Walking the Talk

Page 120

WALKING THE TALK

of health data systems and digital platforms, often with overlapping mandates or scope but limited interoperability and coverage, including for patients who seek care in the private sector. Second, health management information systems (HMIS) typically only capture service delivery data from patients who proactively seek care at a facility equipped to record and report the appropriate data. This limitation excludes individuals within the catchment area who do not visit such a health facility. Third, HMIS typically digitize health data at the district level and do not include patient-level electronic health records with unique patient identifiers, making it difficult to trace patients through the system and from facility to facility. Although country information exchange policies can support or detract from system effectiveness (box 4.2), countries can take incremental data-informed approaches to more coordinated, transparent, and accountable primary health care, even where data are limited. Data management and storage, patient data security assurance, and reliable offline and back-up systems suited to LMICs all need to be considered during the design phase of a digital solution (Labrique et al. 2018).

BOX 4.2 HARNESSING TECHNOLOGY TO IMPROVE INFORMATION SHARING IN PRIMARY HEALTH CARE A recent survey of 13,000 primary care providers across 11 high-income countries— Australia, Canada, France, Germany, the Netherlands, New Zealand, Norway, Sweden, Switzerland, the United Kingdom, and the United States—compares experiences in care coordination between providers and the use of health information technology. Seventy-four percent of physicians in Germany and 65 percent in the United Kingdom said they frequently coordinated patients with social services or other community providers. In contrast, only about 4 of 10 in Australia, Canada, and the United States reported the same. This is, in part, because, despite the presence of electronic information, primary care practices in the latter countries are not yet routinely exchanging information outside the practice; Germany, the United Kingdom, and other countries have higher levels of interoperability and a two-way exchange of information (Doty et al. 2020). Even countries that have improved their information-sharing capacities and practices still face challenges. In the United Kingdom, the lack of interoperability led to the National Health Service failing to invite 50,000 women for a cervical screening test (Iacobucci 2018). Additional promising innovations are underway. Estonia has introduced Blockchain for medical records, allowing patients to access their own medical records and to effectively become active agents in their own care (Vazirani et al. 2020). This application of Blockchain is still in its infancy, but the technology may help overcome problems of interoperability and better track health epidemics (PHCPI 2018).

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What will the World Bank do?

6min
pages 219-221

Recommendations for donors and the international health community

1min
page 218

References

50min
pages 182-208

Recommendations for countries

9min
pages 213-217

human capital

1min
page 179

Conclusions

1min
page 180

Notes

1min
page 181

Building skills for multisectoral action among PHC practitioners

3min
pages 174-175

Financing multisectoral engagement

5min
pages 176-178

From fragility to resilience

11min
pages 168-173

A partnership to support primary health care

2min
page 167

From inequities to fairness and accountability

5min
pages 164-166

mechanisms and team-based care models

9min
pages 159-163

From fragmentation to people-centered integration

1min
page 158

resource allocation

10min
pages 153-157

revenue?

3min
pages 151-152

From dysfunctional gatekeeping to quality, comprehensive care for all

1min
page 150

Priority Reform 3: Fit-for-purpose financing for public-health-enabled primary care

1min
page 149

Social and practical support for a resilient health workforce

1min
page 148

From inequities to fairness and accountability

9min
pages 140-144

From fragility to resilience

5min
pages 145-147

practice

5min
pages 137-139

From fragmentation to people-centered integration

3min
pages 135-136

Priority Reform 2: The fit-for-purpose multiprofessional health workforce

1min
page 127

From dysfunctional gatekeeping to quality, comprehensive care for all

13min
pages 128-134

From fragility to resilience

3min
pages 125-126

From inequities to fairness and accountability

7min
pages 121-124

4.1 Why team-based care?

13min
pages 108-114

From fragmentation to people-centered integration

9min
pages 115-119

sharing in primary health care

2min
page 120

and priority reforms

2min
pages 106-107

3.8 What has to change: Sectoral silos inhibit collaboration

2min
page 96

References

11min
pages 98-104

Foundations for change: Enabling multisectoral action in PHC

8min
pages 92-95

Shift 4: From fragility to resilience

3min
pages 86-87

3.4 What has to change: Discontinuous delivery

4min
pages 81-82

health care inequities

3min
pages 84-85

Shift 3: From inequities to fairness and accountability

1min
page 83

Shift 2: From fragmentation to people-centered integration

3min
pages 79-80

Shift 1: From dysfunctional gatekeeping to quality comprehensive care for all

2min
page 76

Implications for primary health care

7min
pages 63-66

by income group and geographic location, 1950–2100

3min
pages 53-54

Policy recommendations

1min
page 30

1 Key recommendations for fit-for-purpose primary

1min
page 29

quality gaps

4min
pages 77-78

1.1 Defining primary health care

4min
pages 43-44

What the World Bank and its partners will do

1min
page 31
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