Global Health Watch 1 in one file
Global Health Watch 1 in one file Global Health Watch 1 in one file
Health care systems | B1 and historical contexts before prescribing remedies; and their commitment to developing the self-sufficiency and capacity of local counterparts. Donor programmes and international health initiatives should develop mechanisms to uncover transgressions in the management of aid on the part of both recipient governments and donor agencies. The auditing of the performance of donors and international health agencies should be encouraged and conducted by independent institutions that do not have any conflicts of interest in doing so. Finally, donors and international health agencies should fund and foster more partnerships between high-performing middle- and low-income countries that have been able to show above average health status and health care performance (such as Thailand, Sri Lanka, Cuba and Costa Rica) and other countries with struggling health care systems. An organizational framework for the health care system – the District Health System The DHS model (described in section 1) provides an organizational framework for many of the other recommendations. It creates a decentralized system to allow health plans and programmes to be tailored to the needs and characteristics of the local population and topography. It provides a platform for the integration of policies and priorities emanating from different programmes and initiatives at the central level, and for getting the appropriate balance between top-down and bottom-up planning. Districts can form the basis for resource-allocation decisions informed by a population-based assessment of need, and can help central levels of the health care system to identify areas requiring additional capacity development or support. The DHS represents a particular type of decentralization – one that promotes integration between hospitals, clinics and community-based health care within a single, coherent national health system – in contrast to the decentralization of neoliberal health sector reforms, which fragments the health care system. The organization of the health care system on a geographic basis adopts a more inclusive, population-based approach to health rather than the organization of health care according to segmented, socio-economic groups. The DHS also provides an architecture for facilitating community involvement in health and organizing the comprehensive and multi-sectoral approach of Alma Ata. District-level health management structures could evaluate and monitor the quality of care provided in the private sector. The DHS could therefore be part of a strategy to reshape the performance and culture of the private health sector. Establishing a DHS model implies more than just the demarcation of health 92
6 The demise of health for all and equity. district boundaries. Most important is that district-level health management structures have the authority, status, skills and competencies to plan for and manage health care delivery for their local population without constant interference from central dictates and demands. Central-level policy makers and managers in turn have to change their function from directly managing health care services to developing guidelines, facilitating capacity development, providing support, and supervising and monitoring. Although WHO has recently called for the revitalization of the PHC Approach, it did not set out an accompanying strategy for the organization of health care systems – instead it seems to advocate tacking on the PHC Approach to the various health sector reforms that have taken place since the 1980s. Rebuilding trust The final recommendation involves promoting trust as a conceptual basis for encouraging a higher level of ethical behaviour within health care systems. Trust matters to health care systems for two reasons. First, it represents a moral value in itself, which is important because health care systems are social institutions that reflect and shape societal values and Approaches to health care 93
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6 The demise of health for all and equity.<br />
district boundaries. Most important is that district-level health management<br />
structures have the authority, status, skills and competencies to plan for and<br />
manage health care delivery for their local population without constant <strong>in</strong>terference<br />
from central dictates and demands. Central-level policy makers and<br />
managers <strong>in</strong> turn have to change their function from directly manag<strong>in</strong>g health<br />
care services to develop<strong>in</strong>g guidel<strong>in</strong>es, facilitat<strong>in</strong>g capacity development, provid<strong>in</strong>g<br />
support, and supervis<strong>in</strong>g and monitor<strong>in</strong>g.<br />
Although WHO has recently called for the revitalization of the PHC<br />
Approach, it did not set out an accompany<strong>in</strong>g strategy for the organization<br />
of health care systems – <strong>in</strong>stead it seems to advocate tack<strong>in</strong>g on the PHC<br />
Approach to the various health sector reforms that have taken place s<strong>in</strong>ce the<br />
1980s.<br />
Rebuild<strong>in</strong>g trust The f<strong>in</strong>al recommendation <strong>in</strong>volves promot<strong>in</strong>g trust as a<br />
conceptual basis for encourag<strong>in</strong>g a higher level of ethical behaviour with<strong>in</strong><br />
health care systems. Trust matters to health care systems for two reasons.<br />
First, it represents a moral value <strong>in</strong> itself, which is important because health<br />
care systems are social <strong>in</strong>stitutions that reflect and shape societal values and<br />
Approaches to health care<br />
93