June – August, 2006) – Led, on a pro-bono basis, the preparation of a strategic plan for this small, thriving, but over-committed non-profit needing to reduce its product and service scope to those offerings it is staffed and funded to deliver.

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Management Sciences for Health (February – September, 2006) – Collaborated with the Director of Business Resource Development to implement a hybrid business development model to decentralize functions across the organization in a rational and cost-effective manner. Also, conducted a scan of MSH’s products and services to: plot the collective inventory of MSH’s products and services against the Fully Functional Health Services System (FFHSS) as a prototype “one-stop shop for health systems and programs management;” determine MSH’s product and service gaps; develop a process for identifying “Legacy or Core Products and Services;” consider funding mechanisms to finance the development of gap-closing products and services; and identify practices that facilitate or impede shifting MSH from primarily project-based or center-specific interventions, to organization-wide products and services. IBM (February, 2006) – Worked with a team from TCG and IBM’s Global Small and Medium Business Unit to design and deliver a one-and-half-day-long SMB Breakthrough Innovation Workshop to and a cross section of thought leaders from IBM. The purpose of the workshop was to accelerate IBM’s ability to capture double-digit growth and become the innovation partner for mid-market business clients by addressing emerging and future IT needs/trends.

Guyana/GHARP (November, 2005) – Worked with MSH resident advisor and consultant to facilitate a governance workshop for original nine GHARP funded NGOs. Also drafted a framework to define the terms and relationship of a new capacity building NGO, and revised the medium and long term plan for NGO capacity building.

Philippines/PBSP (August, 2005) – Under MSH's Management and Leadership Program (M&L), designed and delivered to select PBSP staff an integrated learning experience, entitled "The Art of Crafting a Business Plan for Social Return on Investment" (also known as the Business Planning Program, or BPP). The BPP was launched with PBSP in January, 2005, and completed in July, 2005. The M&L BPP Design and Delivery team traveled to Manila in August, 2005 to: review the final business plan of GSMF; train a group of facilitators; and hand over the Program CD-ROM, and accompanying materials, including: the IT Guide, the Facilitator’s Guide, marketing materials, and the Evaluation Tools. The trip concluded with the formal naming of PBSP as a BPP partner.

Tanzania/Leadership and Management Project (July, 2005) – Worked as part of the technical close-out team to: document the Rapid Funding Envelope process and related costs for replication in other countries; assist the Association of Private Hospitals of Tanzania (APHTA) to complete their business plan proposing a revolving development fund for Association members; and collaborate with MSH/Tanzania staff on activities related to the close-out of the Management and Leadership Project.

Nicaragua/Leadership and Management Project (April-September, 2005) – Worked with counterpart from the MSH Leadership and Management Project to undertake the development of a Corporate Social Responsibility/Investment strategy for MSH/L&M. This included: creating a model linking CSR and CSI, developing a protocol to study the understanding and extent of CSR/CSI practices in the Nicaraguan commercial sector, and issuing a request for CSR/CSI proposals from the commercial sector so that they can receive project funds.

Nicaragua/Municipalities (December, 2004 & April, 2005) – Worked with members of MSH Leadership and Management Project, and staff from the MSH/Bolivia office and PROCOSI to adapt and deliver the Business Planning Program for a select group of municipalities in Nicaragua.

Philippines/PBSP (September, 2004) – In partnership with the Philippines Business for Social Progress (PBSP), delivered a course, entitled “Consulting for Results,” to an audience of 18 participants, representing the private, public and commercial sectors.

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The delivery of the course was done in tandem with PBSP staff, who were trained to deliver and support the course. The course prepares consultants to more effectively collaborate with their clients as they implement organizational changes and address challenges.

Bolivia (August, 2004) – Collaborated with colleagues in the MSH/Bolivia office to recruit long and short-term staff, as well as local partners, for a bi-lateral bid.

Thailand/PPD (May, 2004) – Worked with the secretariat of the Partners in Population and Development to prepare a strategic plan and marketing approach. Delivered a course, entitled “Consulting for Results,” to members of the PPD network. The course prepares consultants to more effectively collaborate with their clients as they implement organizational changes and address challenges.

Tanzania/APHTA (March, 2004) – Conducted an evaluation of the Association of Private Hospitals in Tanzania (APHTA), and used the findings to design and facilitate a working session in which select members of APHTA jointly realigned their strategic plan to include a short-term actionables to accelerate the development of the Association. Nicaragua/Nicasalud (February, 2004) – Traveled to Nicaragua with the PROCOSI BPP Delivery team to support them as they delivered the Business Planning Program to 5 NGOs who are members of the Nicasalud network.

Bolivia/PROCOSI (January, 2004) – The M&L BPP Design and Delivery team traveled to La Paz in January, 2004 to: train two groups of facilitators; and hand over the Program CD-ROM, and accompanying materials, including: the IT Guide, the Facilitator’s Guide, marketing materials, and the Evaluation Tools. The trip concluded with the formal naming of PROCOSI as a BPP partner.

Ghana/GSMF(November, 2003) - MSH's Management and Leadership Program (M&L) designed and delivered to select GSMF staff an integrated learning experience, entitled "The Art of Crafting a Business Plan for Social Return on Investment" (also known as the Business Planning Program, or BPP). The BPP was launched with GSMF in May, 2003, and completed in November, 2003. The M&L BPP Design and Delivery team traveled to Accra in November, 2003 to: review the final business plan of GSMF; train two groups of facilitators; and hand over the Program CD-ROM, and accompanying materials, including: the IT Guide, the Facilitator’s Guide, marketing materials, and the Evaluation Tools. The trip concluded with the formal naming of GSMF as a BPP partner.

México/LACHSRI (September, 2003) - In collaboration with the Insituto Nacional De Salud Pública in Cuernavca, México, designed and conducted a 3-day workshop, entitled “Decentralization in the LAC Region: Trends, Trials, Triumphs and Tools,” to provide senior decision- makers with a forum in which to exchange experiences with decentralization, assess trends, experiment with the Decentralization Mapping Tool, and explore working solutions to some of the challenges presented by decentralization.

Indonesia M&L Project (July, 2003) – Worked with the Indonesia M&L Project to re-design the format of the District Performance Improvement Planning and Budgeting Process to facilitate the scaling up of its delivery.

Indonesia M&L Project (March, 2003) – Worked with the Indonesia M&L Project to design and conduct and extensive review of training programs and delivery mechanisms offered by the public and non-governmental sectors. Study was done to determine best format for scaling up the delivery of the District Performance Improvement Planning and Budgeting Process.

Bolivia/PROCOSI (February, 2003) – Following the completion of the Business Planning Program to select PROCOSI staff and member organizations, participants were

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invited to present their business plans to an audience of public and private sector donors. Additionally, a final evaluation of the BPP was carried out. Bolivia/PROCOSI (July, 2002) - MSH's Management and Leadership Program (M&L) designed and delivered to select PROCOSI staff and member organizations an integrated learning experience, entitled "The Art of Crafting a Business Plan for Social Return on Investment" (also known as the Business Planning Program, or BPP). To launch the Program in Bolivia, the Program Design Team went to La Paz to orient 24 participants to the CD-rom, which contains the Program content; the delivery schedule; and the roles of both the reviewers and team captains.

México/LACHSRI (May 2002) - In collaboration with the Insituto Nacional De Salud Pública in Cuernavca, México, designed and conducted a 3-day workshop, entitled “Developing Leadership Capacity to Achieve Results in Health Sector Reform,” which emphasized specific actions and strategies to strengthen the leadership skills of the participants, and therefore the leadership capacity of their organizations and institutions as they institute health sector reform measures in their respective countries.

Philippines/HSRTAP (October, 2001) - Collaborated with colleagues to conduct a mid-term review of MSH's Health Sector Reform and Technical Assistance Project in the Philippines. Specific tasks included undertaking a guided inquiry with members of the HSRTAP and a careful review of documents to identify past successes, future challenges, and critical areas for feedback and support. Also examined leadership performance at all levels of the HSRTAP by looking at both the functions of leadership and the attention given to developing leadership capacity throughout the HSRTAP.

Bolivia/PROCOSI (November, 2001) - MSH's Management and Leadership Program (M&L) is designing and offering to select PROCOSI staff and member organizations an integrated learning experience, entitled "The Art of Crafting a Business Plan." As a first step towards designing and delivering this integrated learning experience, the Co-Project Managers spent one week in Bolivia working with their PROCOSI counterparts carrying out a number of activities, including: reviewing the learning program, administering a pre-program design assessment instrument to 18 member organizations, identifying local experts from both the MSH Country Office and the PROCOSI Headquarters to support program design and delivery, determining with PROCOSI their in-kind contributions toward developing and delivering the learning program, and deciding on next activities for program roll-out and appropriate counterpart(s).

Nicaragua/Prosalud Project (June, 2001) - As Team Leader, oversaw collaboration with local Prosalud counterpart to study and document the conditions and legal precendents that would allow the consultant team to develop a mechanism for testing the viability of designing, implementing and evaluating a series of alternative financing strategies. The consultant team focused primarily on two types of strategies: those that would increase the efficient use of existing resources and contain costs, and those that would generate additional revenue.

Suriname/IDB (January-August, 2001) – Worked on an inter-disciplinary team to conduct research on provider payment systems in the country of Suriname. The specific objectives of the study were to provide policy leaders with technical information about the present impact of provider payment mechanisms on the health system, develop a simulation model to be used as a policy tool, and to recommend payment mechanisms that are feasible given Surinamese realities and constraints.

Uganda/DISH II Project (September, 2000) - Worked with MSH’s field team and MOH counterparts: 1) Review the 2000-05 Strategic Plan for Health and assess the format and guidelines for drafting lower-tier operational plans, 2) Develop an operational planning process for 2001/02 that achieves the strategic management objectives, and 3) Introduce tools to facilitate the operational planning and monitoring process.

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Philippines/ PMTAT (January, 1999) - Worked with members of the local MSH Project Management Technical Assistance Team (PMTAT) to prepare for the Good Practices Summit, a 2-day event centered on the presentation and display of good health care management initiatives designed and implemented at the local government unit level. Specific tasks included: 1)Reviewing and modifying the Program of Activities developed by PMTAT, 2) Organizing and conducting dry run sessions for the LGUs to practice their presentations, and 3) Facilitating selected sessions during the LPP Summit.

East-London, South Africa/Equity Project (November, 1998) - Worked with MSH’s field team, their Department of Health counterparts to, and NGO affiliates to: 1) Assess the 1998/99 Provincial strategic and operational planning process, 2) Design a process for identifying priority strategic management objectives for 1999/00, 3) Develop an operational planning process for 1999/00 that achieves the strategic management objectives.

Boston University Medical Center/Soloman Carter Fuller Mental Health Center (June & September, 1998) - Designed and conducted 3 days of training and facilitation, for mental health center senior staff, in areas of: strategic and operational planning, team work, communication, continuous quality improvement, and client mapping. Event culminated with a draft operational plan and strategic management model.

Peru/Project 2000 (August, 1998) - Offered a one-week course in “Managing for Quality” to 40 pediatric nurses and nurse mid-wives from the regional hospitals and local NGOs, so that the antendees can better support and supervise the work carried out in the hospitals’ satellite clinics.

Honduras/ASHONPLAFA (June, 1998) - Worked with this IPPF-affiliate to devise a strategy for marketing their reproductive health management training services to the non-governmental sector within the region.

South Africa/Border Institute for Primary Health (May, 1998) - Collaborated with the BIPH, a local clinical training NGO, on the development and implementation of a 2-week regional trainingcourse entitled, “Managing Decentralized Health Systems.” Course was given to participants from South Africa, Ghana, Nigeria, Kenya, Tanzania, Namibia, Zambia, Belguim, Philippines, and Japan. The course was designed around a model to enhance leadership skills while introducing useful management tools.

East-London, South Africa/Equity Project (December, 1997-April, 1998) - Worked with MSH’s field team, and their Department of Health counterparts to: 1) Develop a plan to strengthen the quality of the District strategic and operational plans for 1998/99, and 2) Design a planning process that builds on and further develops Districts’ planning capacity. The product of these consultancies was the completion and approval of district, regional and provincial operational plans, which stem from provincial strategic plans.

Cuernavaca, Mexico/ Instituto Nacional de Salud Pública (October-November, 1997) - Collaborated with the INSP on the development and implementation of the second offering of a 3-week regional training course entitled, “Managing for Quality.” Course was given to participants from Mexico, Peru, Bolivia, Chile, and Brazil. The course was designed around a 3-dimensional model developed by the facilitators.

Asuncion, Paraguay/FPMD (May, 1997) - Conducted supervisory visit to FPMD Country Representative to review country work plan and to prepare a Quality Development Assessment Instrument to be used to monitor quality improvement interventions at Quality Service Delivery Sites throughout Paraguay.

Wellstart International (April, May, 1997) - As follow-on to a sub-contract arrangement with Wellstart International, conducted site visits to Lactation Management Centers in

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Honduras and Bolivia to ensure the effective implementation of the action plans at the participants work sites.

Ceará, Brazil/Escuela de Salud Pública (January, April, 1997) - Collaborated with counterparts from the Ceará School of Public Health and the Secretariat of Health, in the design and implementation of a training course, based on the results of an in-depth needs assessment, to provide participants’ with the required management skills to plan, implement and evaluation reproductive health programs. The course included four modules: human relations, planning and programming, organization and evaluation.

Guatemala/APROFAM (January, 1997- December, 1997) - Assumed management of a cooperative agreement with USAID to help the Asociación Pro-Bienestar de la Familia (APROFAM - an NGO in Guatemala providing reproductive and primary health services to middle income users) to become sustainable in light of reduced external funding. Worked with the Executive Director of APROFAM and his senior staff, as well as representatives from USAID, to: 1) prepare the Project work plan, 2) develop the organization’s training department into a revenue-generating entity, 3) provide on-site management training in the areas of team work and strategic planning, and 3) strengthen the rural services delivery program.

Cuernavaca, Mexico/Instituto Nacional de Salud Pública (October-November, 1996) - Collaborated with the INSP on the development and implementation of a 3-week regional training course entitled, “Managing for Quality.” Course was given to participants from Mexico, Peru, Nicaragua, Bolivia and Guatemala. The course was designed around a 3-dimensional model developed by the facilitators. The first dimension of the model included Judith Bruce’s framework for assessing quality from the client’s perspective: availability of services/methods, information given to the client, technical competence of the provider, interpersonal relations, follow-up and continuity mechanisms, and the appropriate constellation of services. The second dimension of the model focused on the organization’s efforts to improve quality, and features listening to the client, working in teams, and analyzing the management processes that encourage team work and promote gathering feedback from the clients. The third and final dimension of the model employed the strategic planning questions to be asked of organizations as they begin to institute Total Quality Management.

El Salvador/PROSAMI (September, 1996) - Developed and implemented a workshop on the Management of Family Planning Programs. The workshop was conducted for representatives from number of Salvador’s family planning and maternal child health NGOs, and was designed to serve as a Training of Trainers event, as well a Management Training course.

Wellstart International (May, 1996-January, 1997) - Through a sub-contract arrangement with Wellstart International, developed and implemented a 3-module training course for managers of Lactation Management Centers in Honduras, Mexico and Bolivia. The modules, which included: Institutional Development and Strategic Planning for Sustainability; Program Management; and Administrative and Financial Management, were given in the three participating countries. The project included the development of action plans, and follow-up visits to ensure the effective implementation of the action plans at the participants work sites.

RPM (April, 1996) - Worked with globally-funded Rational Pharmaceutical Management (RPM) Project in the design of a Training of Trainers workshop on "Implementing the New Decentralized Pharmaceutical Management System," carried out in Quito, Ecuador.

El Salvador/CLASP II (October, 1995-March, 1996) - Designed and conducted two 6-week training courses for 39 Salvadorans, which was funded through the CLASP II Project. The courses used a case study approach, in combination with field trips and role

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plays, to look at the elements of planning, management and leadership in the face of health care reforms.

Hewlett Foundation and IPPF/AWRO (September, 1995 - March, 1998) - Worked with International Planned Parenthood Federation/Arab World Regional Office to design and manage a study of unmet family planning needs in Egypt, Morocco and Syria. Study was funded by the Hewlett Foundation.

Bolivia/RPM (September, 1995) - Directed a workshop on "Using an Indicator Approach to Conduct a Rapid Pharmaceutical Management Assessment", which was given to 34 pharmaceutical management and supply specialists representing 9 Latin American countries.

RPM (July-August, 1995) - Worked with globally-funded Rational Pharmaceutical Management Project in the design of a workshop on "Using an Indicator Approach to Conduct a Rapid Pharmaceutical Management Assessment," carried out in Santa Cruz, Bolivia.

Kenya/Kenyatta Hospital (May, 1995) - Worked with MSH Kenya Health Care Financing Project to conduct an in-depth impact evaluation of the Kenyatta National Hospital's in-house Training Program. Also looked at Long-term Training and Administrative Internship Program sponsored by the Project.

Bangladesh/Secretary of Health (March, 1995) - As part of Hewlett Foundation work, went to Dhaka to work with researchers and Secretary of Health's Advisory Board members on the development of a case study that would highlight the importance of decision-linked research in the area of family planning.

Hewlett Foundation (May 1993-September 1994) - While working as DCOP on Ecuador Child Survival and Health Project, provided technical assistance to local NGO, CEPAR, in the design and implementation of a study, funded by the Hewlett Foundation, to examine the factors that impede the achievement of lower levels of fertility where: 1) the contraceptive prevalence rate has stagnated, suggesting a plateau effect that has proven to remain unchanged for a significant period of time; and 2) the basic infrastructure is in place to allow contraceptive prevalence rates to increase if environmental constraints are removed.

Ecuador/MOH (February-March, 1992) - Conducted, in collaboration with MOH counterparts, a five week course on Local Rapid Assessments. Course consisted of five one week components: 1) overview of survey methodologies with a focus on LRAs; 2) protocol design; 3) survey design and preparation; 4) data collection and cleaning; and 5) data analysis, interpretation and report preparation.

Paraguay/PRITECH (February, 1992) - Collaborated with Peruvian cholera expert to assist MOH in field-testing a cholera preparedness checklist developed by PRITECH. Checklist was designed to assess the state of cholera prevention, diagnostic, and treatment activities.

Ecuador/LRA Training (November-December, 1991) - Worked with local MOH counterparts to finalize the design of a course on conducting Local Rapid Assessments. The course, which included the actual design of data-collection instruments and their implementation, was meant to provide the Project with valuable indicators to help measure the Project's impact over time.

Ecuador/Annual Plans (September-October, 1991) - Worked with local MOH counterparts and MSH technical assistance team to: develop a computerized annual planning instrument and write accompanying manual; prepare an RFP for the

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establishment of a local Masters Program in Health Administration and review proposals; and design a course on conducting Local Rapid Assessments.

World Bank/AIDS (July, 1991) - Designed a manual for the development of AIDS-oriented work plans at the district level. Manual was field-tested in Tanzania.

Washington/PRITECH (April, 1991) - Worked with a task force of technical experts to develop a proposal for expanding PRITECH's scope to include cholera treatment and control activities in response to recent epidemic in Latin America. The proposal was submitted to the USAID Latin America Bureau and approved.

Ecuador/Annual Plans (February-March, 1991) - Worked with MOH counterparts to review and consolidate annual work plans from 8 Project provinces. Also coordinated and co-chaired seminar on work plan development aimed at technical and medical directors from the provincial level.Ecuador/Annual Plans (November, 1991) - Collaborated with MSH technical assistance team and MOH counterparts on the creation and field-testing of a work plan format to be implemented by MOH staff at the 8 Project provinces. Work plan format intended to help health managers plan for financial, staffing, material, training, and logistics needs on an annual basis.

Ecuador/Contractor's Work Plan (October, 1990) - Worked MSH Project Director and USAID and MOH officials to develop the Contractor's Workplan for the Ecuador Child Survival Project awarded to MSH in September of 1990.

Argentina (April-May, 1990) - Member of Rotary Club International Group Study Exchange. As member of 5-person team, studied the Córdova state public health system.

Guatemala/LRA (February-April, 1990) - Collaborated with MOH task force in the design and implementation of a multi-level evaluation of the Epidemiological Surveillance System. Study employed the Local Rapid Assessment methodology and focused on identifying weaknesses in the system that may have contributed to recent measles epidemic.

Ecuador/Proposal Development (January, 1990) - Oversaw the translation and final production of the Ecuador Child Survival Project proposal. Met with local subcontractors to negotiate terms of project participation and estimated levels of effort.

CDC/CCCD Project (July, 1989) - Worked with team of MSH, CDC and AID consultants to conduct the CCCD evaluation synthesis. Scope of work included reviewing pertinent CCCD country documents and extracting key quantitative and qualitative information to ultimately be integrated into a comprehensive final evaluation of the CCCD Project in 13 African countries.

Bolivia/PROSALUD (March, 1989) - Participated in internal evaluation of PROSALUD Project. PROSALUD is a self-financing, partially private primary health care system to which MSH provides ongoing technical assistance. Evaluated the well-child care services and pertinent health information systems.

Guatemala/MOH (November, 1988) - Conducted a "paper flow analysis" of the MSH/Guatemala Project Coordination Unit. Determined where bottlenecks existed in the project procurement process and designed alternative process for the timely purchasing of project materials.

Honduras/Proposal Development (August, 1988) - Helped to manage the production of the Health Sector II Project proposal which resulted in a 7 year extension of the Health Sector I Project.

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PAPERS, PRESENTATIONS AND PUBLICATIONS

Seltzer, Judith, Monteforte, Eliana. “Making PROGRES Toward Institutional Sustainability.” Skills Building Workshop at first International SBCC Summit. Addis Ababa, Ethiopia. February 2016.

Seltzer, Judith, Monteforte, Eliana. “Mobilizing Resources for Financial Sustainability.” Skills Building Workshop at first International SBCC Summit. Addis Ababa, Ethiopia. February 2016.

Seltzer, Judith, Monteforte, Eliana. “Resource Mobilization Information Kit”. An on-line guidebook for those seeking to expand their revenue streams to achieve greater institutional sustainability. Baltimore, MD. September 2015

Seltzer, Judith. “Business Planning for the Rest of Us.” Presented at the Global Health Mini-University. Washington, DC. March 2014.

Seltzer, Judith. “The Capacity Developer’s Guide to Business Planning for HIV and AIDS Organizations.” AIDSTAR-Two Capacity Builders Series. August 2013.

Seltzer, Judith. “Resource Mobilization in CSOs: Business Planning for Health.” AIDSTAR-Two Technical Note on Resource Mobilization in CSOs Part III. Nov-Dec. 2012.

Johnson, Sarah, Seltzer, Judith. “Resource Mobilization in CSOs.” AIDSTAR-Two Technical Note on Resource Mobilization in CSOs Part I. Sept-Oct.2012.

Seltzer, Judith B., Almodovar, Yadira. “Strengthening Institutional Capacity: It’s Everybody’s Business!” Presented at the Health Progress and Performance Reviews Analysis Methods and Tools Workshop in Bangkok, Thailand, July, 2011.

Seltzer, Judith B., Almodovar, Yadira. “Strengthening Institutional Capacity: Taking a Systems Approach to Performance Improvement.” Presented at the Health Progress and Performance Reviews Analysis Methods and Tools Workshop in Bangkok, Thailand, July, 2011.

Seltzer, Judith B., “Planning the Work and Working with the Plan.” Chapter 4 of Health Systems in Action. Management Sciences for Health, May, 2010.

“Challenges Encountered in Capacity Building: Review of Literature and Selected Tools. MSH Position Paper, No. 10, April 2010. Contributing author.

Seltzer, Judith B., Nauseda, Fiona, Bermudez, Alex. “Philanthropy and the New Consumer.” Presented at the International Health Summit in Miami, USA in April, 2005.

Seltzer, Judith B., Lewis, Elizabeth, Nauseda, Fiona, Redding, Stephen. "Business Planning to Transform Organizations" The Manager. Management and Leadership Program, Management Sciences for Health. Volume 12, No. 3, 2003.

Seltzer, Judith B., Rodway, Gregory F. "The Art of Crafting a Business Plan for Social Return on Investment.” Presented at the NGO Sustainability Conference in Nairobi, Kenya in September, 2002.

Seltzer, Judith B., Eichler, Rena "Decision Points for Leadership: A Case Study of Health Sector Reform in Suriname.” Presented at the Global Health Conference, in Washington, DC in May, 2002.

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Seltzer, Judith B. "The Work of Leadership in Confronting the Challenges of the HIV/AIDS Pandemic in the LAC Region. Presented at the LACHSRI Regional Forum in Ocho Rios, Jamaica in February, 2002.

Galer, Joan, Powers, Melanie, Seltzer, Judith B. "Developing Managers who Lead." The Manager. Management and Leadership Program, Management Sciences for Health. Volume 10, No. 3, 2001.

Seltzer, Judith B., Helfenbein, Saul. “Decision-Linked Research: A Framework for Transforming Population Policies into Effective Action. ” The Family Planning Manager. Family Planning Management Development Project, Management Sciences for Health. Volume VIII, No. 3 Fall 1999. Boston, MA.

Seltzer, Judith B., Solter, Steve. “Conducting Local Rapid Assessments.” The Family Planning Manager. Family Planning Management Development Project, Management Sciences for Health. VolumeVII , No.1 Spring 1998. Newton, MA.

Seltzer, Judith B., Helfenbein, Saul, and Bouzidi, Med. “Transforming Population Policies into Effective Action.” Presented at the 1998 NCIH Conference and to staff from JICA and students from the University of Tokyo in January 1999.

Seltzer, Judith B. “Using National and Local Data to Guide Reproductive Health Programs.” The Family Planning Manager. Family Planning Management Development Project, Management Sciences for Health. Volume VI, No. 2. Spring 1997. Newton, MA.Seltzer, Judith B. "Research as an Instrument of Change in Family Planning." Presented at the National Council for International Health Conference in June, 1995. Washington, DC, and accepted for presentation at the American Public Health Association Conference in October, 1995.

Seltzer, Judith B., Olmedo, Catón, Olviedo, Nelson. "Transforming Population Policies into Effective Actions: The Ecuador Experience." Accepted for presentation at the National Council for International Health conference in June, 1994. Washington, DC.

Seltzer, Judith B. "Promoting Local Rapid Assessments: Local Data for Local Decision-Making." Accepted for presentation at the American Public Health Association conference in October, 1994. Washington, DC.

Seltzer, Judith B., Orozco, Guadalupe. Manual de Investigaciones Rápidas para la Salud. Developed for teaching rapid survey techniques to mid-level health workers in Ecuador. January, 1994.

Seltzer, Judith B., Villarreal, Juan I. "Designing a Cholera Prevention and Control Matrix." Accepted for presentation at the National Council for International Health conference in June, 1992, and at the American Public Health Association conference in November, 1992. Washington, DC.

Benavente, Jaime, Timmons, Robert J., Seltzer, Judith B. "Infant Mortality in Ecuador." Accepted for presentation National Council for International Health Association for June, 1992. Washington, DC.

Seltzer, Judith B., Laing Richard O. Planning a Response to AIDS at the District Level. Designed for the World Bank. July, 1991.

Seltzer, Judith B. Handbook for Developing a District Level Work Plan. Designed for use during course on District Level Health Management. March, 1991. Field tested in Ecuador and Maine.

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Seltzer, Judith B. "Conducting Local Rapid Assessments to Enhance Program Planning." Accepted for presentation at the III Inter-American Symposium on Health Education in July, 1990. Rio de Janeiro, Brazil.

Seltzer, Judith B., Sánchez, Herman B., Haeussler, Rafael, Agreda, César, Morán, Catalán, Marco A., Holley, John. "Evaluación por Muestreo del Sistema de Vigilancia Epidemiológica a Nivel Nacional." Ministerio de Salud Publica y Asistencia Social. Guatemala City, Guatemala. April, 1990.

Herold, Joan M., Westoff, Charles F., Warren, Charles W., Seltzer, Judith B. "Catholicism and Fertility in Puerto Rico." Am J Public Health 1989; 79:1258-1262.

Seltzer, Judith B., LeBow, Robert H. Handbook for Conducting Local Rapid Assessments. Designed for use during course on District Level Health Management. August, 1989. Field tested in Maine and Guatemala.

Seltzer, Judith B. "Minas de Oro, or, My Life and Times as a Peace Corps Volunteer." Selected for presentation at the inauguration of the National Peace Corps Archives at the Kennedy Library. Boston, Mass. November, 1988.

Corrales, Gustavo A., Fajardo, Ileana M., Seltzer, Judith B., Cross, Peter N. "EPI Report: Honduras Moves Toward the Year 2000." Accepted for presentation at the National Council for International Health Conference in June, 1988. Washington, DC.Corrales, Gustavo A., Escoto, Luis R., Seltzer, Judith B., Calderon, Miguel A., Calix, Margarita, "Investigación Operacional sobre la Partera Tradicional, Area de Santa Barbara, Region de Salud No. 3: Análysis del Problema." Tegucigalpa, Honduras. August, 1986.

Corrales, Gustavo A., Escoto, Luis R., Seltzer, Judith B., Calderon, Miguel A., Cross, Peter N. "Integrating Local Health Managers, Workers, and the Community into the Research Process Using Specific Field Research Techniques: Utilization of the Mini-survey in Honduras." Accepted for presentation at the National Council for International Health Conference in June, 1986. Washington, DC.

LANGUAGES

English (fluent)Spanish (fluent)French (functional)

MEMBERSHIPS AND PROFESSIONAL AFFILIATIONS

MIT Community Catalyst Leadership TeamMIT-Sloan Fellows Board of GovernorsAmerican Public Health AssociationNational Council for Returned Peace Corps Volunteers