This set of slides (in Thai) tries to reflect on ongoing policy implementation on reforming health care structure and function to better meet the needs of the people and the health care systems in regional provinces of Thailand. The findings were based on multisource of data from interviewing over 100 key informants; observing 6 sessions of meetings on health care planning and roughly 100 documents.
Important h needs(underlied texts indicate MOPH concern) ….
The 4 h need groups require capacity beyond hc systems to sufficiently addressing their challenges.
System performance could be viewed in isolated components, yet actually they are interconnected, as follows :
Equity….inequitable in HR distribution seems to be more obvious in macro perspective but probably more obvious in micro/meso perspective. Inequity of resource use among the 3 public financing schemes is problem itself and also affects efficiency.
Efficiency…..growth of total h expenditure(THE) has been more rapidly than GDP growth due mainly to overemphasis on curative approach. Corruption could be viewed as the extreme of inefficiency. It also reflects poor governance.
Quality….Overcrowding, long waiting time, swift doctor-patient consultation are explicitly well-known daily routine problems in today clinical care in public hospitals especially MOPH hospitals. Hence it implicitly and strongly indicates a need for care of better quality & safety. That could hardly be achieved without happier HR. Complex and complicated clinical problems require seamless care delivered by transprofessional teams.
Ideology divide
So far ideology divide seems to underlie overall hc system performance leading to loss-loss or win-loss situations eg, brain drain, under utilized private facilities, monopoly etc.
The devide also fragments the hc systems resulting in biases to curative/specialized care on the expense of PP/PMC. The biases contribute to rapidly increased THE.
Professional oriented underlies difficulty in transdisciplinary collaboration and hampers sector-wide participation and people participation.
Ideology synchrony
Synchronized ideology is not only possible but also could maximize collective capacity of thai hc systems in terms of mobilizing over-sea money to redistribute and foster equity goals : HRD, harmonize hc financing.
The synchronization may be achieved by, e.g, earmarked tax on revenue gain from medical tourism, sharing of know-how and resouces, earmarked MD production and use in private hospitals, promote free market competition, learning from Theptarin model.
Collaboration between PP/PMC and curative/specialized care could be expanded by making use of lessons learned from existing success stories e.g., fast track services, task shifting, mental h initiatives.
Professional oriented could be synchronized with participatory approach through learning from Nan model, Kornburi model, Muaklek model etc.
Participatory approach could be enhanced by investment in appropriate tech development, ehealth, innovative engagement with community using project-based approach.