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HIV/TB Stakeholder Meeting

HIV/TB Stakeholder Meeting. Dr Hans Kluge Director Health Systems and Public Health Special Representative of the Regional Director on MXDR-TB Kiev, Ukraine 06 May 2014. From policy to action: HSS operational approach. Removal of health system bottlenecks. Expected results. Core

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HIV/TB Stakeholder Meeting

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  1. HIV/TB Stakeholder Meeting Dr Hans Kluge Director Health Systems and Public Health Special Representative of the Regional Director on MXDR-TB Kiev, Ukraine 06 May 2014

  2. From policy to action: HSS operational approach Removal of healthsystembottlenecks Expected results Core services Service Delivery Population and individual level HS Financing HS Governance Resource generation (Human resources and technology) Population level Individual level Maternal and child health outcomes Population level Individual level Cardiovascular health outcomes Population level Individual level Tuberculosis Population level Individual level Others

  3. Health systems in times of global economic crisis: an update, 17-18 April, Oslo, Norway Financial Protection Aligned health workforce Aligned health workforce

  4. Policy responses to economic crisis in the EU

  5. What is Universal Health Coverage? Derived from World Health Report 2010, p.6 & World Health Assembly Resolution 58.33, 2005 All people have access to needed health services (incl. prevention) of good quality The use of services does not expose any user (or family members) to undue financial hardship

  6. Ten leading sources of inefficiencyRef: World Health Report 2010, Chapter 4

  7. Continual focus on improving efficiency

  8. Response to the crisis in Latvia • Major cuts with concurrent structural reforms to health system • priority given to primary health care, coverage of essential medicines and outpatient specialist services • reduced hospital capacity and increased day care capacity • pharmaceutical reimbursement budget cut less than in-patient care budget • Significant price reductions of pharmaceuticals • based on cost effectiveness evaluations and international comparisons • enabled treatment for an increasing number of patients for the same amount of money • WB funded Social Safety Net subsidy • provides 100% reimbursement of medicinal products for the poor

  9. Major restructuring in Latvia: 35% reduction of expenditure on hospital in-patient care in two years Number of patients in Day Care Number of Home Care visits 2010: 21 emergency care hospital, , 6 care hospitals, 12 specialized hospitals Data source: The Centre of Health Economics data review, Latvia

  10. Facilitating factors Higher costs of hospital care Significant risks of re-infection and nosocomial transmission of MDR TB Socio-economic impact related to patients’ long absence from the household Main obstacles Resistance of medical personnel due to overburden and lack of proper incentives Lack of experience of personnel working at PHC care level in monitoring TB treatment Challenges in ensuring adequate nutrition and additional support in case of adverse effects Shifting from hospital to ambulatory care of TB in the Republic of Moldova Key success factors • Introducing bonuses for PHC personnel • Ensuring adequate nutritional and other support • Important role of NGOs and Community TB centres • Rapid diagnostic tools in place

  11. 35th Anniversary of Alma-Ata Declaration on PHC,6-7 November 2013

  12. People-centeredness as a cornerstone of sustainable health systems • The management and delivery of health services such that people receive a continuum of services through the different levels and sites of care within the health system, and according to their needs. “When they change my physician that means that something is going wrong. The first thing I thought was that I wasn’t doing so well anymore” Services Settings • Health Protection • Health Promotion • Disease Prevention • Diagnosis • Treatment • Long-term care • Rehabilitation • Palliative care • Public health • Primary care • Secondary care • Specialist care • Community, home & social care • Pharmacies “I have a disease that is called COPD (…) no one told me, I found out over time by myself, reading the package inserts of the drugs they prescribe me.” “We feel like there are people who really care about us here” [Patient receiving integrated HIV/injection drug services, Ukraine]

  13. Sustainable Human Resources for Health Nurses/ Midwives BMJ, 314, 24May1997

  14. 120 000 lives and US$ 12 billion saved by implementing the Consolidated Action Plan The goal is to contain the spread of drug-resistant TB by: • decreasing M/XDR-TB cases among previously treated cases by 20percentage points; • detecting 85%(or 225 000) M/XDR-TB patients; • successfully treating at least 75%(127 000) of them.

  15. HOW DOES IT FEEL TO TRANSFORM?

  16. (HLC HIA Dec 2013) Harvard change mgt steps

  17. Eight Steps to Transforming Your Organization 1 Establishing a Sense of Urgency Examining market and competitive realities Identifying and discussing crises, potential crises, or major opportunities 2 Forming A Powerful Guiding Coalition Assembling a group with enough power to lead the change effort Encouraging the group to work together as a team 3 Creating a Vision Creating a vision to help direct the change effort Developing strategies for achieving that vision 4 Communicating that Vision Using every vehicle possible to communicate the new vision and strategies Teaching new behaviors by the example of the guiding coalition 5 Empowering Other to Act on the Vision Getting rid of obstacles to change Changing systems or structures that seriously undermine the vision Encouraging risk taking and nontraditional ideas, activities, and actions 6 Planning for and Creating Short Term Wins Planning for visible performance improvements Creating those improvements Recognizing and rewarding employees involved in the improvement 7 Consolidating Improvement and Producing Still More Change Using increased credibility to change systems, structures, and policies that don’t fit that vision Hiring, promoting , and developing employees who can implement the vision Reinvigorating the process with new changes, themes, and change agents 8 Institutionalizing New Approaches Articulating the connections between the new behaviors and corporate success Developing the means to ensure leadership development and succession

  18. THANK YOU http://www.euro.who.int/en/what-we-do/health-topics/Health-systems

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