This document summarizes key indicators and experiences from a state health system development project in West Bengal, India. It shows that the project led to significant improvements in hospital utilization rates, access for poor patients, availability of diagnostic services, and patient satisfaction levels over the period from 1997 to 2003. Some challenges remain around ensuring continued funding for recurrent costs, strengthening primary healthcare, improving staff motivation, and managing private sector quality. Overall, the project demonstrates that targeted investments in infrastructure combined with system interventions can substantially improve public healthcare efficiency and outcomes, especially for underserved groups.
Overview of Ghana’s National Health Insurance SchemeHFG Project
Presented at “Financial Protection and Improved Access to Health Care: Peer-to-Peer Learning Workshop Finding Solutions to Common Challenges” in Accra, Ghana, February 2016. To learn more, visit: https://www.hfgproject.org/ghana-uhc-workshop
Facts & Figures for Healthcare Market in Thailand. Including information on the universal healthcare program, hospitals segment, key trends to impact hospital sector, five force analysis for private hospital, drug market value and medical device market value.
Overview of Ghana’s National Health Insurance SchemeHFG Project
Presented at “Financial Protection and Improved Access to Health Care: Peer-to-Peer Learning Workshop Finding Solutions to Common Challenges” in Accra, Ghana, February 2016. To learn more, visit: https://www.hfgproject.org/ghana-uhc-workshop
Facts & Figures for Healthcare Market in Thailand. Including information on the universal healthcare program, hospitals segment, key trends to impact hospital sector, five force analysis for private hospital, drug market value and medical device market value.
The global Telehealth market is estimated to be valued at USD 25.30 billion in 2022, growing at a CAGR of 14% during 2014-2022.
https://www.researchonglobalmarkets.com/global-telehealth-market-2014-2022.html
For the full report please write to info@netscribes.com
Physician-Hospital Integration Strategies to Maximize the Bottom Line for Ort...Wellbe
Economic pressures on physicians and hospitals have increased attention on integration and collaboration between providers. The passage of the Patient Protection and Affordable Care Act (ACA) has propelled physician-hospital integration onto the national stage, forcing physicians and hospitals to change and accelerate their alignment structures with each other to meet the ACA’s mandates: quality excellence, population health management, efficiency, and cost savings. This presentation provides a detailed overview of strategies for the orthopedic service line that have been successfully implemented in order to achieve the Triple Aim while enhancing alignment with the service line’s physicians.
About the Speaker:
DanielleDanielle L. Sreenivasan, MHA is a senior manager with The Camden Group with more than ten years of healthcare experience. She specializes in strategic and service line business planning, facility planning, financial feasibility analyses, and medical staff planning and alignment on behalf of community hospitals, healthcare systems, academic medical centers, and physician medical groups. Ms. Sreenivasan has worked with clients analyzing current and potential markets and developing population-based healthcare strategies.
Prior to joining The Camden Group, Ms. Sreenivasan directed the Virginia Cardiac Network, LLC for Inova Fairfax Hospital located in Falls Church, Virginia. Her responsibilities included the development of strategic business plans and scorecards for clinical quality and budgeting processes, as well as oversight for the implementation of operational performance improvement plans. Ms. Sreenivasan’s experience also includes departmental and operational audits, and reimbursement analysis.
Ms. Sreenivasan received her master’s degree in health administration from Medical University of South Carolina with Honors, and her bachelor’s degree in accounting, business administration, and finance from the College of Charleston. She is a member of the American College of Healthcare Executives.
Transforming Health Care Delivery through System Integration of the Resurrect...Resurrection Health Care
How Resurrection Health Care implemented a 24/7 specialized care system via centralized remote patient monitoring by intensivists that has reduced medical errors and ICU mortality, improved patient outcomes, saved costs plus enabled tracking of patient vital trends.
Presentation on the results to date of the Federal Partnership for Patients (...Noel Eldridge
This is the full set of the introductory slides and my slides covering the presentation. The sponsoring organization, Consumers Advancing Patient Safety (CAPS), which invited me to give this presentation, has posted a version with the audio and video together on-line at: http://iteleseminar.com/71861610
NVTC Capital Health Tech Summit: Dr. Shannon KeynoteAlexa Magdalenski
The 2017 Capital Health Tech Summit took place on June 15, 2017 at the Inova Center for Personalized Health. Dr. Richard Shannon, Executive Vice President, Health Affairs, University of Virginia provided the Summit's second keynote.
Challenges and improvements in diagnostic services across seven day services NHS Improving Quality
Prof Erika Denton, National Clinical Director for Diagnostics. Slides from Erika's presentation at the 7 Day services events in West Midlands 11th June and East Midlands 12th June, 2014.
Dr Ashish Jha: lessons from organisational changeNuffield Trust
Dr Ashish Jha, Harvard School of Public Health, presenting at the Nuffield Trust Health Policy Summit, explores how change happens, drawing on examples from Accountable Care Organisations in the USA.
Pro Forma StatementPro Forma Income StatementYear 1Year 2Year 3Yea.docxsleeperharwell
Pro Forma StatementPro Forma Income StatementYear 1Year 2Year 3Year 4Year 5Visits4,8825,1265,3825,6525,934Revenue Per Visit$450$450$450$450$450Gross RevenuePatient Reveue Gross Patient RevenueDeductions from Patient RevenueContractual Total Deductions from Revenue Net Patient Revenue$0$0$0$0$0Operating ExpensesSalaries and WagesEmployee BenefitsUtilitiesRepair/MaintenanceHousekeepingTelephone ServiceDepreciationMalpracticeMiscellaneous/OtherVariable Medical Supply CostsOther Non-Personnel Costs Total Operating ExpensesExcess of Rev over Exp. From Operations$0$0$0$0$0Cummulative Income$0$0$0$0$0Net Cash from Excess Rev (excl Depreciation)$0$0$0$0$0Cummulative Income Net Cash$0$0$0$0$0
Executive Summary, Overview, and Financial Data for Investment
in the Rural Urgent Care Center
I. Executive Summary
Urgent care is the delivery of ambulatory care in a facility dedicated to the delivery of unscheduled, walk-in care outside of a hospital emergency department. Development of the Rural Urgent Care (RUC) facility in Sylacauga, Alabama will facilitate access to care providers through extended service hours within closer geographic proximity to patients, families, and caregivers. The Director of Emergency Services will provide clinical monitoring to ensure quality service provisions. The RUC facility will act to alleviate demand for emergency department (ED) services by shifting lower acute patients to a less resource-intensive environment.
II. Program Overview: Market Opportunities and Utilization Patterns
The RUC will provide treatment to patients suffering from non-life-threatening conditions that require quick attention, including bone fractures, pneumonia and flu, and minor lacerations. Since the late 1980s and early 1990s, hospitals have looked to facilities such as RUCs as a means to reduce rates of inappropriate ED utilization by triaging non-emergent patients to less acute settings. The ED is not the most appropriate care setting for many patients. Non-urgent patients account for well over 10 percent of the average ED’s caseload, and semi-urgent cases account for another 20 percent (refer to Figure 1)
. At the other end of the acuity spectrum, most emergent patients would be better served in an inpatient unit, but many are forced to board in the ED because beds are unavailable.
Year4,8825,1265,3825,6525,934
Month407427449471495
Week9499104109114
Day1314151616
Visit volume will increase by 5% each year
Service AreaVisitsYear 1Year 2Year 3Year 4Year 5
Figure 1
Triaging patients to an appropriate site of care properly allocates resources to meet patient acuity and results in better clinical outcomes. RUC staffing and treatment approaches are fundamentally different from those in an ED; patients get more abbreviated and pointed clinical work-ups, which provides care more efficiently by clinicians who are oriented to less intense discovery and intervention.
The RUC will also address community needs for convenient, reliab.
The Top 5 Ancillary Services For Urology PracticesClark Love
Reduction in Medicare contract payments and decreased physician reimbursement from insurers are causing decreased physician salaries, medical profits and general revenue. This is driving the desire for urology practices to add ancillary services - and this is a good thing for patients.
Hospitals in India have a high burden of infection in their Intensive Care Unit and general wards,many of which are resistant to antibiotic treatment.In antibiotic resistant infections are difficult and sometimes impossible to treat.They lead to longer hospital stays,increased treatment cost and in some cases death.
The global Telehealth market is estimated to be valued at USD 25.30 billion in 2022, growing at a CAGR of 14% during 2014-2022.
https://www.researchonglobalmarkets.com/global-telehealth-market-2014-2022.html
For the full report please write to info@netscribes.com
Physician-Hospital Integration Strategies to Maximize the Bottom Line for Ort...Wellbe
Economic pressures on physicians and hospitals have increased attention on integration and collaboration between providers. The passage of the Patient Protection and Affordable Care Act (ACA) has propelled physician-hospital integration onto the national stage, forcing physicians and hospitals to change and accelerate their alignment structures with each other to meet the ACA’s mandates: quality excellence, population health management, efficiency, and cost savings. This presentation provides a detailed overview of strategies for the orthopedic service line that have been successfully implemented in order to achieve the Triple Aim while enhancing alignment with the service line’s physicians.
About the Speaker:
DanielleDanielle L. Sreenivasan, MHA is a senior manager with The Camden Group with more than ten years of healthcare experience. She specializes in strategic and service line business planning, facility planning, financial feasibility analyses, and medical staff planning and alignment on behalf of community hospitals, healthcare systems, academic medical centers, and physician medical groups. Ms. Sreenivasan has worked with clients analyzing current and potential markets and developing population-based healthcare strategies.
Prior to joining The Camden Group, Ms. Sreenivasan directed the Virginia Cardiac Network, LLC for Inova Fairfax Hospital located in Falls Church, Virginia. Her responsibilities included the development of strategic business plans and scorecards for clinical quality and budgeting processes, as well as oversight for the implementation of operational performance improvement plans. Ms. Sreenivasan’s experience also includes departmental and operational audits, and reimbursement analysis.
Ms. Sreenivasan received her master’s degree in health administration from Medical University of South Carolina with Honors, and her bachelor’s degree in accounting, business administration, and finance from the College of Charleston. She is a member of the American College of Healthcare Executives.
Transforming Health Care Delivery through System Integration of the Resurrect...Resurrection Health Care
How Resurrection Health Care implemented a 24/7 specialized care system via centralized remote patient monitoring by intensivists that has reduced medical errors and ICU mortality, improved patient outcomes, saved costs plus enabled tracking of patient vital trends.
Presentation on the results to date of the Federal Partnership for Patients (...Noel Eldridge
This is the full set of the introductory slides and my slides covering the presentation. The sponsoring organization, Consumers Advancing Patient Safety (CAPS), which invited me to give this presentation, has posted a version with the audio and video together on-line at: http://iteleseminar.com/71861610
NVTC Capital Health Tech Summit: Dr. Shannon KeynoteAlexa Magdalenski
The 2017 Capital Health Tech Summit took place on June 15, 2017 at the Inova Center for Personalized Health. Dr. Richard Shannon, Executive Vice President, Health Affairs, University of Virginia provided the Summit's second keynote.
Challenges and improvements in diagnostic services across seven day services NHS Improving Quality
Prof Erika Denton, National Clinical Director for Diagnostics. Slides from Erika's presentation at the 7 Day services events in West Midlands 11th June and East Midlands 12th June, 2014.
Dr Ashish Jha: lessons from organisational changeNuffield Trust
Dr Ashish Jha, Harvard School of Public Health, presenting at the Nuffield Trust Health Policy Summit, explores how change happens, drawing on examples from Accountable Care Organisations in the USA.
Pro Forma StatementPro Forma Income StatementYear 1Year 2Year 3Yea.docxsleeperharwell
Pro Forma StatementPro Forma Income StatementYear 1Year 2Year 3Year 4Year 5Visits4,8825,1265,3825,6525,934Revenue Per Visit$450$450$450$450$450Gross RevenuePatient Reveue Gross Patient RevenueDeductions from Patient RevenueContractual Total Deductions from Revenue Net Patient Revenue$0$0$0$0$0Operating ExpensesSalaries and WagesEmployee BenefitsUtilitiesRepair/MaintenanceHousekeepingTelephone ServiceDepreciationMalpracticeMiscellaneous/OtherVariable Medical Supply CostsOther Non-Personnel Costs Total Operating ExpensesExcess of Rev over Exp. From Operations$0$0$0$0$0Cummulative Income$0$0$0$0$0Net Cash from Excess Rev (excl Depreciation)$0$0$0$0$0Cummulative Income Net Cash$0$0$0$0$0
Executive Summary, Overview, and Financial Data for Investment
in the Rural Urgent Care Center
I. Executive Summary
Urgent care is the delivery of ambulatory care in a facility dedicated to the delivery of unscheduled, walk-in care outside of a hospital emergency department. Development of the Rural Urgent Care (RUC) facility in Sylacauga, Alabama will facilitate access to care providers through extended service hours within closer geographic proximity to patients, families, and caregivers. The Director of Emergency Services will provide clinical monitoring to ensure quality service provisions. The RUC facility will act to alleviate demand for emergency department (ED) services by shifting lower acute patients to a less resource-intensive environment.
II. Program Overview: Market Opportunities and Utilization Patterns
The RUC will provide treatment to patients suffering from non-life-threatening conditions that require quick attention, including bone fractures, pneumonia and flu, and minor lacerations. Since the late 1980s and early 1990s, hospitals have looked to facilities such as RUCs as a means to reduce rates of inappropriate ED utilization by triaging non-emergent patients to less acute settings. The ED is not the most appropriate care setting for many patients. Non-urgent patients account for well over 10 percent of the average ED’s caseload, and semi-urgent cases account for another 20 percent (refer to Figure 1)
. At the other end of the acuity spectrum, most emergent patients would be better served in an inpatient unit, but many are forced to board in the ED because beds are unavailable.
Year4,8825,1265,3825,6525,934
Month407427449471495
Week9499104109114
Day1314151616
Visit volume will increase by 5% each year
Service AreaVisitsYear 1Year 2Year 3Year 4Year 5
Figure 1
Triaging patients to an appropriate site of care properly allocates resources to meet patient acuity and results in better clinical outcomes. RUC staffing and treatment approaches are fundamentally different from those in an ED; patients get more abbreviated and pointed clinical work-ups, which provides care more efficiently by clinicians who are oriented to less intense discovery and intervention.
The RUC will also address community needs for convenient, reliab.
The Top 5 Ancillary Services For Urology PracticesClark Love
Reduction in Medicare contract payments and decreased physician reimbursement from insurers are causing decreased physician salaries, medical profits and general revenue. This is driving the desire for urology practices to add ancillary services - and this is a good thing for patients.
Hospitals in India have a high burden of infection in their Intensive Care Unit and general wards,many of which are resistant to antibiotic treatment.In antibiotic resistant infections are difficult and sometimes impossible to treat.They lead to longer hospital stays,increased treatment cost and in some cases death.
About
Indigenized remote control interface card suitable for MAFI system CCR equipment. Compatible for IDM8000 CCR. Backplane mounted serial and TCP/Ethernet communication module for CCR remote access. IDM 8000 CCR remote control on serial and TCP protocol.
• Remote control: Parallel or serial interface.
• Compatible with MAFI CCR system.
• Compatible with IDM8000 CCR.
• Compatible with Backplane mount serial communication.
• Compatible with commercial and Defence aviation CCR system.
• Remote control system for accessing CCR and allied system over serial or TCP.
• Indigenized local Support/presence in India.
• Easy in configuration using DIP switches.
Technical Specifications
Indigenized remote control interface card suitable for MAFI system CCR equipment. Compatible for IDM8000 CCR. Backplane mounted serial and TCP/Ethernet communication module for CCR remote access. IDM 8000 CCR remote control on serial and TCP protocol.
Key Features
Indigenized remote control interface card suitable for MAFI system CCR equipment. Compatible for IDM8000 CCR. Backplane mounted serial and TCP/Ethernet communication module for CCR remote access. IDM 8000 CCR remote control on serial and TCP protocol.
• Remote control: Parallel or serial interface
• Compatible with MAFI CCR system
• Copatiable with IDM8000 CCR
• Compatible with Backplane mount serial communication.
• Compatible with commercial and Defence aviation CCR system.
• Remote control system for accessing CCR and allied system over serial or TCP.
• Indigenized local Support/presence in India.
Application
• Remote control: Parallel or serial interface.
• Compatible with MAFI CCR system.
• Compatible with IDM8000 CCR.
• Compatible with Backplane mount serial communication.
• Compatible with commercial and Defence aviation CCR system.
• Remote control system for accessing CCR and allied system over serial or TCP.
• Indigenized local Support/presence in India.
• Easy in configuration using DIP switches.
Welcome to WIPAC Monthly the magazine brought to you by the LinkedIn Group Water Industry Process Automation & Control.
In this month's edition, along with this month's industry news to celebrate the 13 years since the group was created we have articles including
A case study of the used of Advanced Process Control at the Wastewater Treatment works at Lleida in Spain
A look back on an article on smart wastewater networks in order to see how the industry has measured up in the interim around the adoption of Digital Transformation in the Water Industry.
Immunizing Image Classifiers Against Localized Adversary Attacksgerogepatton
This paper addresses the vulnerability of deep learning models, particularly convolutional neural networks
(CNN)s, to adversarial attacks and presents a proactive training technique designed to counter them. We
introduce a novel volumization algorithm, which transforms 2D images into 3D volumetric representations.
When combined with 3D convolution and deep curriculum learning optimization (CLO), itsignificantly improves
the immunity of models against localized universal attacks by up to 40%. We evaluate our proposed approach
using contemporary CNN architectures and the modified Canadian Institute for Advanced Research (CIFAR-10
and CIFAR-100) and ImageNet Large Scale Visual Recognition Challenge (ILSVRC12) datasets, showcasing
accuracy improvements over previous techniques. The results indicate that the combination of the volumetric
input and curriculum learning holds significant promise for mitigating adversarial attacks without necessitating
adversary training.
9. Average monthly X-rays done, 1997-2003
About one quarter of
project cost was
invested in
equipment
The impact is quite
visible in terms of
increase in utilization
0
200
400
600
800
1000
1200
1400
DH SDH RH
1997
2003
10. Average monthly USGs done, 1997-2003
0
50
100
150
200
250
300
350
DH SDH
1997
2003
Before project, some
of the diagonstic
services were almost
unavailable (e.g.,
USG) even at DH
level.
After project, change
is dramatic.
11. Indicator Base line (1997) 2003 % change
Outpatients
D.H 2762640 3769525 36.45
S.D.H/S.G.H 5854536 8817853 50.62
R.H 6202620 9622930 55.14
Total 14819796 22210308 49.87
Inpatients
D.H 420840 584726 38.94
S.D.H/S.G.H 808128 999421 23.67
R.H 262140 424761 62.04
Total 1491108 2008908 34.73
Major Surgeries
D.H 32867 60047 82.70
S.D.H/S.G.H 54791 79798 45.64
Total 87658 139845 59.53
Deliveries
D.H 72384 112153 54.94
S.D.H/S.G.H 150958 191444 26.82
R.H 58431 87500 49.75
Total 281773 391097 38.80
IMPROVEMENT IN HOSPITAL UTILIZATION
Continued.
12. Indicator Base line (1997) 2003 % change
USG
D.H 1878 43009 2190.15
S.D.H/S.G.H 242 64366 26497.52
Total 2120 107375 4964.86
X-ray
D.H 134325 260136 93.66
S.D.H/S.G.H 229674 378213 64.67
R.H 39002 143549 268.06
Total 403001 781898 94.02
Laboratory tests
D.H 493150 940255 90.66
S.D.H/S.G.H 489756 1187223 142.41
R.H 246552 618447 150.84
Total 1229458 2745925 123.34
IMPROVEMENT IN HOSPITAL UTILIZATION
13. Access to the Poor
Majority comes from the weaker section of the
community
31
18
15 15
21
32
20
14
12
22
Poorest 20% Next 20% Middle 20% Next 20% Richest 20%
IPD(%) OPD(%)
19
14
20
28
19
12
24
21
25
18
Poorest 20% Next 20% Middle 20% Next 20% Richest 20%
IPD(%) OPD(%)
Asset Index: Urban Patients
Asset Index: Rural Patients
14. Base 2003
DH 29256 34392 5136 1.22 41958
SDH/SGH 14220 14916 696 0.17 2536
RH 3444 4824 1380 0.58 2798
Total 46920 54132 7212 47292
Hospital
Gain in healthy man-days (per year per hospital)
New admissions per
year per hospital
Additional
admissions
per year per
hospital
Reduction
in ALOS
(number of
days)
Total
generated
healthy man-
days (per year
per hospital)
15. Gain in healthy man-days per year per
hospital
0
5000
10000
15000
20000
25000
30000
35000
40000
45000
DH SDH/SGH RH
All patients
Poor patients
16. Poverty alleviation
0.2 million additional poor
patients served per year
0.9 million additional healthy
man-days created per year for
poor patients
18. Factors determining patients’
satisfaction - Indoor
Doctors'
attention
26%
Overall
cleanliness
15%
Medical care in
time
13%
Nursing care
30%
Attitude of
others
15%
Availability of
diagnostic
1%
Source: Patient satisfaction survey, BMF
19. Factors determining patients’
satisfaction - Outdoor
Doctors'
attention
80%
Medical care in
time
6%
Nursing care
1%
Overall
cleanliness
3%
Availability of
diagnostic
10%
Source: Patient satisfaction survey, BMF
20. 47 46
61
65
27 27
55
74
25
31
44
63
0
10
20
30
40
50
60
70
80
Baseline (117) Cycle I (172) Cycle II (178) Cycle III (178) Cycle IV (178)
District Sub-Division/State General Rural
Patient Satisfaction:
Cleanliness
Hospi
tal
Types
Target
DH 100
SD/S
GH
100
RH 100
% of Patients Highly Satisfied
25. Equipment maintenance
Innovations
AMC procedure
Additional technical
staff on contract basis
Impact
weakened the major
bottleneck in
maintenance
eased the stress
especially at higher
levels.
26. Health management information system
Innovations
Monthly report from all
hospitals on performance
indicators
A quarterly report compiling
data from all hospitals on
performance and efficiency
indicators.
Computerization at hospital
level
Impact
A major breakthrough-shift
towards a objective, evidence-
based, professional approach
of data utilisation
An immense scope for
planning, monitoring and
evaluation
Computerization accelerated
the data management process
and ensured efficient, fast,
transparent hospital care for
the patients
Initiating e- governance
27. Private Public Partnership
Innovations
Collaborations with private
institutions like Asia Heart
Foundation to establish tele-
cardiology units.
Scavenging, sanitary, security,
and diet services contracted
out
Outsourced operations and
maintenance of generators,
laundry services, and staff car
etc
Impact
Adds to quality of service and
patient satisfaction
28. Waste management
Innovations
Substantial effort to introduce basic
tools and techniques for waste
management at all levels.
Series of training to generate
positive perception and awareness
among hospital staff.
Waste autoclave installed in Govt.
hospital utilised as CTF for private
units
Impact
Almost all hospitals are using basic
tools (syringe and needle cutter,
dedicated trolley, burial pits, etc.).
Independent studies show that the
concepts of and rationale behind
segregation, treatment, and disposal
are clear among key hospital staff.
A good system for maintenance
with revenue generated, deserves
replication
.
29. Quality Assurance
Innovation
Introducing
grading of hospitals
on the basis of
quality indicators.
Incorporating
patient satisfaction
indicators.
Impact
Adds new dimension to
improvement of quality of
health care.
Increases quality
consciousness among
health care providers
32. User charges
Innovation
User charges
introduced in
lower tiers and
rationalised in all
tiers of hospitals
with exemption
for the poor
Impact
People’s
confidence in
Govt. health care
services
strengthened
33. Sunderbans component
Innovation
Primary health care services are
targeted for intervention.
A Government – NGO
partnership established to
provide mobile health care
services in remote and
inaccessible islands.
Impact
The experiment with NGOs in
providing mobile services
generated huge benefits (next
slide).
Strengthening primary health
centers has a positive effect on
the referral system.
.
34. Percentage distribution of patients in the
Sunderbans, by source of treatment
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
MHCS area Non-MHCS area
MHCS
Quack
Govt.
Others
Quack
Govt.
Others
Source: Hijli Inspiration report
35.
36. Key challenges
The progress in performance is directly linked not only to capital
investment, but also to increased recurrent inputs (maintenance
security, drugs, skilled manpower, etc.) implying that the flow of
key recurrent inputs should be assured in future.
Initiatives for referral system should continue with renewed
emphasis on IEC
Participation of medical providers (in sustaining the project)
based on complete ownership is a serious challenge.
Monitoring of various norms and procedures at the hospital level
needs to be strengthened.
There should be a mechanism to assess and monitor people’s
expectation. The District Health and FW Society has immense
potential in this direction.
37. Key challenges (continued)
The non-salary recurrent expenditure is still lower than the
desired level.
Primary sector needs to be pulled up to provide appropriate
support and to sustain the benefits of the project.
The qualitative aspects of working force, especially motivation
and attitude, still remain an area of concern.
Quality of private health care services needs to be streamlined
and monitored.
People’s expectation is upwardly mobile.
38.
39. Lessons learnt
Civil works
Consultants with experience in hospital constructions should
be engaged for preparing plans, drawings and designs.
Consultants should study in details the shortcomings of the
existing buildings, rearrangement of units required, drainage
system, water supply, power situation and total requirement,
drug storage facility, staff quarters, provisions in terms of
patients charter viz. public telephone booth, fair price shop,
canteen, pay & use toilet, bathroom. The providers are to
be consulted.
The price variation clause in the tender for works with less
than 2 years completion time should be deleted in conformity
with PWD procedure . This may restrain the agency from
delaying construction works. Contd..2
40. Lessons learnt
Procurement
Involvement of one Bio-Medical Engineer in
finalization of specification and inspection of equipment
is very important.
Procurement of equipment should be staggered over
12/15 months phasing delivery to sites according to
completion of civil works.
contd…3
41. Lessons learnt
General
A balanced mix of infrastructure development and system intervention
can produce substantial improvement in efficiency and effectiveness.
Total improvement in referral mechanism requires parallel improvement
in the primary health care services. A weak primary sector is a barrier to
sustainability of improved secondary care.
Since the public hospitals in West Bengal are used predominantly by
poorer section, most of the project benefits went to the poor. However, for
a full-proof safety net, free availability of all drugs must be ensured.
Participation of private sector (for-profit and voluntary) is essential.
However, coordination and monitoring at the local level is extremely
important to make the partnership effective.
More involvement of district health staff from the very beginning of a
project is necessary.