integration of systems and services operational experience, mspas/igss escuintla, guatemala
TRANSCRIPT
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Integration of Systems and
Services
Operational Experience, MSPAS/IGSSEscuintla, Guatemala
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BackgroundBackground
• 1989 pilot plan by Social Security Institute (IGSS) to expand coverage based on the Primary Health Care Strategy.
• MSPAS 1996 Expansion of Coverage and improved quality of basic health care services.
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Expansion of Coverage Expansion of Coverage
• Strategy to Expand Coverage:
• Proposed as one of the key elements of the Sectoral Reform.
• Contracts with NGOs for the delivery of basic health services, as well as administration of resources still allocated on the basis of national per capita.
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Local CharacteristicsLocal Characteristics
• High proportion of the population are direct recipients or beneficiaries of Social Security
• Both institutions have extensive network of services
• Systematic coordination of the Departmental Bureaus since 1996
• Commitment to the Puerto de San José Pact
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Response Response
• Proposal to formalize the coordinated work developed in both institutions
• Proposal to develop the institutional strategy by both institutions
• Selection of a local administrative/ financing entity
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Process Process
• Beginning of political negotiation process for both institutions (1 year)
• Harmonization of regulations with the technical authorities of both institutions (1 year)
• Develop the local validation process
• Raising awareness of the work teams
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Process Process
• Selection and hiring of personnel.
• Development a uniform induction process.
• Development of a systematic horizontal training process.
• Joint care process begins with the signing of the agreement.
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Key Elements of the ModelKey Elements of the Model
• Orientation of Financing
• Regulation
• Control
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ProgressProgress
• Provision System: – Portfolio of Services
1. Reproductive Health Care2. Pediatric Care3. Management of Prevalent Diseases4. Environmental Management
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ProgressProgress
• Management System: – Annual Operating Plan– Resource management in the service
network – Health surveillance and risk management– Development of joint promotion strategies– Monitoring, supervision, and evaluation
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ProgressProgress
• Regulation System: - Vaccination- Acute respiratory diseases- Acute diarrheal diseases- Tuberculosis- Epidemiological surveillance- Vectors and the environment
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ProgressProgress
• Information system: - Weekly, monthly, and bimonthly reporting.
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Lessons learnedLessons learned
• The universal provision at first-level of care in the department improved equity
• Institutional conditions need to be favorable
• Continuing need for negotiation and lobbying, especially in times of political transition
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Lessons learnedLessons learned
• The model needs a legal foundation.
• It should not be replicated except under optimal operative, technical, and political conditions.
• The involvement of operative personnel improves the likelihood of the model’s success.
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Lessons learnedLessons learned
• A continuous feedback process must be developed
• Positive reinforcement processes
• Information generated locally must be analyzed at the local level
• There are no single solutions
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Weaknesses Weaknesses
• Little understanding of the model at the technical and political levels.
• Continued human resource education with a curative, hospital-centered, biological approach.
• Centering the model’s promotion activities exclusively on provider institutions did not facilitate expansion to other sectors.
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Weaknesses Weaknesses
• Scarce information on the model’s operation disseminated to the local, institutional, and national levels.
• The strategy for expanding coverage and the basic package of services does not recognize the value of promotion and educational activities.
• Model did not extend to the other levels of care.
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Weaknesses Weaknesses
• Social Security Information System only partially developed and solely to evaluate production
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Challenges Challenges
• Break with the notion that the first level of care is the same as PHC
• Use the local epidemiological profile to develop and define the service portfolios
• Influence decisionmakers to ensure the sustainability of the model
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THANK YOU