Devolution and health

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  • Sir, foward me any material you have on the nature of devolution of health services in Pakistani and India. Kenya is experiencing teething problems in its attempt to devolve the health sector, especially personnel. What lessons can we learn from India and Pakistani?
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  • sir i need material facts and figures about the current/latest scenerio of pakistani contest regrding the health care delivery syetem of pakistan its affects on promoting health and social outcomes
    if any of you have please help me .com
    regard
    jehanzebkhan
    jehanzebkhan1981@gmail
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  • To bring about a change in the dominant mindset, where social sector investment is perceived in a mathematical input versus output equation, to one where human resource development is acknowledged as a pillar for sustainable development.
  • Promoting good governance in health sector by prompt, equitable and professional services delivery Human resource development for sustainable development.
  • Hospital referral systems and ambulance services. Develop and maintain budgets Procurements and M&R activities. Personnel management
  • Interact with donors and International Agencies. Personnel Management of the Provincial Cadres in Health. Provincial Procurements and M&R. Plan, implement, supervise and monitor Health Programs.
  • Continuous monitoring and surveillance on continuity and quality of services. Ensuring sustainability of the services and programs. Creating motivation, confidence and trust in the public. Devolved district health services represents an opportunity to tackle the health-financing picture.
  • Devolved district health services represents an opportunity to tackle the health-financing picture. User willingness to pay for PHC in the public sector services, if they receive improved care. The districts can recover substantial costs and can retain the incomes Services & programs designed on the concept “by the people, of the people, for the people”
  • Training for the new district managers regarding financial management / allocations. Strengthening HMIS Broadening of administrative and financial base, hence debundling of powers.
  • Status of Federal vertical programs like EPI, AIDS, Malaria, TB and LHW programs. Awareness in the general public Adaptability of the public with the new devolved system. Lack of communication mechanism at the provincial level
  • Access through the primary healthcare system to reproductive health services for all individuals of appropriate ages as soon as possible, and no later than the year 2015 The implementation of national strategies for sustainable development in all countries by 2005, so as to ensure that current trends in the loss of environmental resources are effectively reversed at both global and national levels by 2015 The slow pace of progress in new devolved system, may hamper the pace of achievement of the internationally set targets in health sector.
  • Devolution and health

    1. 1. DEVOLUTION PLAN AND HEALTH CARE IN PAKISTAN CHALLENGES AND CONSTRAINTS Dr. Nayyar Raza Kazmi Courtesy Dr Babar T. Shiekh, Aga Khan University
    2. 2. VISION <ul><li>Health is a basic human right and must be available and accessible in an affordable framework to all. To this end, an integrated approach to public health in the district will combine preventive, promotive and curative health at all levels. Reductions in demand of curative care, would be translated into improvements in its quality. </li></ul><ul><li>Promoting good governance in health sector, by meaningful and consistent emphasis on prompt, equitable and professional services delivery, must become a cardinal principle of the department. </li></ul>
    3. 3. Devolution, Decentralization, Debundling It is the transfer of authority, or disposal of power in public planning, management and decision making from the national level to sub- national levels or from a higher to lower levels of government.
    4. 4. Main Objective: philosophical & ideological Providing the means for community participation and local self-reliance and ensuring the accountability of government officials to the population.
    5. 5. DEVOLUTION OF POWERS IN HEALTH DEPARTMENT OBJECTIVES <ul><li>Empowerment of the people at the grass root level. </li></ul><ul><li>To make the District the dominant level of decision making in health department. </li></ul><ul><li>Improve the quantity and quality of health care delivery to the people close to their door steps. </li></ul><ul><li>Integrated approach to public health, combining, preventive, promotive and curative health at all levels. </li></ul>
    6. 6. RESPONSIBILITIES/ FUNCTIONS AT THE DISTRICT LEVEL <ul><li>Prevent and Control Communicable Diseases and Non Communicable Diseases. </li></ul><ul><li>Food Sanitation. </li></ul><ul><li>Maintain medical and health statistics under HMIS. </li></ul><ul><li>Reproductive Health. </li></ul><ul><li>Health and Nutrition Education. </li></ul><ul><li>Environmental and Occupational Health. </li></ul>
    7. 7. RESPONSIBILITIES/ FUNCTIONS AT THE PROVINCIAL LEVEL <ul><li>Make Health Policy for the Province. </li></ul><ul><li>Legislate on Provincial health Issues. </li></ul><ul><li>Drugs control under the Drugs Control Act. </li></ul><ul><li>Monitoring and Regulatory functions of Medical and Para Medical institutions. </li></ul><ul><li>Health Research and related Health information gathering. </li></ul>
    8. 8. RESOURCE/ASSETS DISTRIBUTION FOR THE DISTRICT <ul><li>Type-A or B [DHQ Hospital] hospitals. </li></ul><ul><li>Type-C [Tehsil HQ] hospitals. </li></ul><ul><li>Type-D [Civil] Hospitals </li></ul><ul><li>RHCs. </li></ul><ul><li>BHUs. </li></ul><ul><li>Sub Health Centres. </li></ul><ul><li>MCH centres. </li></ul><ul><li>Dispensaries. </li></ul><ul><li>Districts will be encouraged to establish their own Nursing, </li></ul><ul><li>LHV and Paramedical Training Institutes in due course. </li></ul>
    9. 9. PROGRESS SO FAR <ul><li>Posts in Directorate General of Health Services have been re-designated </li></ul><ul><li>Budgets according to the new requirements. </li></ul><ul><li>All EDO’s(H) and ADHOs have been briefed by the department twice on its approved Devolution plan. </li></ul><ul><li>Briefing was held for both EDO’s(H) and DCOs of all districts by Health Department </li></ul><ul><li>All EDO’s(H) have been instructed to work as a team with the DCOs at the district level </li></ul><ul><li>All EDO’s(H) have been asked to develop lists of their assets for distribution </li></ul>
    10. 10. Public Health District Headquarters Hospitals Basic Rural Health Centre Mother & Child Health Population Welfare EDO: Health District Coordination Officer DISTRICT ADMINISTRATIVE STRUCTURE:
    11. 11. FUNCTIONS OF EXECUTIVE DISTRICT OFFICER <ul><li>Ensure that the business of the department and offices placed under his administrative control is carried out in accordance with the relevant laws and rules. </li></ul><ul><li>Co-ordinate and supervise the activities of the relevant offices. </li></ul><ul><li>Ensure efficient services delivery by functionaries under his control. </li></ul>
    12. 12. DISTRICT HEALTH MANAGEMENT TEAM What is the purpose of a DHMT ?  Develop a Team approach  Share and Exchange Views  Reduce the workload of the DHO  Optimize Utilization of the Human Resources  Improve Cooperation and Collaboration among stakeholders
    13. 13. How is a DHMT Constituted ?      E DO(H)       Other District Managers       Public Sector Health Care Providers      Private Sector Health Care Providers  Community or its elected leaders
    14. 14. Role of DHMT <ul><li>Sharing of experiences and exchanging of views & ideas. </li></ul><ul><li>Taking responsibilities and improving technical efficiency by supporting, assisting. </li></ul><ul><li>Improve cooperation and collaboration with the Government and private health related sectors. </li></ul>
    15. 15. OUTCOMES <ul><li>Well-defined structures have been developed and resources allocated. </li></ul><ul><li>Meaningful partnerships at provincial, district, tehsil and community level, through the establishment of DHMT,THMT and citizen boards. </li></ul><ul><li>Detailed mapping of resources and services need to be developed. </li></ul><ul><li>In planning and implementation of program a right based and integrated approach needs to be developed. </li></ul><ul><li>Meaningful action and capacity building would be required at all levels. </li></ul>
    16. 16. HEALTH EXPENDITURE SITUATION AT PRESENT <ul><li>Almost 100% is out-of pocket </li></ul><ul><li>Includes formal and informal private sector </li></ul><ul><li>Questionable quality of care </li></ul><ul><li>Considerable expenditures on unnecessary and inappropriate (sometimes unsafe) care </li></ul><ul><li>Inequity in financing of care </li></ul><ul><li>No regulation or standards on fee charged </li></ul><ul><li>Reliable information not available </li></ul>
    17. 17. ADVANTAGES OF DEVOLVED SYSTEM IN HEALTH CARE <ul><li>Administrative and financial powers to district authorities / local bodies representative. </li></ul><ul><li>Involvement in devising the programs relevant to the local needs and priorities. </li></ul><ul><li>Strategies and plans acceptable for the community and matching to their socio cultural and socio economic background. </li></ul>
    18. 18. <ul><li>User willingness to pay for PHC in the public sector services, if they receive improved care. </li></ul><ul><li>The districts can recover substantial costs and can retain the incomes. </li></ul><ul><li>Creating sense of ownership. </li></ul><ul><li>Strengthening of FLCF, answering many primary health problems like high IMR, high MMR and morbidity and male involvement. </li></ul>
    19. 19. CRITERIA FOR ALLOCATING DISTRICT BUDGETS <ul><li>Population Size </li></ul><ul><li>Socio-economic Development </li></ul><ul><li>Health Infrastructure </li></ul><ul><li>Health Needs / Problems (BOD Estimation) </li></ul><ul><li>Performance Evaluation based on </li></ul><ul><li>predetermined indicators </li></ul><ul><li>Combination of Above </li></ul>
    20. 20. CHALLENGES AND CONSTRAINTS <ul><li>Political willingness of provincial and district governments to work in the new system. </li></ul><ul><li>Defining their administrative roles with limits and jurisdiction. </li></ul><ul><li>Distribution of financial powers between Provincial and District representatives. (dependency of districts on provinces for how long?) </li></ul>
    21. 21. <ul><li>Financial and administrative capacity of the district government. </li></ul><ul><li>Resentment against the status quo at the provincial level and fear of loosing authority. </li></ul><ul><li>Lack of trust and losing the profit. </li></ul><ul><li>Status of Public Service Commission, Medical colleges and Tertiary hospitals. </li></ul>
    22. 22. THE INTERNATIONAL DEVELOPMENT TARGETS 1. A reduction by one half in the proportion of people living in extreme poverty by 2015 2. Demonstrated progress towards gender equality and the empowerment of women by elimination gender disparity in primary and secondary education 3. A reduction by two-thirds in the mortality rates for infants and children under age 5 and reduction by three-fourths in maternal mortality - all by 2015

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