Walking the Talk

Page 121

CHAPTER 4: MAKING IT HAPPEN

Integrated data platforms are essential to improve care coherence and enhance patient experience; nevertheless, health data protections, and informed consent for the use of personal data are also important. Without strong protections in place, patients may not know how their data are used, the extent to which they are de-identified, who has access to their confidential clinical data, or how public and private providers share sensitive data. Under these conditions, patients are not in a position to determine how their data should be used and to refuse the use for purposes with which they are not comfortable. Appropriate regulations should include safeguards that limit how governments link and access clinical data from outside the health sector. Data protection regulations should guard against potential abuses with a clear mandate for an independent body to act as a data steward. At the PHC facility level, data and measurement systems need to be part of a larger continuous quality-improvement process. Simply having data is not sufficient to improve performance. Team-based network managers must have the capacity to analyze the data, review performance regularly, and adapt care processes as needed (PHCPI 2018). Facility managers need to strike the right balance between collecting the appropriate data and avoiding the administrative burden on providers that can result from obligatory data reporting (OECD 2016a). Performance measurement and management requires establishing targets, monitoring performance against those targets, and implementing and adapting improvement efforts. Sharing data with staff as part of a continuous quality-improvement cycle allows countries to move away from inspection and punitive arrangements to a culture of problem solving and active collaboration among providers, supervisors, and team members (PHCPI 2018). A variety of performance measurement and management tools is available to help with this process (Hall 2019; Kane 2012; Necochea and Bossemeyer 2005).4,5

From inequities to fairness and accountability Extending care into the community to address health disparities With the support of CHWs, the PHC team offers care that extends beyond the static clinic into communities. Proactive frontline strategies can help address disparities in health outcomes by supporting basic health 97


Turn static files into dynamic content formats.

Create a flipbook

Articles inside

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
Issuu converts static files into: digital portfolios, online yearbooks, online catalogs, digital photo albums and more. Sign up and create your flipbook.