SECTION27 is proud to launch its Health Reform Briefs in an effort to broaden discussion about the different ways in which the health sector is changing. The briefs will look at reform in the health care sector through the lens of the Constitution and public interest, tying together economics, health systems theory and the law.
The first edition focuses on the design of NHI pilots. These briefs will be published every six weeks or so. If you would like to continue receiving these briefs, please send an email to: info@section27.org.za. And please share widely with others you think might be interested.
Sustainable financing of health and social services: Good health at low cost ...OECD Governance
This document summarizes health and social spending in South and Southeast Asia. It notes that spending is generally lower than in OECD countries, though some exceptions exist. Thailand is highlighted as achieving good health outcomes at low cost through supply-side controls, primary care focus, and cost-containment measures. The document examines lessons that could be learned from Thailand's universal coverage system, such as establishing a national health insurance fund and learning from their capitation and DRG reimbursement systems. It also discusses the need to project social grant expenditures and consider supporting institutions like health technology assessment agencies.
HSFR/HFG End of Project Regional Report - AmharaHFG Project
The document discusses health care financing reforms implemented in the Amhara region of Ethiopia with support from the USAID-funded HSFR/HFG project. The reforms aimed to improve access to and quality of health services. Key reforms included establishing governing boards at health facilities, allowing facilities to retain and utilize generated revenue, and recruiting financial management staff. As a result of these reforms, the number of facilities with governing boards increased from 776 to 891, and the number implementing revenue retention doubled from 2013 to 2018. Revenue retained also increased substantially over this period.
HSFR/HFG End of Project Regional Report - OromiaHFG Project
The document summarizes the work of the USAID-funded HSFR/HFG project in Ethiopia's Oromia region to implement health care financing reforms. It discusses how the project has [1] provided technical support to establish legal frameworks and implement reforms around revenue retention and utilization and health facility governance, which has [2] increased funding for health services and facilities' autonomy in Oromia. As a result, [3] health facilities have improved access to drugs, equipment, and infrastructure, helping to improve quality of care.
This presentation was given at our launch meeting in Uganda which took place in July 2011. It provides an introduction to the research work we are planning in Northern Uganda.
Lessons from pfm in the health sector finalHFG Project
Over the past five years, the Health Finance and Governance (HFG) project has supported over 35 countries and programs in their efforts to strengthen public financial management (PFM) systems. Activities have been tailored to address key priorities within a health system context, and have ranged from improving financial data systems to conducting costing exercises, financial analyses, and capacity-building workshops. Across these activities, several lessons have emerged.
Insights in this brief stem from analysis of over 200 HFG financing activities; interviews with stakeholders from Ukraine and Vietnam; and experience from cross-cutting program activities. These lessons are shared as a resource for fellow implementing partners, country practitioners, and donor agencies. As the project ends, this brief considers the global context and established frameworks for PFM alongside the contributions of the HFG experience, and suggests a way forward.
Sustainable financing of health and social services: Good health at low cost ...OECD Governance
This document summarizes health and social spending in South and Southeast Asia. It notes that spending is generally lower than in OECD countries, though some exceptions exist. Thailand is highlighted as achieving good health outcomes at low cost through supply-side controls, primary care focus, and cost-containment measures. The document examines lessons that could be learned from Thailand's universal coverage system, such as establishing a national health insurance fund and learning from their capitation and DRG reimbursement systems. It also discusses the need to project social grant expenditures and consider supporting institutions like health technology assessment agencies.
HSFR/HFG End of Project Regional Report - AmharaHFG Project
The document discusses health care financing reforms implemented in the Amhara region of Ethiopia with support from the USAID-funded HSFR/HFG project. The reforms aimed to improve access to and quality of health services. Key reforms included establishing governing boards at health facilities, allowing facilities to retain and utilize generated revenue, and recruiting financial management staff. As a result of these reforms, the number of facilities with governing boards increased from 776 to 891, and the number implementing revenue retention doubled from 2013 to 2018. Revenue retained also increased substantially over this period.
HSFR/HFG End of Project Regional Report - OromiaHFG Project
The document summarizes the work of the USAID-funded HSFR/HFG project in Ethiopia's Oromia region to implement health care financing reforms. It discusses how the project has [1] provided technical support to establish legal frameworks and implement reforms around revenue retention and utilization and health facility governance, which has [2] increased funding for health services and facilities' autonomy in Oromia. As a result, [3] health facilities have improved access to drugs, equipment, and infrastructure, helping to improve quality of care.
This presentation was given at our launch meeting in Uganda which took place in July 2011. It provides an introduction to the research work we are planning in Northern Uganda.
Lessons from pfm in the health sector finalHFG Project
Over the past five years, the Health Finance and Governance (HFG) project has supported over 35 countries and programs in their efforts to strengthen public financial management (PFM) systems. Activities have been tailored to address key priorities within a health system context, and have ranged from improving financial data systems to conducting costing exercises, financial analyses, and capacity-building workshops. Across these activities, several lessons have emerged.
Insights in this brief stem from analysis of over 200 HFG financing activities; interviews with stakeholders from Ukraine and Vietnam; and experience from cross-cutting program activities. These lessons are shared as a resource for fellow implementing partners, country practitioners, and donor agencies. As the project ends, this brief considers the global context and established frameworks for PFM alongside the contributions of the HFG experience, and suggests a way forward.
HSFR/HFG End of Project Regional Report - TigrayHFG Project
The document summarizes health care financing reforms supported by the USAID-funded HSFR/HFG project in the Tigray region of Ethiopia. Key achievements include:
1) Increasing the number of health facilities with functional governing boards and management committees to improve governance and use of retained revenue.
2) Doubling the amount of revenue retained and utilized by health facilities over three years through the revenue retention and utilization reform.
3) Expanding community-based health insurance (CBHI) to cover 69% of woredas and over 1 million beneficiaries, increasing resources mobilized through the program to over 141 million birr.
Uganda experience by Dr Tonny Tumwesigye, UPMBachapkenya
The document discusses Uganda's decentralization of healthcare, beginning in the 1990s. It transferred power over healthcare from the central government to local governments. This aimed to improve access, accountability, and responsiveness to local needs. Key reforms included establishing local councils and formally decentralizing political, administrative, and fiscal control through acts in 1993 and 1997. The reforms achieved some successes, like improved staff distribution and accountability. However, challenges remain regarding human resources, planning, funding imbalances, and local revenue management under the decentralized system.
Presented by Ghassan Karem.
Part of a session - 'Context, gender, and sustainability in introducing and scaling-up essential health care packages in fragile and crisis-affected countries' - at the Fifth Global Symposium for Health Systems Research in October 2018. The essential package of health services is a mechanism for expanding equitable coverage of primary health care and essential hospital services in countries recovering from conflict. The session explored the evidence-base on such healthcare packages in different contexts and prioritized areas for strengthening research.
Malawi Mid-Year Review 2014-2015 Health Sector Overviewmohmalawi
The document summarizes the mid-year review of Malawi's health sector for the period of July-December 2014. It outlines key highlights including a continued focus on maternal, neonatal and child health as well as responding to emergencies like floods, cholera outbreaks, and the Ebola threat. It provides details on health sector financing, performance of health systems and service delivery, and reforms being pursued to improve quality and efficiency. Overall resources for the 2014/15 fiscal year were mapped at MK278.8 billion, with the government contributing 92% of the required funding for the health sector pool.
Central hospitals in Malawi face challenges including inadequate staffing, especially specialists, and poor quality of care. Reforms are proposed to address this, including establishing public trust hospitals with autonomous governance boards. This would give hospitals more control over management and finances while still remaining publicly owned. The objectives are to improve quality, access, and efficiency as well as strengthening support for districts and urban health services. A roadmap outlines steps for implementation over several years.
This document provides an overview of decentralizing health services in Malawi. It discusses progress made so far in decentralizing functions like finance, procurement, and service delivery to district levels. It identifies gaps in policies, laws, and implementation and makes recommendations. Key points include clarifying roles and responsibilities at each level, ensuring coordinated support from central, regional, and district structures, establishing city health directorates, building financial management capacity, and providing guidelines for partner involvement. The document also examines challenges in decentralizing human resources and the architecture for managing health workers in a decentralized system.
The Center for Medicare and Medicaid Innovation (CMS Innovation Center) hosted an introduction webinar about the Oncology Care Model (OCM) on Thursday, February 19, 2015 from 12:00pm – 1:00pm EST. The webinar focused on introducing core concepts of OCM and application instructions. Advance registration was not required.
- - -
CMS Innovation Center
http://innovation.cms.gov
We accept comments in the spirit of our comment policy:
http://newmedia.hhs.gov/standards/comment_policy.html
CMS Privacy Policy
http://cms.gov/About-CMS/Agency-Information/Aboutwebsite/Privacy-Policy.html
HSFR/HFG Project Activities and Results Summary: August 2013 through December...HFG Project
The USAID-funded HSFR/HFG project has supported the Government of Ethiopia in implementing wide-ranging health care financing reforms at national, regional, and local levels. This includes introducing and expanding health insurance, improving revenue retention and utilization at health facilities, strengthening the fee waiver system, establishing health facility governing boards, and outsourcing non-clinical services. The project has trained over 10,000 health workers and officials, established health insurance programs that now cover over 11 million Ethiopians, and helped improve quality of care through financial reforms. Overall, the project has made significant contributions to increasing access to healthcare and financial protection for Ethiopia's citizens.
This document summarizes the results of an assessment of Mongolia's provider payment systems conducted to inform reforms. It finds that Mongolia currently uses 3 main payment methods - line item budgets, DRG-based payments for hospitals, and fee-for-service. The assessment examined each system's design, incentives, and stakeholders' perceptions. It identified strengths and weaknesses compared to international standards and how each system impacts health policy goals. The assessment concludes with a roadmap to refine Mongolia's systems to better support universal health coverage.
The Oncology Care Model team hosted a webinar on OCM Frequently Asked Questions and Application Overview on Wednesday, April 22, 2015 at 12:00pm EDT. No password was required for the webinar.
- - -
CMS Innovation Center
http://innovation.cms.gov
We accept comments in the spirit of our comment policy:
http://newmedia.hhs.gov/standards/comment_policy.html
CMS Privacy Policy
http://cms.gov/About-CMS/Agency-Information/Aboutwebsite/Privacy-Policy.html
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
Community Based Health Insurance as a Pathway to Universal Health Coverage: L...HFG Project
Presentation by Hailu Zelelew, Abt Associates, at Haiti's International Conference on Access to Health Care for All in Haiti: Challenges and Perspectives for Funding, April 28-29, 2015, Haïti
The CMS Innovation Center held the sixth in a series of webinars for potential applicants interested in applying to Health Care Innovation Awards Round Two. The webinar held on Thursday, July 11, 2013 from 1:00–2:00pm EDT, focused on developing payment models.
- - -
CMS Innovations
http://innovations.cms.gov
We accept comments in the spirit of our comment policy:
http://newmedia.hhs.gov/standards/comment_policy.html
CMS Privacy Policy
http://cms.gov/About-CMS/Agency-Information/Aboutwebsite/Privacy-Policy.html
The Next Generation ACO Model team hosted an open door forum on Tuesday, February 28, 2017. During this open door forum Model team members provided a deep dive presentation examining details of financial aspects relating to the model.
- - -
CMS Innovation Center
http://innovation.cms.gov
We accept comments in the spirit of our comment policy:
http://newmedia.hhs.gov/standards/comment_policy.html
CMS Privacy Policy
http://cms.gov/About-CMS/Agency-Information/Aboutwebsite/Privacy-Policy.html
Innovations in Results-Based Financing in the Latin America and Caribbean RegionRBFHealth
Presentations delivered during "Innovations in Results-Based Financing in the Latin America and Caribbean Region" seminar at the World Bank on May 22, 2014.
These slides feature a comparative review of different types of results-based financing schemes in the Latin America and Caribbean region, as well as case studies from selected schemes.
An IBM team worked with Ghana's Ministry of Health to develop a supply chain master plan. The Ministry faced challenges with an inefficient and fragmented supply chain system. The IBM team created a roadmap for a new Supply Chain Management Unit, designed an information system architecture, established a costing model, and conducted a risk assessment. Their recommendations included creating a system to improve decision making, establishing a cost model for transparency, and developing a blueprint for an IT system to support medicine delivery. The master plan aimed to strengthen Ghana's public health sector supply chain management.
A presentation by Bruno Meessen, delivered during "Transforming Health Systems Through Results-Based Financing," an event held during the Third Global Symposium on Health Systems Research in Cape Town on September 30, 2014.
The document provides an overview of health technology assessment (HTA) processes and requirements in selected countries. It describes the status of HTA agencies, guidelines, selection criteria for drugs to review, preferred assessment approaches, weighting of clinical versus economic evidence, outcome measures, comparators, decision thresholds, cost perspectives, budget impact analysis requirements, and modeling and data requirements for each country. Countries discussed include Argentina, Colombia, Czech Republic, Hungary, Israel, Mexico, and Poland.
community part 3 b .Sc. nursing course FOR the reform in health system . sustained purposeful change to improve the efficiency equity and effectiveness of the health sector.
The Frontier Community Health Integration Project (FCHIP) aims to improve access to care for Medicare beneficiaries in sparsely populated areas through testing interventions like telemedicine, ambulance services, nursing facility care, and home health. The 3-year demonstration will be administered by the CMS Innovation Center and must be budget neutral. Eligible providers must be located in states where at least 65% of counties have 6 or fewer residents per square mile. Applicants must show how their proposed interventions will improve care coordination, decrease transfers, and be cost-neutral through cost savings. They must submit details on staffing, partnerships, and a budget projection to participate.
The document is a PhD thesis by Evalina van Wijk that explores the lived experiences of male intimate partners of female rape victims in Cape Town, South Africa. It includes a declaration, abstract, dedication, acknowledgements, and table of contents. The thesis involved interviews with nine male partners of female rape victims at various intervals following the rape to understand their experiences as secondary victims. The hermeneutic-phenomenological approach was used to analyze the data and identify themes. The findings indicated that male partners experience the world as secondary victims of rape and navigate multiple worlds, including those of their partners, families, professionals, and the justice system. The thesis aims to understand how rape affects male partners and formulate a framework to
This document summarizes a study of CEO succession events among the largest 100 U.S. corporations between 2005-2015. The study analyzed executives who were passed over for the CEO role ("succession losers") and their subsequent careers. It found that 74% of passed over executives left their companies, with 30% eventually becoming CEOs elsewhere. However, companies led by succession losers saw average stock price declines of 13% over 3 years, compared to gains for companies whose CEO selections remained unchanged. The findings suggest that boards generally identify the most qualified CEO candidates, though differences between internal and external hires complicate comparisons.
HSFR/HFG End of Project Regional Report - TigrayHFG Project
The document summarizes health care financing reforms supported by the USAID-funded HSFR/HFG project in the Tigray region of Ethiopia. Key achievements include:
1) Increasing the number of health facilities with functional governing boards and management committees to improve governance and use of retained revenue.
2) Doubling the amount of revenue retained and utilized by health facilities over three years through the revenue retention and utilization reform.
3) Expanding community-based health insurance (CBHI) to cover 69% of woredas and over 1 million beneficiaries, increasing resources mobilized through the program to over 141 million birr.
Uganda experience by Dr Tonny Tumwesigye, UPMBachapkenya
The document discusses Uganda's decentralization of healthcare, beginning in the 1990s. It transferred power over healthcare from the central government to local governments. This aimed to improve access, accountability, and responsiveness to local needs. Key reforms included establishing local councils and formally decentralizing political, administrative, and fiscal control through acts in 1993 and 1997. The reforms achieved some successes, like improved staff distribution and accountability. However, challenges remain regarding human resources, planning, funding imbalances, and local revenue management under the decentralized system.
Presented by Ghassan Karem.
Part of a session - 'Context, gender, and sustainability in introducing and scaling-up essential health care packages in fragile and crisis-affected countries' - at the Fifth Global Symposium for Health Systems Research in October 2018. The essential package of health services is a mechanism for expanding equitable coverage of primary health care and essential hospital services in countries recovering from conflict. The session explored the evidence-base on such healthcare packages in different contexts and prioritized areas for strengthening research.
Malawi Mid-Year Review 2014-2015 Health Sector Overviewmohmalawi
The document summarizes the mid-year review of Malawi's health sector for the period of July-December 2014. It outlines key highlights including a continued focus on maternal, neonatal and child health as well as responding to emergencies like floods, cholera outbreaks, and the Ebola threat. It provides details on health sector financing, performance of health systems and service delivery, and reforms being pursued to improve quality and efficiency. Overall resources for the 2014/15 fiscal year were mapped at MK278.8 billion, with the government contributing 92% of the required funding for the health sector pool.
Central hospitals in Malawi face challenges including inadequate staffing, especially specialists, and poor quality of care. Reforms are proposed to address this, including establishing public trust hospitals with autonomous governance boards. This would give hospitals more control over management and finances while still remaining publicly owned. The objectives are to improve quality, access, and efficiency as well as strengthening support for districts and urban health services. A roadmap outlines steps for implementation over several years.
This document provides an overview of decentralizing health services in Malawi. It discusses progress made so far in decentralizing functions like finance, procurement, and service delivery to district levels. It identifies gaps in policies, laws, and implementation and makes recommendations. Key points include clarifying roles and responsibilities at each level, ensuring coordinated support from central, regional, and district structures, establishing city health directorates, building financial management capacity, and providing guidelines for partner involvement. The document also examines challenges in decentralizing human resources and the architecture for managing health workers in a decentralized system.
The Center for Medicare and Medicaid Innovation (CMS Innovation Center) hosted an introduction webinar about the Oncology Care Model (OCM) on Thursday, February 19, 2015 from 12:00pm – 1:00pm EST. The webinar focused on introducing core concepts of OCM and application instructions. Advance registration was not required.
- - -
CMS Innovation Center
http://innovation.cms.gov
We accept comments in the spirit of our comment policy:
http://newmedia.hhs.gov/standards/comment_policy.html
CMS Privacy Policy
http://cms.gov/About-CMS/Agency-Information/Aboutwebsite/Privacy-Policy.html
HSFR/HFG Project Activities and Results Summary: August 2013 through December...HFG Project
The USAID-funded HSFR/HFG project has supported the Government of Ethiopia in implementing wide-ranging health care financing reforms at national, regional, and local levels. This includes introducing and expanding health insurance, improving revenue retention and utilization at health facilities, strengthening the fee waiver system, establishing health facility governing boards, and outsourcing non-clinical services. The project has trained over 10,000 health workers and officials, established health insurance programs that now cover over 11 million Ethiopians, and helped improve quality of care through financial reforms. Overall, the project has made significant contributions to increasing access to healthcare and financial protection for Ethiopia's citizens.
This document summarizes the results of an assessment of Mongolia's provider payment systems conducted to inform reforms. It finds that Mongolia currently uses 3 main payment methods - line item budgets, DRG-based payments for hospitals, and fee-for-service. The assessment examined each system's design, incentives, and stakeholders' perceptions. It identified strengths and weaknesses compared to international standards and how each system impacts health policy goals. The assessment concludes with a roadmap to refine Mongolia's systems to better support universal health coverage.
The Oncology Care Model team hosted a webinar on OCM Frequently Asked Questions and Application Overview on Wednesday, April 22, 2015 at 12:00pm EDT. No password was required for the webinar.
- - -
CMS Innovation Center
http://innovation.cms.gov
We accept comments in the spirit of our comment policy:
http://newmedia.hhs.gov/standards/comment_policy.html
CMS Privacy Policy
http://cms.gov/About-CMS/Agency-Information/Aboutwebsite/Privacy-Policy.html
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
Community Based Health Insurance as a Pathway to Universal Health Coverage: L...HFG Project
Presentation by Hailu Zelelew, Abt Associates, at Haiti's International Conference on Access to Health Care for All in Haiti: Challenges and Perspectives for Funding, April 28-29, 2015, Haïti
The CMS Innovation Center held the sixth in a series of webinars for potential applicants interested in applying to Health Care Innovation Awards Round Two. The webinar held on Thursday, July 11, 2013 from 1:00–2:00pm EDT, focused on developing payment models.
- - -
CMS Innovations
http://innovations.cms.gov
We accept comments in the spirit of our comment policy:
http://newmedia.hhs.gov/standards/comment_policy.html
CMS Privacy Policy
http://cms.gov/About-CMS/Agency-Information/Aboutwebsite/Privacy-Policy.html
The Next Generation ACO Model team hosted an open door forum on Tuesday, February 28, 2017. During this open door forum Model team members provided a deep dive presentation examining details of financial aspects relating to the model.
- - -
CMS Innovation Center
http://innovation.cms.gov
We accept comments in the spirit of our comment policy:
http://newmedia.hhs.gov/standards/comment_policy.html
CMS Privacy Policy
http://cms.gov/About-CMS/Agency-Information/Aboutwebsite/Privacy-Policy.html
Innovations in Results-Based Financing in the Latin America and Caribbean RegionRBFHealth
Presentations delivered during "Innovations in Results-Based Financing in the Latin America and Caribbean Region" seminar at the World Bank on May 22, 2014.
These slides feature a comparative review of different types of results-based financing schemes in the Latin America and Caribbean region, as well as case studies from selected schemes.
An IBM team worked with Ghana's Ministry of Health to develop a supply chain master plan. The Ministry faced challenges with an inefficient and fragmented supply chain system. The IBM team created a roadmap for a new Supply Chain Management Unit, designed an information system architecture, established a costing model, and conducted a risk assessment. Their recommendations included creating a system to improve decision making, establishing a cost model for transparency, and developing a blueprint for an IT system to support medicine delivery. The master plan aimed to strengthen Ghana's public health sector supply chain management.
A presentation by Bruno Meessen, delivered during "Transforming Health Systems Through Results-Based Financing," an event held during the Third Global Symposium on Health Systems Research in Cape Town on September 30, 2014.
The document provides an overview of health technology assessment (HTA) processes and requirements in selected countries. It describes the status of HTA agencies, guidelines, selection criteria for drugs to review, preferred assessment approaches, weighting of clinical versus economic evidence, outcome measures, comparators, decision thresholds, cost perspectives, budget impact analysis requirements, and modeling and data requirements for each country. Countries discussed include Argentina, Colombia, Czech Republic, Hungary, Israel, Mexico, and Poland.
community part 3 b .Sc. nursing course FOR the reform in health system . sustained purposeful change to improve the efficiency equity and effectiveness of the health sector.
The Frontier Community Health Integration Project (FCHIP) aims to improve access to care for Medicare beneficiaries in sparsely populated areas through testing interventions like telemedicine, ambulance services, nursing facility care, and home health. The 3-year demonstration will be administered by the CMS Innovation Center and must be budget neutral. Eligible providers must be located in states where at least 65% of counties have 6 or fewer residents per square mile. Applicants must show how their proposed interventions will improve care coordination, decrease transfers, and be cost-neutral through cost savings. They must submit details on staffing, partnerships, and a budget projection to participate.
The document is a PhD thesis by Evalina van Wijk that explores the lived experiences of male intimate partners of female rape victims in Cape Town, South Africa. It includes a declaration, abstract, dedication, acknowledgements, and table of contents. The thesis involved interviews with nine male partners of female rape victims at various intervals following the rape to understand their experiences as secondary victims. The hermeneutic-phenomenological approach was used to analyze the data and identify themes. The findings indicated that male partners experience the world as secondary victims of rape and navigate multiple worlds, including those of their partners, families, professionals, and the justice system. The thesis aims to understand how rape affects male partners and formulate a framework to
This document summarizes a study of CEO succession events among the largest 100 U.S. corporations between 2005-2015. The study analyzed executives who were passed over for the CEO role ("succession losers") and their subsequent careers. It found that 74% of passed over executives left their companies, with 30% eventually becoming CEOs elsewhere. However, companies led by succession losers saw average stock price declines of 13% over 3 years, compared to gains for companies whose CEO selections remained unchanged. The findings suggest that boards generally identify the most qualified CEO candidates, though differences between internal and external hires complicate comparisons.
The document discusses how personalization and dynamic content are becoming increasingly important on websites. It notes that 52% of marketers see content personalization as critical and 75% of consumers like it when brands personalize their content. However, personalization can create issues for search engine optimization as dynamic URLs and content are more difficult for search engines to index than static pages. The document provides tips for SEOs to help address these personalization and SEO challenges, such as using static URLs when possible and submitting accurate sitemaps.
10 Insightful Quotes On Designing A Better Customer ExperienceYuan Wang
In an ever-changing landscape of one digital disruption after another, companies and organisations are looking for new ways to understand their target markets and engage them better. Increasingly they invest in user experience (UX) and customer experience design (CX) capabilities by working with a specialist UX agency or developing their own UX lab. Some UX practitioners are touting leaner and faster ways of developing customer-centric products and services, via methodologies such as guerilla research, rapid prototyping and Agile UX. Others seek innovation and fulfilment by spending more time in research, being more inclusive, and designing for social goods.
Experience is more than just an interface. It is a relationship, as well as a series of touch points between your brand and your customer. Here are our top 10 highlights and takeaways from the recent UX Australia conference to help you transform your customer experience design.
For full article, continue reading at https://yump.com.au/10-ways-supercharge-customer-experience-design/
How to Build a Dynamic Social Media PlanPost Planner
Stop guessing and wasting your time on networks and strategies that don’t work!
Join Rebekah Radice and Katie Lance to learn how to optimize your social networks, the best kept secrets for hot content, top time management tools, and much more!
Watch the replay here: bit.ly/socialmedia-plan
Lightning Talk #9: How UX and Data Storytelling Can Shape Policy by Mika Aldabaux singapore
How can we take UX and Data Storytelling out of the tech context and use them to change the way government behaves?
Showcasing the truth is the highest goal of data storytelling. Because the design of a chart can affect the interpretation of data in a major way, one must wield visual tools with care and deliberation. Using quantitative facts to evoke an emotional response is best achieved with the combination of UX and data storytelling.
Presentation from Professor Sophie Witter at the Institute of Development Studies' learning session 'Health financing priorities in the time of Covid-19?'
Myanmar Strategic Purchasing 5: Continuous Learning and Problem SolvingHFG Project
This is the fifth in a series of briefs examining practical considerations in the design and implementation of a strategic purchasing pilot project among private general practitioners (GPs) in Myanmar. This pilot aims to start developing the important functions of, and provide valuable lessons around, contracting of health providers and purchasing that will contribute to the broader health financing agenda. More specifically, it is introducing a blended payment system that mixes capitation payments and performance-based incentives to reduce households’ out-of-pocket spending and incentivize providers to deliver an essential package of primary care services.
Running head REIMPLEMENTATION OF A BEDSIDE SHIFT REPORTREIMPLEM.docxtodd581
Running head: REIMPLEMENTATION OF A BEDSIDE SHIFT REPORT
REIMPLEMENTATION OF A BEDSIDE SHIFT REPORT
Reimplementation of A Bedside Shift Report
Problem Statement
The underlying challenge experienced by most of the healthcare facilities when it comes to implementing bedside shift report is the lack of necessary skills and knowledge by nursing staff as well as the impact of changes it will bring after implementation to nursing practice. Direct care providers must stay engaged in the implementation process for this project change to bear fruits to unit-related outcomes of care and accessibility. Leadership commitment and program evaluation are what I believe this project proposal is going to provide to enhance change compliance and increased staff accountability. As a result, bedside shift report (BSR) has become a popular solution in most of the healthcare facilities nowadays as it improves patient satisfaction and ensures effective communication among families, patients and staffs (Dorvil, 2018).
Evidence-Based Literature about Bedside Shift Report (BSR)
American Nurses Association (2001) provides a plethora of evidence-based practice and even provides templates to use on their website, supporting nurses reporting the bedside. Their mission is to advance nursing to the highest standards possible by setting objectives and goals that enable them to help transform health care, and what better way to do that than by integrating nurse, patient, and family into report together. According to Dorvil (2018), BSR implementation comes with many benefits, primarily when caregivers use patient-centric innovative care to maintain quality of care. Hospital efforts in providing quality care are supported by evidence-based practice whereby promoting this excellence of service delivery yields more benefit to healthcare facilities as well as to the consumers of healthcare services (McAllen et al., 2018).
Pre-Implementation Plan
In this proposal, I have chosen Lewin’s theory of change, as it is rooted in social psychology. My BSR implementation aligns with this theory because it associated with aspects of behaviorism and developed an interest in Gestalt psychology (Rani, 2017). My BSR project proposal will follow the three stages proposed by Lewin that, first, I will unfreeze the current position, then shift the focus to the new situation and finally refreeze the new situation. Moving to a new situation and refreezing the new condition serves best as my initial survey analysis, which will help me develop the re-education training program for all involved stakeholders.
The BSR will incorporate the off-going and the on-coming nurse in the patient’s room, at the bedside. This measure will ensure that four eyes are laid on the patient to assess mentation, lines, drains, tubes, and drips/correct intravenous medication, as well as skin. While both nurses are doing this, they will integrate patient and family, if the patient should choose, listen, interject, and add.
Community Benefit vs. Organizational BenefitPerhaps you have b.docxmonicafrancis71118
Community Benefit vs. Organizational Benefit
Perhaps you have been to a health fair sponsored by a local hospital in your community. Who benefits from such an effort? When you or your neighbors are screened for signs of illness (hypertension, for instance) or learn about available services, clearly the promotion benefits you, but what about the hospital? Having its name associated with "community service" benefits the institution. Any patients and/or clients the institution attracts may also result in some financial benefit, even if the organization is ostensibly "non-profit."
In this Discussion, you will identify examples of promotion for social change in your community and analyze whether the promotion benefits the community, the organization, or both.
To prepare for this Discussion:
· Review this week's Learning Resources.
· Identify two local health care providers and identify an example of each organization's effort in promoting a service or services as a form of positive social change. One of the organizations should be for-profit, the other, not-for-profit.
Post a brief description of how each organization's promotion fosters social change. Then, evaluate how each organization's marketing promotion benefits the community and how it benefits the organization. Finally, for each example of marketing promotion you have identified, analyze whether the interest of the community and the interest of the organization are in conflict. Briefly comment on how the promotions of the for-profit and non-profit organizations differ and how they are similar.
Support your work with specific citations from this week's Learning Resources and/or additional sources as appropriate.
Fortenberry, J. L., Jr., Elrod, J. K., & McGoldrick, P. J. (2010). Is billboard advertising beneficial for healthcare organizations? An investigation of efficacy and acceptability to patients. Journal of Healthcare Management, 55(2), 81–9 5.
STRATEGY CHALLENGE
Alan M. Zuckerman
What Would You Do?
does the strategic plan require updating because
of healthcare reform?
Metro Health System (MHS) is a successfiil integrated
delivery system (IDS) and the second largest health-
care organization operating in its metropolitan area.
With the passage of healthcare reform into law, how-
ever, MHS s leaders see a need to review and possibly
revise the organization's strategic plan. Although
MHS's relatively recent full plan update still should
be valid, over the past nine months, board members
and executives have raised important questions about
the strategy. The question is, does MHS need to fine-
tune its plan or is a more significant change in strate-
gic direction required?
The Situation
MHS is a $1.3 billion (annual operating revenue),
multifaceted IDS in a medium to large city. Its
performance has been consistently strong for the
past seven years as measured by margin, share,
and other indicators. The organization comprises
two large hospitals, about 300 emplo.
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Section27 Health Reform Brief 1 July 2013
1. DESIGN OF NHI PILOTS IN SOUTH AFRICA - SOME CONSIDERATIONS
The South African Government is in the first
phase of its journey towards a National Health
Insurance system. This phase is primarily
focused on the strengthening of health
systems and improvements in the service
delivery platform.
On 22 March 2012 the National Department of
Health announced the identification and
funding of 10 pilot sites that would influence
“how the service benefits will be designed, how
the population will be covered and how the
services will be delivered.”
According to the Department of Health the pilot
sites have the following aims:
1
1
“NHI
Pilot
Districts
Selection”
on
22
March
2012,
1. To establish district health authorities that
will be the contracting agencies for the
delivery and provision of health services
within a strengthened district health
system and test aspects of a district health
system. In particular, it will test:
• The extent to which communities are
protected from financial risks of
accessing needed care by the
introduction of a district mechanism of
funding for health services.
• The ability of the districts to assume
the greater responsibilities associated
with the purchaser-provider split
required under a NHI.
• The costs of introducing a fully-fledged
District Health Authority as a
Contracting Agency and the
ADVANCING
SECTION27:
Topical
Briefs
on
Health
Policy
and
Reform’
Policy
Brief
1,
July
2013
SECTION27 Health Reform Briefs
The South African health sector is on the cusp of change. The National Health Insurance (NHI) and a
suite of related reforms is to be introduced over the next 15 years, with the selected NHI districts
having received funding to pilot NHI-related innovations; the Competition Commission is set to launch
a market inquiry into the private health sector; and various public sector reforms are in process,
including the training of hospital CEOs, an audit of health facilities and the establishment of an Office
for Health Standards Compliance, which will monitor public health services and address complaints of
non-compliance.
In an effort to broaden discussion about the different ways in which the health sector is changing and
to contribute to research in the sector, SECTION27 has decided to publish a series of technical briefs
on health sector reform. SECTION27 seeks to influence, develop and use the law to protect, promote
and advance human rights. The briefs will therefore look at reform in the health care sector through
the lens of the Constitution and public interest, tying together economics, health systems theory and
the law.
2. implications for scaling up such
institutional and administrative
arrangements throughout the country.
2. To undertake health system strengthening
initiatives in selected pilot districts
2
. In
particular it would strengthen primary
healthcare, focus on the most vulnerable
sections of society across the country and
aim to reduce high maternal and child
mortality.
3. To test innovations necessary for
implementing National Health Insurance.
These include the following:
• The primary healthcare (PHC)
package: The pilots would assess
utilisation patterns, costs and
affordability of implementing a PHC
service package. They would also
assess whether the health care service
package, the primary health teams and
a strengthened referral system will
improve access to quality health
services particularly in the rural and
previously disadvantaged areas of the
country.
• The private sector: The pilots would
assess the feasibility, acceptability,
effectiveness and affordability of
innovative ways of engaging private
sector resources for a public purpose.
This brief aims at providing an overview of the
role of pilot programmes, potential benefits of
piloting and key aspects that should be taken
into consideration in the design of pilots as we
move closer to an NHI system. In this brief we
do not assess the current performance of the
existing pilots.
The “tent clinic” - Lusikisiki Village Clinic in OR Tambo District, the
NHI pilot district in the Eastern Cape
2
Division
of
Revenue
Act
5
of
2012.
The importance of piloting
Pilot approaches have been advocated as a
means to reduce the risks associated with
implementing complex health system reforms.
They allow policymakers to “try out” alternative
arrangements for the health care system in a
relatively risk-free way. If policymakers are
uncertain about the political support for, or
technical feasibility of a new health system
design, piloting the reform may allow them to
determine these factors before
institutionalizing such reforms or implementing
them nationwide. More specifically, piloting has
a number of advantages including the
following:
• Piloting of reforms may generate lessons
regarding technical design and
implementation that can feed into the
further implementation and refinement of
the reform;
• Pilot projects offer an opportunity for
greater control over the implemented
intervention than is typically the case for
broad-scale reform. This can contribute to
the establishment of a powerful information
base about the effects of reform;
• Pilots can provide the opportunity to build
capacity in reform implementation through
learning-by-doing, prior to attempting more
widespread implementation;
• Pilot projects can demonstrate the benefits
of reform in a very tangible and
experiential manner. This may be
important to convert reform sceptics who
have difficulty understanding how the
proposed reform would work, and can also
help develop reform champions.
In the context of the proposed NHI, the pilot
programmes should be implemented in a
manner that ensures that providers can deliver
services and support the decision-making
process on alternative policy choices before
wider implementation.
The opportunity provided by the pilot
experiences is therefore the following:
• The creation of an empirical information
base on advantages and disadvantages of
alternative reform designs.
• A demonstration of how the new system
would work and a test of the feasibility.
• Building capacity for further
implementation.
3. NHI Pilots in South Africa
In the case of the South African NHI, which
encompasses an ambitious and wide-ranging
set of healthcare reforms, pilot programmes
play an integral role. While the pilots are
currently in their first phase, as we move closer
to implementation it would be cause for
concern if the pilots did not adequately test the
various components of the envisaged system.
While some aspects of health reform need to
be trialed at a national level, there are several
components that can be trialed at district level.
Pilot programmes offer a chance to collect
data and outcomes on various alternate
mechanisms without committing to them on a
national scale. For example, different
programmes can trial different provider
payment mechanisms, or referral systems. In
addition, it is a chance to trial the same system
across different populations (such as urban
and rural populations) to try and understand
what adjustments should be made to ensure
that the reform runs optimally. While providing
decision-making authority to management in
pilot districts has the advantage of building
district capacity and allowing for context-
specific solutions, it can have the adverse
effect of all districts choosing to trial the
cheapest or easiest innovations. As such, it
becomes important for there to be some
central direction and allocation of programmes
to different districts to ensure that more
innovative, but difficult solutions are not
ignored. This could be done by fiat, but could
also be done in innovative ways, for example,
districts could tender to run specific trials (for
example, capitation, or Diagnosis Related
Groups (DRGs) as alternate provider payment
mechanisms). Funding could be allocated on
the basis of the difficulty and cost of the pilot.
A NHI system would generally have several
components, many of which have different
configurations that can be trialed. This section
attempts to lay out some of the aspects of the
NHI that should be trialed. In particular, we
look at the following areas:
1. Baseline data
2. Governance, accountability and
institutional structures
3. Provider payment mechanisms
4. Cost control
5. Quality control
6. Benefit packages
1. Baseline data
Pilot programmes can provide an information
base to test assumptions about populations
and districts. The early phase of the pilot
period can be used to collect detailed baseline
data which can serve two purposes, firstly,
informing the type of interventions required,
and secondly, providing a basis against which
indicators can be measured. The type of
information that is useful includes the
following:
Demographic data on the catchment
population:
This can have several components:
• Information that maps the disease burden.
This is important for costing and
developing a benefit package as well as
for providing indicators that improvements
in health can be measured against.
• Economic aspects: This can be used to
provide information that will feed into
national financing strategies. These
include the general level of income and
structure of the economy in the district, in
particular the proportion and rate of
increase of the work force in the formal
versus informal sector as well as the rate
of economic growth. These are relevant for
both tax and insurance systems. The
larger the informal sector, the greater the
administrative difficulties in assessing
incomes, setting health insurance
contributions for informal sector workers
and collecting contributions.
• The characteristics of those that access
care: This information can inform the
costing and scope of services required (for
example, by tracking undocumented
migrants that access care, tracking the
burden of disease, changes in utilisation
etc).
Data on facilities:
We understand that geo-mapping of facilities is
occurring as part of the pilot programme. This
data would be very useful in providing
important information that can be used in
various ways, including understanding the
extent to which private providers can be
contracted, transport subsidies that may be
required, facilities that need to be built and the
level of care that will be provided at each
facility.
2. Governance, accountability and
institutional structures
Pilot programmes should test out different
means of institutional, accountability and
governance structures to determine how best
4. to structure a NHI. These can include the
following:
• Structures for assessing levels of decision-
making and responsibility: Pilot
programmes should test different
organization structures and hierarchies of
management, and provide insight into the
relative effectiveness of these. At a
national level this can include the different
means of providing leadership and
direction to the district health system, its
divisions, departments, units, and services.
At district level it can also include areas of
responsibility such as the ability to make
decisions that relate to the recruitment and
development of staff, the acquisition of
technology, service additions and
reductions, and allocations and spending
of financial resources. Data and lessons
derived from this can assist the
Department of Health in defining the
appropriate structure and allocation of
responsibility.
• Performance measures: Pilots need to
develop performance measures that guide
the organization in areas such as:
governance, strategic management,
clinical quality, clinical organization,
financial planning and marketing,
information services, human resources,
and supplies. The pilots can provide
insight into what performance measures
can be used and which are ultimately
useful.
• Accountability mechanisms: Pilots need to
strengthen existing accountability
mechanisms and, if necessary, create
further mechanisms to facilitate public
participation in the monitoring of health
care services and ensure accountability.
An essential determinant of achieving
universal coverage is the extent to which
the population has a voice in social
policymaking and this is particularly
relevant in the context of the social
solidarity model that has been developed.
As such, the piloting of possible
mechanisms is useful for the purpose of
establishing the best accountability
mechanisms, for ensuring such
accountability, and for getting ‘buy-in’ from
the public.
• Reporting mechanisms for active
purchasing in order to contain hospital
prices and volumes: The active purchaser
model seeks to leverage the health
insurer’s authority and market power to
promote value for the patient. Active
purchasers can use a range of tools under
the administrative authority from
regulation, negotiation, and consumer
education to achieve better prices and
higher-quality. Since effective active
purchasing requires resources, data-driven
knowledge of the market and the expertise
to negotiate with providers, it cannot be
done effectively without appropriate
infrastructure. Pilots should investigate the
ability to use current information for active
purchasing and the type of additional
information required.
3. Provider Payment and Service Delivery
Provider payment is one of the key issues in
purchasing arrangements and is of
fundamental importance in the process of
achieving universal coverage since it can
greatly affect the cost of cover and hence
feasibility. In a system that aims to contract
with providers, piloting of different
methodologies is essential. Pilots should
explore various aspects of provider payment
mechanisms.
The design of the payment mechanism is
important in ensuring that quality and efficiency
is incentivized. Some key considerations are
whether to include capital expenditure in
provider payment rates, and how best to
incentivize efficiency. Some countries cover
capital expenditures in their provider payment
rates, while others cover all or part of capital
costs from other sources, such as national
and/or local budgets. Many systems use a
combination of one or more of these methods,
combining global budgets and rates per
individual or day spent at the facility. To
address cost-increasing incentives of
individualized payment and fee-for-service
systems and to introduce efficiency incentives
that are absent from global budget
reimbursement, many countries are moving
toward a system of reimbursing hospitals
according to a DRG based system. Other
payment methods which offer greater control
over total costs include case-based methods,
capitation, global budgets and block contracts.
All provider payment methods have their
advantages and disadvantages, which relate to
the nature of the incentives they provide for
over or under provision and care of good
quality. International experience shows that
payment systems and the incentives they
create have a powerful effect on all aspects of
health service organization and delivery. The
potential for such dramatic effects on the
structure and performance of the delivery
system make it imperative that provider
payment systems be designed with some a
5. priori analysis of what the new incentives will
be and how providers will respond.
Pilot projects should aim to provide evidence
and experience in testing out different provider
payment methods such as capitation for PHC
and case-based payments in hospitals and
different performance incentive structures, and
should document their outcomes in order to
secure future sustainability of the envisaged
system.
In addition, pilots would do well in
experimenting with developing standardized
systems to manage service delivery,
implementation of electronic identification of
patients, assessing charges, and how
hospitals will be able to bill the future NHI fund
for services and recover costs (though this is
likely to only become more relevant in the
second stage of NHI implementation).
4. Cost Control
Cost control is important both from a global
perspective within the district system and from
a provider perspective. International
experience shows that it is necessary for new
provider payment systems to be accompanied
by mechanisms to control overall health care
expenditures. Expenditures can be controlled
on the supply side by limiting overall payments
that will be made to providers. Regulation of
overall health care spending is introduced in
some form in many countries. Expenditure
caps can be imposed at the level of the total
system (UK), at the level of the hospital
(Canada), or at the level of the individual
provider (Germany). Supply side expenditure
controls have proven extremely difficult to
impose if health care financing is not
channeled through a single payer.
Cost control measures can also be introduced
on the demand side by controlling utilization by
individuals and imposing cost-sharing that will
indirectly reduce demand for health care
services. Countries that have relied on
demand-side strategies to control costs (US,
Korea), have not been successful at containing
overall costs, and have introduced economic
barriers to obtaining health care that have
adversely affected equity.
The pilot programmes should therefore trial
different supply side constraints to see what is
effective.
For example, where private providers are
available, pilot projects should test out the
feasibility of contractual arrangements with
non-state providers and trial different payment
mechanisms that ensure containment of costs.
In addition, given the focus on building up
district health systems, pilots should further try
out different gatekeeper policies in order to
encourage people to access the most local
source of care first to reduce avoidable
admissions. In order for these policies to be
effective, primary care levels must be easily
accessible and of good quality, and the referral
process needs to work smoothly. Incentives to
retain patients at the lowest desirable level
should not constrain appropriate referrals.
In addition, different means of structuring
district budgets and incentives should be
trialed to see what systems are most efficient.
5. Quality Control
Cost containment alone is insufficient, and it is
important that indicators that rely on cost-
containment are combined with those that
assess quality. While the Office of Health
Standards Compliance is being established, it
will require a range of mechanisms and
policies including formal quality control
systems, standard treatment protocols, quality
standards, peer reviews, random checks of
provider practices, shared governance
structures etc.
The development of appropriate information
systems has been identified as a crucial
element of continuous quality improvements in
addition to consumer choice as a way to
maintain incentives for quality of care. Pilots
should aim at testing the feasibility of data
collection and enforcement of quality
standards to arrive at uniform policies.
To this end pilots should focus on the need to
ensure that patients will receive the promised
health insurance benefits. This implies that
health services that are part of the health
insurance benefit package need to exist or be
created by the health insurance funds and
possible non-compliance by service providers
needs to be addressed.
6. Vaccination queue at Lusikisiki Village Clinic in OR Tambo District,
the NHI pilot district in the Eastern Cape
6. Defining Benefits
The determination of a basic package is a
process that has to involve research and
analysis of data and the answering of difficult
political questions mainly relating to which
benefits are worth supporting and are
affordable and which are not. Pilots are key in
collecting the necessary information and data
on health seeking behaviour, utilization, risk
factors, feasibility and costs in order to inform
the policy process, guide investments in cost-
effective basic public health services and to
decide on the range of services, breadth and
depth of coverage and level of cost sharing.
They also provide a key opportunity to learn
about cost structures, productivity,
performance of public health care providers,
priority services, the ability to negotiate and set
tariffs with providers, induced demand for
health care services and levels of
accountability.
International experience shows that the benefit
package will in effect be limited by the skills
mix, training, medicines and equipment
available at different levels of care, as well as
by how well referral mechanisms work. It will
also be affected by the attitudes of providers
and how they choose to ration access.
Whereas some countries choose to decide on
an explicit benefits packages (Australia,
Malaysia, Mexico, Colombia) some choose to
provide the public sector with
recommendations on what types of services
should or should not be financed (UK). Other
countries have chosen a middle way
(Argentina, Chile) where access is not explicitly
denied but certain services are explicitly
prioritized.
Conclusion
It is clear that the NHI pilots have the ability to
enhance the planning, design and
implementation of the NHI and to further the
aim of meeting constitutional obligations.
However, this is dependent on the pilots
providing data and information that can direct
policy and planning through implementation of
a rights-based plan. It is therefore essential
that the pilot programmes focus on collecting
data that provides a good informational base in
line with constitutional requirements and that,
where relevant, this data is published and
made available for public discussion. The data
collection should allow for comparisons across
districts and across programmes so that
evidence-based decision-making can occur.
In addition, there needs to be a strong role for
national decision-making to ensure that all the
components necessary for the NHI are trialed
across districts and to prevent gaps in
information and knowledge from occurring. It is
also essential that once the data and
information becomes available that it is fully
utilised and evaluated, and that these results
are published to allow for public engagement
with the process and accountability.
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