Health systems and reform最新文献

In this commentary, two members of the technical teams that led Kenyan health reforms reflect on progress made in the country's journey toward universal health coverage during President Uhuru Kenyatta's second term (2017 to 2022). The authors discuss how key decisions were made while balancing multiple considerations such as: maintaining the technical fidelity of the reforms to achieve objectives, accounting for the context of previous reforms, and making necessary trade-offs between technical and political pressures. They share three lessons, contextualized with African proverbs, for others implementing health reforms. First: "The person who does not seize today's opportunity will also be unable to seize tomorrow's opportunity"-that is, act quickly when opportunities arise. Second: "The person who cannot dance will say, 'The drum is bad!'" This implies that naysayers, especially those who are not part of technical teams, may not understand the reasons behind certain decisions or trade-offs. Reformers must balance different needs, including responding to varied opinions, taking urgent action, generating timely results, making technically sound decisions, and getting the design right. And third: "A bird that flies from the ground onto an anthill does not know that it is still on the ground." This proverb reminds us to not mistake short-term gains for the achievement of long-term goals. Kenya continues to enjoy unprecedented political will to pursue health reforms. For other reformers lucky enough to have political support, the final advice to the technical teams in the driver's seat is to design for delivery … and then start!

This article explores the political and institutional factors that led two leftist governments to propose sweeping, rather than incremental, changes to earlier objective-oriented health systems reforms. One is the government of Mexico led by President Andrés Manuel López Obrador, who in 2019 proposed to replace reforms approved in 2003. His proposal was passed by Congress and implemented. The other is the government of President Gustavo Petro in Colombia, who in 2023 recommended the replacement of the health reform implemented in Colombia since 1993. His proposal was rejected by Congress. Drawing on historical institutionalism, we analyzed the interactions among actors and institutions that shaped their reform proposals, focusing on policy feedback effects and veto points. We examined news articles, government and policy documents, electoral results, presidential approval ratings, and legislative voting records. We also conducted in-depth interviews with key actors about the factors behind the need for reform, the policy proposals, and the public and legislative debates. In both countries, we found that a combination of policy feedback effects (political ideology beliefs, and policy legacies that shape public perceptions and expectations) and veto points (the perceived strength of the president vis-à-vis reform opponents) help explain the decisions to propose such significant changes to the health care systems. Based on these findings, we offer initial recommendations for safeguarding objective-oriented health system reforms in lower-middle and upper-middle-income countries facing stark political change, especially in polarized contexts. Objective-oriented health system reforms should be evidence-based and supported by long-term financing, delivery, management, and evaluation plans. For long-term resilience, they also need multiple networks to secure them, including citizens well informed about their benefits, health workers with a sense of ownership, and legal protections.

Following the devastating 1994 Genocide, the Government of Rwanda and its citizens have worked relentlessly to rebuild the country and reassemble a strong health system. Immediately after the genocide, global development partners sought to swiftly provide aid and support to the country to address urgent health system needs. However, inadequate coordination of the influx of aid resulted in duplicated efforts and inefficient health sector management. In 1998, the Central Public Investments and External Finance Bureau undertook the monitoring and evaluation of donor-funded projects and management of the Public Investment Program. However, the Bureau had limited time, resources, and health system expertise, impeding its efforts to effectively coordinate development partners. To address these inefficiencies, the Rwandan government next adopted a Sector-Wide Approach to coordinate the support of development partners at the sector level. Again, this coordination approach did not adequately consider the health sector's needs. In 2011, the Single Project Implementation Unit (SPIU) structure was created to coordinate national- and district-level government sectoral initiatives, including ensuring that intended populations were included in planning and decision-making processes. In the health sector, this included a focus on the overall goal of achieving universal health coverage. The health sector SPIU has aided Rwanda in addressing systemic financing issues at all health system levels. Challenges remain; in particular, the SPIU has struggled to align some development partners with the Government's planning calendar to maximize efficiency. It also needs to optimize the use of technology in the health sector to ensure timely decision making.

The promise of contributory health insurance to generate additional, self-sustaining funding for the health sector has not been achieved in many low- and lower-middle-income countries. Instead, contributory health insurance has been found to exacerbate inequities in access to health care because entitlements are linked to contributions. For these countries with contributory health insurance schemes, with separate institutional arrangements for revenue collection and purchasing, that operate alongside budget-funded and other health financing schemes, it is usually not politically or technically feasible to reverse or eliminate these arrangements even when they fragment the health system. We propose three complementary policy options for countries in this difficult position to enable progress towards UHC: (1) Merge existing schemes into a single scheme (or fewer schemes) to consolidate pooling and purchasing functions. (2) Build on what they have by: reducing reliance on contributions by increasing budget transfers; using existing revenue collection mechanisms to allow the insurance agency to focus on the purchasing function; and strengthening insurance agencies' operational capacity for purchasing. (3) Reframe the insurance agency's role within the overall health system, rather than treating it as a distinct system by: unifying data collection and analysis for all patient visits irrespective of scheme membership, and universalizing core benefits across the population. We urge countries to review the patchwork of schemes and avoid worsening fragmentation that compromises health system performance. Countries can then create a strategy to expand coverage more equitably in a sequential manner, while consolidating institutional capacity for purchasing and unifying data systems.

Understanding and managing the political context of health policies is crucial to improving the chances of effectively designing, adopting, and implementing health policies and reforms that can achieve their intended objectives. This article focuses on applied political analysis as an approach to assist policymakers and public health professionals in improving political feasibility for policies and reforms. The article draws on our experience in doing applied political analysis and in advising and teaching others how to do applied political analysis. We describe the role of applied political analysis at six stages of the policy cycle (problem definition, diagnosis, policy development, political decision, implementation, and evaluation). We then present four steps for doing applied political analysis, using a concrete example at each step: 1) agree on the objectives and methods of analysis, 2) conduct a stakeholder analysis, 3) design a set of political strategies, and 4) assess the impact of the strategies on policitcal feasibility of the desired change. Political landscapes can change suddenly in unexpected ways. Doing applied political analysis, however, can increase the likelihood that the proposed policy changes will be adopted and achieve the desired outcomes in implementation. Repeating the analysis over time as the policy process unfolds and keeping track of stakeholders and strategies can increase the chances that health reform teams successfully manage the politics of policy change.

Beginning in 2020, the COVID-19 pandemic limited onsite international activities and challenged us to plan and implement new ways of collaboration. We reviewed our online trials during a three-year period to better understand how to use digital technologies to continue knowledge and skills transfer. In this cross-national case study, we compare two illustrative cases: Japanese experts training Indonesian health professionals for participatory school health education, and Swiss experts training Malagasy health providers for respectful obstetric and newborn emergencies. We first describe our cases, referring to Vargo's framework for summarizing reports on digital technology usage. Second, we draw commonalities between the two cases. Third, gleaned from these experiences during the pandemic, we offer a practical framework for efficient and effective international collaboration using new technologies. For both cases, basic digital technologies, such as online meetings and e-mailing, were used and training sessions were successfully conducted. Trusting relationships between the training and participant groups were in place before the pandemic. This led to enthusiasm for continuing learning even after the pandemic started. Our case comparison presents the usefulness of digital technologies for continuing international collaboration and highlights the importance of human factors, such as trusting relationships and enthusiasm to pursue a shared goal, as the basic condition for success.

We examined the associations between the use of different types of media and COVID-19 vaccine hesitancy, as well as risk behaviors of COVID-19 infection, in Japan in late 2021. Cross-sectional surveys were conducted using rapid online surveys of residents in Iwate Prefecture from February 5 to 7, 2021, and from October 1 to 3, 2021. Each individual's risk of acquiring SARS-CoV-2 infection was calculated using a quantitative assessment tool (the microCOVID). Intention to get vaccinated for COVID-19 was assessed by self-report. Usage of five types of media for obtaining COVID-related information was assessed: (1) newspapers, (2) television or radio, (3) internet or news apps, (4) social network services (SNS) (excluding LINE, a popular messaging app), and (5) other. Reliance on SNS did not show significant associations with either intention to get vaccinated or engaging in risky behavior for acquiring COVID-19. Although users of the internet or news apps were marginally significantly less likely to engage in high-risk behavior, significant associations between vaccine hesitancy and the usage of the internet or news apps were found in the middle age and elderly groups (OR [95% confidence interval (CI)] in middle age: 1.55 [1.07-2.23]; in elderly; 9.24 [3.28-26.02]). The differential associations between different types of media use and COVID-19 prevention behaviors may assist in preparing for future pandemic outbreaks. One implication for public health risk communication is audience segmentation, such as emphasizing vaccine safety and effectiveness for older audiences.

India launched the Ayushman Bharat Digital Mission (ABDM) in 2021 to strengthen the digital health ecosystem by developing and integrating health data records and registries. We apply the health system control knob framework to assess the progress of ABDM by analyzing five indicators. Data from the ABDM dashboard reveal notable progress in beneficiary registration (400 million, as of June 3, 2023) and health records linkage (273 million). The registrations of over 208,000 health facilities and 190,000 health care professionals have been verified by ABDM. However, inter-state variation in progress is significant, particularly in health facility and health professional registration. Going forward, ABDM should expand its strategic framework to ensure that more health facilities and health professionals are registered, as registration is important to influence the payment, organization, and regulation control knobs. These actions are related to the achievement of final health system goals: improved health status, financial risk protection, and beneficiary satisfaction.