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The paper seeks to show that health and socio‐economic developments are so closely intertwined that is impossible to achieve one without the other.

This paper sees that building health systems that are responsive to community needs, particularly for the poor, requires politically difficult and administratively demanding choices. Health is a priority goal in its own right, as well as a central input into economic development and poverty reduction.

The paper finds that, while the economic development in India has been gaining momentum over the last decade, the health system is at a crossroads today. Even though Government initiatives in public health have recorded some noteworthy successes over time, the Indian health system is ranked 118 among 191 WHO member countries on overall health performance.

This working paper describes the status of the health system, discusses critical areas of management concerns, suggests a few health sector reform measures, and concludes by identifying the roles and responsibilities of various stakeholders for building health systems that are responsive to the community needs, particularly for the poor.

This paper aims to focus on the management capacity assessment of the Reproductive and Child Health (RCH) program at the state level.

Based on an extensive literature survey, and discussions with senior officers in charge of RCH program at the central and state level, the authors have developed a conceptual framework for management capacity assessment. Central to their framework are a few determinants of management capacity, a set of indicators to estimate these determinants, and a management capacity assessment tool to be administered by each state. A pilot survey of the management tool in a few states helped the authors to refine each instrument and finalize the same. A suitable management structure is suggested for effective management of the RCH program based on the population in each state.

The assessment brought out the need to strengthen the planning and monitoring of RCH activities, HR management practices, and inter‐departmental coordination.

The Ministry of Health and Family Welfare, Government of India has accepted the management tool and asked each state to administer it. The recommended management structure is used as a guideline by each state to identify the capacity gaps and take necessary steps to augment its management capacity.

The authors’ framework to assess the management capacity of RCH program is very comprehensive, the management tool is easy to administer, and assessment of capacity gaps can be made quickly.

To provide a public private partnership (PPP) model for urban health centres (UHC) in developing countries that can be useful for urban local governments and private service providers willing to enter into meaningful partnerships so as to improve primary healthcare services.

This research is based on geographical information system methodology to identify suitable locations to address availability, access, affordability and equity concerns and to provide a practical framework for PPP for establishing UHC. The methodology involved survey and mapping of slum communities and private healthcare facilities.

The research provides intricate details about planning healthcare services for urban poor, operational and managerial aspects of service provision and processes involved in PPP for urban health.

The model is developed and tested for Ahmedabad city (sixth largest city in India) and may need a certain amount of customisation for application in other cities.

The outcome of the research is a working model based on a set of legal documents (memorandum of understanding) signed by all the PPP stakeholders. This model is useful for planning and managing similar healthcare facilities in other cities with adequate context‐specific modifications given the increasing importance of urban health.

While a range of published work provides theoretical frameworks for PPPs in general and for urban health in particular, our model has field‐tested all the steps for establishing a PPP model for solving urban health problems. The proposed UHC will start functioning in its new premises soon.

Job performance is an important variable, which primarily affects outcomes at three levels: the micro level (i.e. the individual), the meso level (i.e. the group) and the macro level (i.e. the organisation). This paper aims to identify, analyse and synthesise factors that affect job performance.

Through an extensive integrative review of literature, this study identifies and classifies the factors that affect job performance. A synthesised model based on the schema of demands, resources and stressors is also developed.

The demands identified are grouped into physical, cognitive and affective. Stressors adversely affecting job performance are classified at an individual level, job level and family level. Finally, resources are classified at an individual level, job level, organisational level and social level.

This review enhances the job demands-resources (JD-R) model to job demands-resources-stressors (JD-R-S) model by identifying a separate category of variables that are neither job demands nor resources, but still impede job performance.

The subgroups identified under demands, resources and stressors provide insights into job performance enhancement strategies, by changing, managing or optimising them.

This study helps in better understanding the factors that go on to impact job performance differentially, depending on the group to which they belong. It gives a holistic picture of factors affecting job performance, thereby integrating classifying and synthesising the vast literature on the topic.