By Benjamin Loevinsohn

Regardless of the presence of potent interventions, many constructing nations aren't heading in the right direction to accomplish the Millennium improvement ambitions for healthiness end result of the insufficient supply of healthiness companies to the inhabitants. Contracting, rather with nonstate companies, can increase the situation.

This 'Toolkit' attracts on a evaluation of 14 real-life examples of health and wellbeing companies contracting in numerous constructing international locations to finish that performance-based contracting can speedily safe advancements within the insurance and caliber of publicly financed overall healthiness services.

Contracting is a mechanism for a financing entity to obtain an outlined set of companies from deepest to nongovernmental assets. Performance-based contracting hinges on a transparent set of targets and signs, systematic facts assortment to evaluate contractor functionality, and a few effects for the contractor (rewards or sanctions) in response to performance.

The systematic process defined within the 'Toolkit' offers assistance on how you can successfully agreement, and it addresses matters, akin to how to
• Have a positive discussion with all stakeholders;
• outline healthiness companies, when it comes to what prone are to be added, the place, the variety of beneficiaries to be serviced, equitable entry, and caliber of care;
• layout acceptable tracking and overview systems;
• pick out contractors rather and transparently;
• Draft contracts and bidding documents;
• perform the bidding procedure; and
• organize for powerful agreement management.

The sensible “how-to advisor” for profitable contracting of well-being (and comparable) providers could be relatively precious to employees of presidency organisations, insurance firms, social coverage cash, nongovernmental organisations, faith-based enterprises, and personal future health care prone, in addition to overseas improvement companions.

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Extra info for Performance-based Contracting for Health Services in Developing Countries: A Toolkit (Health, Nutrition, and Population)

Example text

Org/hnp/contracting. How to Contract • 37 Step 3: Design the Monitoring and Evaluation 1. Conduct dialogue with stakeholders 7. Carry out the bidding process and manage the contract 2. Define the services 3. Design the monitoring and evaluation 5. Arrange for contract management and develop a contracting plan 4. Decide how to select contractors Agreeing on indicators is the first part of monitoring and evaluation (M&E), but this approach is meaningless if data are not actually collected, analyzed, and used for making decisions.

Both the numerator and the denominator of indicators must be carefully defined. ” For example, the indicator “health workers have appropriate knowledge of diarrhea management” is problematic because the numerator, the denominator, and the word “appropriate” are not defined. • Set targets broadly. Much time and energy can go into specifying targets in exact detail, which is probably not worth the effort. Usually what is needed is a statistically significant and programmatically important improvement, which implies that targets should be reasonable, not obsessive.

Otherwise, discussions can go on for a long time at a theoretical level with little progress. Task 2: Identify Champions Task 3: Address the Legitimate Concerns of Stakeholders Section 5 provides the evidence for and some of the commonly expressed concerns regarding contracting. The discussion there, as well as in appendix C (case studies), should be read before beginning discussions with stakeholders. On the basis of experience in a number of settings, a few common concerns often voiced by stakeholders have been identified that can be addressed in a number of creative ways: • Concerns of government health officials.

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