Table of Contents
Work in partnerships across sectors
Health policymakers alone can’t offer the best possible healthy outcomes for populations. The solutions to numerous of our health challenges will not be discover in the healthy sector and do not lied only with government actors. The latter should working across sectors and silos to addressing current inequalities and inefficiencies in health systems.
Addressing the social determinants of health
The conditions in which humans are born, work, grow, age and live affect their health – as shown, most recently, by the working of the World Health Organization’s Commission to Social Determinants of Health. International and National health agencies require to commit to meeting the wants of the poorest and to work at all levels to offer equal quality and access of health services.
Prioritize efforts to attain and sustaining universal health coverage
Universal access to basic services which enables good health and certain that humans are not impoverished by illness, disability or accident is imperative. Decision-makers should ensure that budget allocations are aimed on quality services and that resources are distributed transparently, efficiently, and effectively.
Aim on health promotion and disease prevention
Many illnesses could be avoided, or their progress slowed, by an increased aim on health promotion and disease prevention, and by counter pervasive pressures encourage unhealthy lifestyles. For example, adequate nutrition and exercise do support reducing or heart disease and control diabetes, and good policy do discourage the dietary precursors of these conditions.
Strength the primary health services
A strong primary health sector increases access to services and supports humans stay healthy. For example, primary health care do offer immunization, chronic disease management and antenatal care, thereby lessening pressures on the hospital sector and encourages a less hospital-centred approach for conditions that are life-threatening and not acute.
Empower humans and their communities
The healthcare systems of the future should empower and engaging individuals and their communities in health services, support the healthy lifestyle choices and being sensitive to the local customs and culture. This requires increased access for underserved humans and train for health workers who do reach them.
Promote technology-based solutions that put individuals first
Technology solutions do not offer a quick fix; they want to be accessible, sustainable, designed and locally relevant to meet individuals’ requirements. Achieve that will need a shift from the fragmented application of technologies towards platforms that do take advantage of the profits of emerging technologies, like big analytics and data, for refining health access and services to them.
Maximize value for money
A question always to be asked about health spending is: does it deliver valuable for money? Optimizing “value-based care” need governments investing in essential health and services systems, and to optimize the influence of those decisions by pertaining there is a motivated, sustainable, and skilled health workforce.
Promoting accountability and engagement
The lack of transparency and the current fragmentation of numerous existing health systems pose important challenges. There is a clear requirement for improved regulation and policy, for measures of equity, effectiveness and efficiency that do monitor system performance, and for an emphasis on ethical standards and norms to certain accountability and engage all stakeholders.
Make incremental moves.
The present chaotic healthcare environment constantly shifting and changes, which denotes hospitals and health systems should consider short-term moves, makes incremental navigation and decisions to get to an end goal, Beckham pen up. Move incrementally permit time for feedback, and the faster and more moves they do, the more feedback organizations do gather.
Follow the “OODA” concept.
Based on the dogfighting theory from U.S. Air Force pilot John Boyd, Beckham pen up about Observing, Orienting, Deciding and Acting. The most significant steps of the process involve analyzing, synthesizing and utilizing that data to make a decision.
Beckham refered to strategies employing by the Medical University of South Carolina (MUSC), citing words from the Jack Feussner, M.D., executive senior associate dean of clinical affairs on the change healthcare environment: We hunker down, taking a licking, getting up, brush up ourselves off and move on. We’re pretty confident about who we are and where we’re literally headed. That doesn’t signify we sit still. We understand new reimbursement models are coming, that private practice is consolidated, that so we’ve attacked our costs, technology would continue to do seismic shifts, solidified relationships with hospitals, expanded access to our services and worked tough to stay close to the action and physicians throughout the state.
Breaking down silos.
Beckham noted that MUSC conducts weekly meetings to produce a shared vision and breaking down barriers between various chunks of the organization. MUSC’s weekly leadership council is built of up of dozens of doctors from different parts of the organization, where leaders making continuous adjustments to tactics and strategies, and engaging one another through ongoing dialog.