Price Setting and Price Regulation in Health Care Lessons for Advancing Universal Health Coverage
Total Page:16
File Type:pdf, Size:1020Kb
Load more
Recommended publications
-
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 -
From the Factory to the Frontlines the Operation Warp Speed Strategy for Distributing a COVID-19 Vaccine
From the Factory to the Frontlines The Operation Warp Speed Strategy for Distributing a COVID-19 Vaccine What This Strategy Aims to Do This report to Congress details a strategy to achieve the principal purpose and objective of Operation Warp Speed (OWS): ensuring that every American who wants to receive a COVID-19 vaccine can receive one, by delivering safe and effective vaccine doses to the American people beginning January 2021. The leadership of OWS has committed to being transparent with Congress, the media, and the American people. OWS has provided regular briefings on topics of interest to Congress and the media and will continue to provide updates and announcements as OWS reaches new milestones. Congress has been a vital partner in the all-of-America response to the COVID-19 pandemic. With support provided through emergency supplemental and flexible discretionary funding, OWS has now made strong progress toward a safe and effective COVID-19 vaccine, with multiple candidates in Phase 3 clinical trials. Simultaneously, OWS and partners are developing a plan for delivering a safe and effective product to Americans as quickly and reliably as possible. Experts from the Department of Health and Human Services (HHS) are leading vaccine development, while experts from the Department of Defense (DoD) are partnering with the Centers for Disease Control and Prevention (CDC) and other parts of HHS to coordinate supply, production, and distribution of vaccines. Successful implementation of the national COVID-19 vaccination program requires precise coordination across federal, state, local, tribal, and territorial governments and among many public and private partners. -
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. -
CMS-9909- Surprise Billing Disclaimer
Notice: This HHS-approved document has been submitted to the Office of the Federal Register (OFR) for publication and has not yet been placed on public display or published in the Federal Register. The document may vary slightly from the published document if minor editorial changes have been made during the OFR review process. The document published in the Federal Register is the official HHS-approved document. [Billing Codes: 6523-63-P; 4830-01-P; 4510-29-P; 4120-01-P] OFFICE OF PERSONNEL MANAGEMENT 5 CFR Part 890 [RIN 3206-AO30] DEPARTMENT OF THE TREASURY Internal Revenue Service 26 CFR Parts 1 and 54 [TD9951] RIN 1545-BQ04 DEPARTMENT OF LABOR Employee Benefits Security Administration 29 CFR Parts 2510 and 2590 [RIN 1210-AB99] DEPARTMENT OF HEALTH AND HUMAN SERVICES 45 CFR Parts 144, 147, 149, and 156 CMS-9909-IFC [RIN 0938-AU63] Requirements Related to Surprise Billing; Part I CMS-9909-IFC 2 AGENCY: Office of Personnel Management; Internal Revenue Service, Department of the Treasury; Employee Benefits Security Administration, Department of Labor; Centers for Medicare & Medicaid Services, Department of Health and Human Services. ACTION: Interim final rules with request for comments. SUMMARY: This document sets forth interim final rules implementing certain provisions of the No Surprises Act, which was enacted as part of the Consolidated Appropriations Act, 2021 (Pub. L. 116-260). These interim final rules amend and add provisions to existing rules under the Internal Revenue Code, the Employee Retirement Income Security Act, the Public Health Service Act, and the Federal Employees Health Benefits Act. These interim final rules implement provisions of the No Surprises Act that protect participants, beneficiaries, and enrollees in group health plans and group and individual health insurance coverage from surprise medical bills when they receive emergency services, non-emergency services from nonparticipating providers at participating facilities, and air ambulance services from nonparticipating providers of air ambulance services, under certain circumstances. -
List of Eligible Applicants and Estimated Funding Award Amounts by Category
Attachm nt A OOOTTT222111 ––– 222111 333::: NNNatatatiiiooonnnalalal IIInnniiitttiiiatatatiiivvveee tttooo AAAddddddrrreeessssss CCCOOOVVVIIIDDD---111999 HHHeeealalalttthhh DDDiiissspppararariiitttiiieeesss amamamooonnnggg PPPooopppuuulllatatatiiiooonnnsss atatat HHHiiiggghhh---RRRiiissskkk anananddd UUUnnndddeeerrrssseeerrrvvveeeddd,,, IIInnncccllluuudddiiinnnggg RRRacacaciiialalal anananddd EEEttthhhnnniiiccc MMMiiinnnooorrriiitttyyy PPPooopppuuulllatatatiiiooonnnsss anananddd RRRuuurrralalal CCCooommmmmmuuunnniiitttiiieeesss List of Eligible Applicants and Estimated Funding Award Amounts by Category State Estimated Awards Award ange $17,000,000 - $50,000,000 Award Average $32,000,000 Eligible Applicants Alabama D partm nt of Public H alth (ADPH) Alaska D partm nt of H alth and Social S rvic s - Division of Public H alth Arizona D partm nt of H alth S rvic s Arkansas D partm nt of H alth California D partm nt of Public H alth Colorado D partm nt of Public H alth and Environm nt Conn cticut D partm nt of Public H alth D lawar D partm nt of H alth and Social S rvic s- Division of Public H alth Florida D partm nt of H alth G orgia D partm nt of Public H alth Hawaii Stat D partm nt of H alth Idaho D partm nt of H alth and W lfar Illinois D partm nt of Public H alth Indiana D partm nt of H alth Iowa D partm nt of Public H alth Kansas D partm nt of H alth & Environm nt K ntucky D partm nt for Public H alth Louisiana D partm nt of H alth Main D partm nt of H alth and Human S rvic s Maryland D partm nt of H alth Massachus tts D partm nt of Public -
2011 State Profile — Palau
2011 State Profile — Palau National Survey of Substance Abuse Treatment Services (N-SSATS) The National Survey of Substance Abuse Treatment Services (N-SSATS) is an annual survey of facilities providing substance abuse treatment. It is conducted by the Substance Abuse and Mental Health Services Administration (SAMHSA). N-SSATS is designed to collect data on the location, characteristics, services offered, and number of clients in treatment at alcohol and drug abuse treatment facilities (both public and private) throughout the 50 States, the District of Columbia, and other U.S. jurisdictions. More information on N-SSATS methodology is available at the following URL: http://www.samhsa.gov/data/2k3/NSSATS/NSSATS.pdf In Palau, 1 substance abuse treatment facility was included in the 2011 N-SSATS, reporting that there were 105 clients in substance abuse treatment on March 31, 2011. The survey response rate in Palau was 100.0%. Facility Operation Clients in Treatment on March 31, 2011 Facilities All Clients Clients Under Age 18 No. % No. % No. % Private non-profit 0 0.0 0 0.0 0 0.0 Private for-profit 0 0.0 0 0.0 0 0.0 Local, county, or community government 1 100.0 105 100.0 10 100.0 State government 0 0.0 0 0.0 0 0.0 Federal government 0 0.0 0 0.0 0 0.0 Dept. of Veterans Affairs 0 0.0 0 0.0 0 0.0 Dept. of Defense 0 0.0 0 0.0 0 0.0 Indian Health Service 0 0.0 0 0.0 0 0.0 Other 0 0.0 0 0.0 0 0.0 Tribal government 0 0.0 0 0.0 0 0.0 Total 1 100.0 105 100.0 10 100.0 Primary Focus of Facility Clients in Treatment on March 31, 2011 Facilities All Clients Clients Under Age 18 No. -
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. -
Deputy Health Officer
County of Monterey 14K54 DEPUTY HEALTH OFFICER DEFINITION Under general direction of the Health Officer, assists the Health Officer in the administration and medical oversight of public health programs for the County; provides health policy consultation on health and preventative medicine issues to the Health Officer, department staff, citizens, public officials, community organizations, agencies and staff; in the absence of the Health Officer, serves as the designated County Health Officer; and performs other related work as required DISTINGUISHING CHARACTERISTICS This single position management level class is responsible to the Health Officer for assisting in providing medical oversight, consultation and/or enforcement of public health regulations for a variety of public health programs and services, including environmental health, vital records, communicable disease control, preventative chronic and acute general medical services, public health nursing, emergency and disaster medical planning, public health education, California Children’s Service, and maternal and child health services. This position provides principal supervision of Vital Records, Health Assessment, Laboratory, and Epidemiology programs. This position is distinguished from the Health Officer in that the Health Officer is appointed by the County Board of Supervisors, directs medical oversight and policy for the County, and possesses the powers, duties, and responsibilities relating to the preservation and protection of public health. The Deputy Health Officer assists in directing the medical oversight and policy for the County, and does not carry full powers, duties and responsibilities relating to public health, but may act in the absence of the Health Officer. The Deputy Health Officer is distinguished from lower level management or physician classes in that the latter directs specific areas of program responsibility or medical practice, whereas the Deputy Health Officer assists in directing the medical oversight for all public health programs EXAMPLES OF DUTIES 1. -
Health and Demography - Jean-Marie Robine, Carol Jagger
DEMOGRAPHY – Vol. I - Health and Demography - Jean-Marie Robine, Carol Jagger HEALTH AND DEMOGRAPHY Jean-Marie Robine French National Institute of Health and Medical Research (INSERM),France Carol Jagger Department of Health Sciences, University of Leicester, UK Keywords: health , demography , population , public health , morbidity , disability , disablement process , perceived health , physiologic frailty , health classifications , cross-sectional surveys ,chronological series , selection , attrition , health interview surveys (HIS) , health examination surveys (HES) , incidence rate , prevalence rate , summary measures of population health , health expectancy , disability-free life expectancy , lengthening of life , population ageing , gender gaps , international comparison Contents 1. Introduction: The overlap between Health and Demography 2. Health Data: The Different Concepts of Health and the Main Classifications 3. Health survey: Study Design and Data Collection Methods 4. Population Health Indicators: Basic Indicators and Summary Measures 5. Research Questions Acknowledgements Glossary Bibliography Biographical Sketches Summary The connection between health and demography is complex. Whilst demography is essentially a scientific discipline, health is a wide ranging concept. In this chapter we attempt to describe the main issues on health useful to demographers. After a brief introduction, Section 2 discusses the various ways that health has been understood and measured from different standpoints: clinical, functional and sociological -
Clinical Audit/Quality Improvement Projects Guidance for Professional
Clinical Audit/Quality Improvement Projects Guidance For Professional Competence Scheme Prepared by Faculty of Public Health Medicine December 2012 1 KEY POINTS ON AUDIT FOR PUBLIC HEALTH . This document is produced by the Faculty of Public Health Medicine Ireland (FPHMI) to support and guide participants of the FPHMI Professional Competence Scheme (PCS) to achieve their requirement of completing one clinical audit / quality improvement project each year. This document is a guide for doctors practising public health medicine and who are either on the Specialist or General Division of the Register . All doctors must participate in professional competence . Each doctor must define his/her scope of practice . All doctors whose practice include both clinical and non‐clinical work should engage in both clinical audit and other quality improvement practices relevant to their scope of practice . Audit can be at individual, team, departmental or national level . Each doctor must actively engage in clinical audit / systematic quality improvement activity that relates directly to their practice. ‘The Medical Council’s Framework for Maintenance of Professional Competence Activities’ sets one clinical audit per year as the minimum target. The time spent on completing the audit is accounted for separately from other Continuing Professional Development (CPD) activities. It is estimated that the completion of one clinical audit will take approximately 12 hours of activity. The main challenges in undertaking audit in public health practice include o Lack of explicit criteria against which to measure audit o Timeframes for measuring outcomes which can be prolonged and thus process measures are more readily measured Can’t seem to format this box which is smaller than the text o Changing public health work programmes in Departments .