Self-Care: a Cost Effective Solution for Maternal, Newborn and Child
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Strategies to Increase Health Facility Deliveries: Three Case Studies
Strategies to increase health facility deliveries: Three case studies Strategies to increase health facility deliveries: Three case studies Copyright © 2014 UCSF Global Health Group The Global Health Group Global Health Sciences University of California, San Francisco 550 16th Street, 3rd Floor San Francisco, CA 94158 USA Email: [email protected] Website: globalhealthsciences.ucsf.edu/global-health-group Ordering information This publication is available for electronic download at globalhealthsciences.ucsf.edu/global-health-group/ ghg-publications Recommended citation Butrick, E., Diamond-Smith, N., Beyeler, N., Montagu, D., Sudhinaraset, M. (2014). Strategies to increase health facility deliveries: Three case studies. Global Health Group, Global Health Sciences, University of California, San Francisco. Cover photos courtesy of Photoshare. © 2006 Abhijit Dey (India) and © 2012 Akintunde Akinleye/NURHI (Nigeria). Produced in the United States of America. First Edition, December 2014 This is an open-access document distributed under the terms of the Creative Commons Attribution-Noncommercial License, which permits any noncommercial use, distribution, and repro- duction in any medium, provided the original authors and source are credited. Contents Introduction | 1 Methods | 2 Country selection process | 2 Interviews and recruitment | 2 Description of each case study | 3 Malawi | 3 Nigeria | 3 India | 3 Summary of themes | 4 Lesson learned #1: Political will | 4 Lesson learned #2: Balancing supply, demand and quality | 5 Lesson learned -
Note on Health Facility and Types Larina Brooklyn * College of Medicine and Health Academy, Nigeria
Health Econ Outcome Res Open Access 2021, Vol.7, Issue 5, e114. Editorial Note on Health Facility and Types Larina Brooklyn * College of Medicine and Health Academy, Nigeria Corresponding Author* clinics are these days staffed by expertly prepared specialists, attendants, paramedical clinicians, and so forth, though truly, this work was typically Larina Brooklyn done by the establishing strict orders or by volunteers. College of Medicine and Health Academy, Nigeria Medical Care Community E-mail: [email protected] Medical care habitats, including facilities, specialist's workplaces, earnest consideration communities and mobile medical procedure places, Copyright: © 2021 Larina Brooklyn . This is an open-access article distributed fill in as first resource with a health proficient and give outpatient clinical, under the terms of the Creative Commons Attribution License, which permits nursing, dental, and different sorts of care administrations. unrestricted use, distribution, and reproduction in any medium, provided the original author and source are credited. Clinical Nursing Homes Clinical nursing homes, including private therapy places and geriatric Received 18 May 2021; Accepted 20 May 2021; Published 27 May 2021 consideration offices, are medical services foundations which have convenience offices and which take part in giving present moment or long haul clinical therapy of a general or concentrated nature not performed by clinics to inpatients with any of a wide assortment of ailments Introduction Drug Stores and Pharmacies A health facility is, by and large, any area where medical services is Drug stores and pharmacies involve foundations occupied with given. Health offices range from little facilities and specialist's workplaces retailing remedy or nonprescription medications and prescriptions, to dire consideration places and enormous medical clinics with intricate and different kinds of clinical and muscular goods.[4] Regulated drug trauma centers and emergency rooms. -
Operational Considerations for Case Management of COVID-19 in Health Facility and Community Interim Guidance 19 March 2020
Operational considerations for case management of COVID-19 in health facility and community Interim guidance 19 March 2020 Background This document is intended for health ministers, health system administrators, and other decision-makers. It is meant to guide the care of COVID-19 patients as the response capacity of health systems is challenged; to ensure that COVID-19 patients can access life-saving treatment, without compromising public health objectives and safety of health workers. It promotes two key messages: 1. Key public health interventions regardless of transmission scenario; and 2. Key action steps to be taken by transmission scenario to enable timely surge of clinical operations. The public health objectives at all stages of the preparedness and response plan are to: • Prevent outbreaks, delay spread, slow and stop transmission. • Provide optimized care for all patients, especially the seriously ill. • Minimize the impact of the epidemic on health systems, social services, and economic activity. Based on the largest cohort of COVID-19 patients, about 40% of patients with COVID-19 may have mild disease, where treatment is mostly symptomatic and does not require inpatient care; about 40% of patients have moderate disease that may require inpatient care; 15% of patients will have severe disease that requires oxygen therapy or other inpatient interventions; and about 5% have critical disease that requires mechanical ventilation.1 However, the evolution of the outbreak in some countries has shown a higher proportion of severe and critical cases and the need to rapidly increase surge capacity to prevent rapid exhaustion of biomedical supplies and staff. In some countries, doubling rates of cases every 3 days has been observed.2 Scenarios of transmission Countries or subnational areas will have to respond rapidly to one or more epidemiological scenarios. -
A Model Policy for SMART Health Facilities the Model Policy for SMART Health Facilities Was Prepared by Dr
A Model Policy for SMART Health Facilities The Model Policy for SMART Health Facilities was prepared by Dr. Vasantha Chase, et al, (Castries, Saint Lucia), on behalf of the Pan American Health Organization (2013). TABLE OF CONTENTS Foreword . 3 Section I – Defining the Problem . 5 • The vulnerability of health facilities to natural hazards . 5 • The vulnerability of health facilities to climate change and variability . 6 • Damage to health facilities from disasters . 7 • The cost of damage to health facilities in the Caribbean . 8 • Costs related to climate change and variability . 9 • Progress is being made . 10 Section II –Conceptual Framework for a Policy on SMART Health Facilities . 13 Section III – A Model for Developing a SMART Health Facilities Policy . 17 • Purpose of the policy . 17 • Policy guidelines . 17 • Components of the policy . 18 • Policy strategy . 21 • Implementing the policy . 22 • Monitoring, evaluation and reporting . 23 Conclusion . 25 Acronyms . 26 Glossary . 27 List of Tables • Table 1: Impact of Hurricane Tomas (2010) on health facilities in Saint Lucia . 7 • Table 2: Categorization of Energy Supply in Health Facilities in Guyana . 10 List of Figures • Figure 1: SMART Health Facilities Policy: The conceptual framework . 14 • Figure 2: Operationalising the SMART Health Facilities Policy . 16 • Figure 3: Mapping the Policy on SMART Health Facilities . 19 1 FOREWORD he Caribbean is a highly hazard-prone region. Hurricanes Gilbert, Ivan and Tomas are stark reminders of how the direct and indirect impact of weather-related disasters can significantly Tdisrupt access to health services and the sector’s ability to provide care. However, today it also is becoming increasingly clear that the health sector itself is one of many contributors to the impact of climate change, making it imperative to step up efforts to reduce the environmental footprint and increase the resiliency of its health facilities. -
Choosing Hospice Consumer's Guide
Choosing Hospice a consumer’s guide Table of Contents Introduction ............................................................2 What makes hospice care special? .........................4 Minnesota Network of Hospice & Palliative Care (MNHPC) promotes quality of life in Minnesota How will hospice care provide support communities through education and access to resources in advance care planning, palliative for me and my family? ...........................................6 care and hospice care. What if I live alone or don’t have Our vision is that all individuals, families and family nearby? .......................................................7 providers will understand the value of and have access to these resources. Who is eligible for hospice care? ...........................8 With provider members across Minnesota, the work of MNHPC touches communities through- How is my care paid for? .......................................8 out the entire state. How do I find a hospice program? .......................10 Glossary ...............................................................12 Originally written in 1997 with a grant from the Allina Foundation as part of its Project DECIDE Program. © 1997 Minnesota Hospice Organization. All rights reserved. © 2nd Edition, Revised 1998. All rights reserved. © 3rd Edition, Revised 2000. All rights reserved. © 4th Edition, Revised 2009. All rights reserved. © 5th Edition, Revised 2010. All rights reserved. Made accessible in 2016 by funding from a Live Well at Home Grant from Minnesota Department of Human Services. 1 INTRODUCTION The thought that you or someone you love According to the wife of a hospice patient, is dying can be overwhelming. It may seem “Thank you for being “We knew that Mark’s prognosis wasn’t that all is hopeless, that there is nothing honest with me, for good, but we also knew that we had today more you can do. -
Primary Health Care and Family Medicine
Genera of l P Daboul and Al-Faham, J Gen Pract 2013, 1:1 l r a a n c r t DOI: 10.4172/2329-9126.1000e102 u i c o e J Journal of General Practice ISSN: 2329-9126 EditorialResearch Article OpenOpen Access Access Primary Health Care and Family Medicine Mohammed Wael Daboul* and Zaid Al-Faham Mohammed Wael Daboul, Daboul Medical Laboratory, Damascus University, Damascus, Syrian Arab Republic Definition of Primary Health Care • Insufficient Political commitment. Practical, scientifically sound, and socially acceptable method and • Weak linkages between PHC and mobilized community. technology; universally accessible to all in the community through • Inadequate distribution of resources (human and non-human). their full participation; at an affordable cost; and geared toward self- reliance and self determination (WHO & UNICEF, 1978). • Deteriorated physical infrastructure- water-sewage systems & environmental degradation [2]. Primary health care is primary care applied on a population level. As a population strategy, it requires the commitment of governments • Limited institutional and human resources capacity building, to develop a population-oriented set of primary care services in the and lack of an electronic health information system. context of other levels and types of services. • Moving obstacles from hospital oriented health system to Primary Health Care exists to provide high quality and cost effective primary health care (health professionals, community, etc.). promotive, preventive, curative and rehabilitative health care services -
4 Isolation Rooms
4 Isolation Rooms 4 Isolation Rooms 4.1 General An isolation facility aims to control the airflow in the room so that the number of airborne infectious particles is reduced to a level that ensures cross-infection of other people within a healthcare facility is highly unlikely. This may be achieved by: . Control of the quantity and quality of intake or exhaust air. Maintain different air pressures between adjacent areas. Designing airflow patterns for specific clinical procedures. Diluting infectious particles with large air volumes. Air filtration – HEPA filters, etc. Isolation facilities include the following types: . Neutral or standard room air pressure, for example standard air conditioning, also known as Class S . Positive room air pressure where an immune-compromised patient is protected from airborne transmission of any infection, Class P . Negative room air pressure, where others are protected from any airborne transmission from a patient who may be an infection risk, Class N . Negative room air pressure with additional barriers including an Anteroom, also known as Class Q for quarantine isolation. Isolation rooms have fairly high rates of air exchange relative to other patient areas. This applies to both ventilation air supply and exhaust flow rates. Potential draughts within the patient room can result, therefore thermal comfort of the patient needs special attention. Consideration should be given to installing individual thermostats in each room so that air temperature and relative humidity can be controlled from within the room. Isolation rooms do not necessarily always require the provision of an Anteroom. This should be determined by the proposed operational policy and be included at an early stage of the design process. -
Checklist to Prepare Physician Offices for COVID-19
Checklist to Prepare Physician Offices for COVID-19 ASSUMPTION: Transmission will be primarily through exposure to respiratory droplets and direct contact with patients and their contaminated environments. Universal Early Preparation within six feet of patients with suspected COVID-19 infection. (See approved respirators). Provide training ☐ Educate staff and patients about changes they for staff on respirators to ensure fit and appropriate can expect to be implemented in the office use. during an outbreak or pandemic, and about ways to prepare themselves and their families. • Ensure adherence to standard precautions, including airborne precautions and use of eye protection. Assume that every patient is potentially infected or COVID-19 Education colonized with a pathogen that could be transmitted in • Educate staff about coronavirus disease 2019 a health care setting. (COVID-19), and why it is important to contain the • Implement mechanisms and policies that promptly outbreak. alert key facility staff including infection control, health • Educate staff on facility policies and practices care epidemiology, facility leadership, occupational to minimize chance of exposure to respiratory health, clinical laboratory, and frontline staff about pathogens including SARS-CoV-2, the virus that known suspected COVID-19 patients (i.e. PUI). Keep causes COVID-19. updated lists of staff and patients to identify those at risk in the event of an exposure. • Train and educate staff with job-or task-specific information on preventing transmission of infectious • Staff should follow the CDC guidelines collecting, agents, including refresher training. handling and testing clinical specimens from (PUIs for COVID-19. • Educate staff about COVID-19 evaluation and treatment. • Prepare for office staff illness, absences, and/or quarantine. -
Health Facility Checklist Section 1226 [Oshpd 3] Clinics 1226.6 Primary
Compliance Checklist: [OSHPD 3] Primary Care Clinics Page 1 of 11 HEALTH FACILITY CHECKLIST SECTION 1226 [OSHPD 3] CLINICS 1226.6 PRIMARY CARE CLINICS Primary Care Clinics are Health Facilities licensed under Section 1200 of the California Health & Safety Code that provide services limited to those listed in California Building Code Section 1226.6. Outpatient clinical services of a hospital providing services, licensed under Section 1250 of the California Health & Safety Code, which are equivalent to a primary care clinic, shall also comply with California Building Code Section 1226.6 and be considered a primary care clinic. Primary care clinics are subject to the provisions of Section 1226 [OSHPD 3] CLINICS, of the California Building Code and all amendments to the California Building Standards Code (CBSC) under the banner [OSHPD 3]. OSHPD requirements apply to all facilities described above and are not dependent upon Occupancy Group designations. While Examination Rooms are required in Primary Care Clinics, the provision of Treatment Rooms is optional and dependent upon the intended delivery of care. Examination Rooms are intended for diagnostic examinations, where Treatment Rooms are intended for clinical/interventional procedures and include appropriate size and finish requirements to accommodate treatment/procedures that do not require a restricted (sterile) environment but may use sterile instruments or equipment. All new buildings and additions, alterations or repairs to existing buildings, and conversion of space to a clinic use within existing buildings, subject to Licensing and Certification, California Department of Public Health, shall comply with applicable provisions of the California Building Code (CBC), California Electrical Code (CEC), California Mechanical Code (CMC), California Plumbing Code (CPC), California Energy Code, California Green Building Standards Code and California Fire Code (Parts 2, 3, 4, 5, 6, 9, and 11 of Title 24). -
Operational Considerations for Community Isolation Centers for COVID-19 in Low-Resource Settings
Operational Considerations for Community Isolation Centers for COVID-19 in Low-Resource Settings Accessible version: https://www.cdc.gov/coronavirus/2019-ncov/global-covid-19/operational-considerations-isolation-centers.html Background The coronavirus disease 2019 (COVID-19) pandemic has presented numerous challenges to health systems, including large numbers of patients that can overwhelm health facilities and staff. Community isolation centers (CICs) can give people experiencing mild to moderate symptoms (e.g. fever, fatigue, cough, muscle pain, sore threat, new loss of smell or taste, nasal congestion, shortness of breath or headache) a safe place to voluntarily isolate, while conserving healthcare facility resources. Guiding principles: • Community isolation centers generally do not care for severely ill patients or those with increased risk for severe disease. These patients should seek care at a health facility or hospital where advanced care, treatment and constant monitoring can be provided. However, in cases where no hospital beds are available, CICs can accept such people when feasible to prevent household transmission that could occur if they stayed home. CICs also support linkage to higher level care. • People with mild or moderate illness who have been tested and are waiting for their results should isolate at home until they know their status to avoid becoming infected by other patients at a CIC. In cases where safely isolating at home is not possible, people waiting for results may isolate in a CIC. This document gives operational considerations for CDC country offices, ministries of health, and other partners about establishing and operating CICs for people with suspected or laboratory-confirmed COVID-19. -
Primary Care Workforce
Primary Care Workforce Primary Care Workforce Health Care Safety-Net Toolkit for Legislators Primary Care Workforce Introduction The primary care workforce delivers essential primary and pre- ventive health care to a population that is increasingly demand- ing these services. Access to appropriate primary care services is important to maintaining and improving health. Those who obtain regular primary care receive more preventive services, are more likely to comply with their prescribed treatments, and have lower rates of illness and premature death, according to research.1 Effective primary care is comprehensive, coordinated, timely, and patient-centered and can result in better health for the patient, fewer avoidable hospitalizations and emergency room visits and lower costs. Despite the benefits of a high-quality primary nology adaptation, provide new challenges for the care system, the reality is that today’s primary care existing workforce. workforce is struggling to meet current demand for services—and the unmet needs are expected to This primer provides an overview of the issues intensify as a result of demographic changes, cov- and challenges facing the primary care workforce. erage expansions due to the Affordable Care Act It also contains policy options and actions that (ACA), and a decline in the primary care physician states have adopted to address gaps and strengthen workforce. At the same time, reforms and quality the primary care workforce’s capacity to meet the improvements, such as health information tech- growing demand -
Primary Health Care Policy and Vision for Community Pharmacy and Pharmacists in Jordan
Basheti IA, Mhaidat NM, Alqudah R, Nassar R, Othman B, Mukattash TL. Primary health care policy and vision for community pharmacy and pharmacists in Jordan. Pharmacy Practice 2020 Oct-Dec;18(4):2184. https://doi.org/10.18549/PharmPract.2020.4.2184 International Series: Integration of community pharmacy in primary health care Primary health care policy and vision for community pharmacy and pharmacists in Jordan Iman A. BASHETI , Nizar M. MHAIDAT , Rajaa ALQUDAH , Razan NASSAR , Bayan OTHMAN , Tareq L. MUKATTASH . Published online: 5-Dec-2020 Abstract Jordan is considered a low middle-income country with a population of 9.956 million in 2018. It is considered the training center for healthcare professions in the region, as the Jordanian healthcare sector has seen remarkable development. In 2017, the expenditure on health as a percentage of Gross Domestic Product (GDP) was estimated to be around 8%. The healthcare sector is divided into two main sectors; the public and the private sector with both including hospitals, primary care clinics and pharmacies. The Jordanian government has a strong commitment to health and educational programs; hence, an increase in the number of pharmacy schools and pharmacy graduates has occurred in the past few years. Health authorities, such as the Jordan Food and Drug Association (JFDA) and the Jordan Pharmaceutical Association (JPA) have played an important role in ensuring the availability and affordability of medications, and has influenced the practice of pharmacists. Protecting the pharmaceutical market and professional interests, preserving pharmacists' rights, building needed cooperation with the internal federation, and maintaining professional ethics are some of the ) license objectives for the JPA.