master in health economics and policy ethics and health (april 10-june 19, 2012) marc le menestrel...
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Master in Health Economics and Policy
Ethics and Health(April 10-June 19, 2012)
Marc Le Menestrel
Raquel Gallego
Session 1: Why the ethics debate? Managerialism in health care systems.
1. Managerialism and value change in the public sector.2. Health care systems reforms since the 80s.
Essay: What are the main threads of the health care reforms carried out over the turn of the century? What can we learn from them?
Required reading:Docteur, E.; Oxley, H. 2003. Health-care systems: Lessons from the reform experience. Paris: OECD, pp. 7-50.
(http://www.oecd.org/dataoecd/5/53/22364122.pdf)Optional reading: Ferlie, E. et al. 1996. (eds.) The new public management in action. Oxford: Oxford University Press. Ch. 1,
pp.1-29.Lane, J.E. 2000. New Public Management, London: Routledge, pp.1-15Le Grand, J.; Bartlett, W. 1993. (eds). Quasi-markets and social policy. London: Macmillan. Ch 2-4, pp. 13-92. Paris, V., M. Devaux and L. Wei. 2010, “Health Systems Institutional Characteristics: A Survey of 29 OECD
Countries”, OECD Health Working Papers, No. 50, OECD Publishing. (http://dx.doi.org/10.1787/5kmfxfq9qbnr-en)
Pollitt, C. 1993. Managerialism and the public services. Oxford: Blackwell. 2nd edition, pp.1-27.
1. Managerialism and value changein the public sector.
1.1. Managerialism as an ideology1.2. Dualities past/present: private sector1.3. Dualities past/present: public sector1.4. Exercise1.5. Doctrinal components of NPM and performance assumptions
1.1. Managerialism as an ideology (I)
• Ideology: set of believes and practices assuming that (better?) management can effectively solve economic and social problems:
– Route to social progress lies through the achievement of continuing increases in economically defined productivity.
– Productivity increases come from the application of ever-more sophisticated (information and organization) technologies.
– Application of technologies can only be achieved with a labor force ‘disciplined in accordance with the productivity ideal’.
– ‘Management’ is the organizational function that plays the crucial role in achieving such productivity. Qualities and professionalism of managers are the key to business success.
– To perform this crucial role managers must be granted ‘room to maneuvre’ (i.e. ‘right to manage’)… Apocalyptic role.
Source: (Pollitt 1990)
1.1. Managerialism as an ideology (II)
• ‘Classic’/private sector management functions:– POSDCORB: Planning, Organizing, Staffing, Directing, Co-
ordinating, Reporting, Budgeting (Gulick and Urwick, 1937)
• ‘Public’ management: – Expenditure planning and financial management– Procurement– Civil service and labour relations– Organization and methods– Audit and evaluation
(Source: Barzelay 2001)
1.1. Managerialism as an ideology (III)
1. Set of values and ideas in relation to society:– Society should have clear objectives, motivated
workers, no red-tape, freedom of transaction– Best management practices are in the private sector,
not in the public sector
2. Identification of social groups:– Better off: managers, business people– Worse off: politicians, unions, professions, public
sector employees
1.1. Managerialism as an ideology (IV)
3. Justifies behaviours and attitudes:– Favours autonomy, confidence, individualism,
competitition– Downplays control, hierarchy, equality
1.2. Dualities past/present: Private sector
Dimensions Traditional firm New firm
Jobs Simple Multidimensional
Roles Controlled Empowered
Values Protective Productive
Manager Supervisor Coach
Structure Hierarchies Flat
Performance Activities Results
Aptitude Training Education
Source: Hammer and Champy (1993)
1.3. Dualities past/present: Public sector (I)
Traditional Public Administration
New Public Management
Providers orientationMonopolistic provisionCompulsionUniformityDependency culture
Users orientationPluralistic provisionFreedom of choiceOrganizations form diversitySelf-sufficiency culture
Soruce: Adapted from Ranson and Stewart (1994) and Metcalfe (1996)
1.2. Dualities past/present: Public sector (II)Bureaucratic paradigm Post-bureaucratic paradigm
Public interestEfficiencyAdministrationControlSpecification of functions, authority and structuresJustification of costsImposition of responsibility
Complying with norms and procedures
Functioning of administrative systems
Outcome value for citizensQuality and valueProductionAchieve norms acceptanceIdentifying mission, services, clients and impactsValue of provisionBuilding accountability processesFocus on human resourcesUnderstanding and applying normsIdentifying and solving problemsOngoing improvement of processes Separating service and controlBuilding support for normsWiden consumer choiceFacilitate collective actionProvide incentivesMeasuring and analyzing resultsLearning from evaluation
Source: Barzelay (1992)
Managerialism as an ideology: Some references…
• Osborne and Gaebler (1992) Reinventing Government
• Peters and Waterman (1993) In search of Excellence
• Moore (1995) Creating public value.
Exercise:Management models
• Are there any differences between private sector and public sector management?– Values– Aims– Decision-making (-ers)– Evaluation criteria – Property rights– Responsibility/accountability rules
Management models: Some authors…
• Metcalfe• Ranson and Stewart• Flynn• Hughes• Self• Walsh• Dunleavy• Hood
2. Health care systems reforms since the 80s.
2.1. Health care markets
2.2. Health system models
2.3. Health care reforms since the 80s
2.1. Health care markets (I)
• Health markets involve agency relations between:
Insurers P/A
Purchasers A/P
Providers P/A
Professionals A/P
Citizens P/A
2.2. Health systems models (I)
• Institutional models of health systems
Reimbursement model: governmental grants to mutualities (private insurance in Switzerland and Netherlands)
Public contract model: National health insurance (Social security contribution in France and Germany)
Integrated model: National health service (pre-90s in the UK and New Zealand, and Spain)
Reimbursement model
Public contract model
Integrated model
2.3. Health care reforms since the 80s (I)
• Problems common to all health system models– Inequity of access to services, of resource
distribution, and of health states/levels between groups and regions (waiting lists…)
– Increase in health expenditure without an impact on the population health state (pressures from both demand and supply sides)
– Inefficiency: variability in medical activity and costs; poor coordination between health care levels (primary and specialized)
2.3. Health care reforms since the 80s (II)
• Problems common to all health system models (cont’d):– Citizens’ dissatisfaction with impersonality and
bureaucracy in service delivery– Third-party payer (mal)functions:
• Insurance/coverage: assumption of health financial risk • Access: to health services by the population• Agency: intelligent buyer on behalf of its principal
2.3. Health care reforms since the 80s (III)
• “New public management”– Purchaser/provider separation– Disaggregation of hierarchically integrated institutional
structures into quasi-autonomous and single function- organizations (regulation, financing, purchasing, provision…)
– Managed competition on the basis of contracts
2.3. Health care reforms since the 80s (IV)
• Adequacy, equity and income protection– Extensions to compulsory insurance systems (Spain,
Netherlands, Ireland)
• Macro-economic efficiency• Micro-economic efficiency• Convergence towards the public contract model
2.3. Health care reforms since the 80s (V)
• Macro-economic efficiency measures: Cost containment and overall expenditure limits
– Demand side: cost-sharing through • co-payment (fixed amount for a service) • co-insurance (set proportion of a service cost) • deductibles (fixed amount to be paid for a service
before any benefit payment is received); • negotiation of fees for service and pharmaceutical
prices; • publicly financed basic insurance
2.3. Health care reforms since the 80s (VI)
• Macro-economic efficiency measures (cont’d):– Supply side:
• Limits to global activity volume• Global budgets for physicians (Germany, Belgium)• Global budgets for hospitals (Netherlands,
Belgium, France, Germany)• Capitation payment for primary care providers
2.3. Health care reforms since the 80s (VII)
• Micro-economic efficiency measures: productivity and efficiency in the system– Switch from integrated to social insurance contract
model (former Eastern Germany)– Managed competition between:
• Medical professionals (Germany, United Kingdom)• Pharmaceutical products (Germany, Netherlands)• Hospitals (Germany, United Kingdom,
Netherlands)• Insurers or fundholders (United Kingdom and
Netherlands)
2.3. Health care reforms since the 80s (VIII)
• Convergence towards the public contract model: – Reimbursement model: more strict regulations and
contracts (France, Belgium)– Integrated model: introduction of contracts and
disaggregation (United Kingdom)– Competition between public purchasers/insurers
(United Kingdom, Netherlands)– Wider consumer choice (Germany, Belgium and
Netherlands)– Mix financing systems (budget limits and fee for
service)– Selective and informed purchasing rather than
passive financing
Conclusions: What relevance for ethics?
• Definition of actor/function:– Legal personality– Ownership– Regulation
• Mecanisms of interrelation between actors/functions:– Caracteristics of the contractual relation – Regulation
• Governance structure:– Hierarchy– Network– Market
• Dynamic context:– Politics– Economy– Society