A multidimensional framework for rating health system performance and sustainability: A nine plus one ranking system

Müller, Laura; Oakley, Reida El; Saad, Mohammed H.; Mokdad, Ali H.; Etolhi, Giamal A; Flahault, Antoine

doi:10.7189/jogh.11.04025

Cited by 4 publications

(4 citation statements)

References 33 publications

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“…Homeless people were rescued from this natural calamity and placed in common shelters where physical distancing was practically impossible [ 78 ]. In the Laura Miller ranking system of healthcare, India received a “CCC” ranking and was positioned farthest among the nine participating countries suggesting major improvements in the existing healthcare system [ 79 ]. Since 2006, India spends almost 3.5% of its GDP on health and it is half of the GDP of the world expended by WHO members and by BRICS nations [ 80 ].…”

Section: Discussionmentioning

confidence: 99%

An Analysis of the COVID-19 Situation in India in Terms of Testing, Treatment, Vaccine Acceptance and National Economic Performance

Patel¹,

Patel²

2022

Int J Public Health

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Objectives: This study aims to provide a comprehensive review on the analysis of COVID-19 pandemic in India and address economic impact, diagnosis approaches, and vaccine acceptance and hesitation.Method: We retrieved articles published in 2020 and 2021 and current data from official websites that narrate the strategy for COVID-19 testing, issues, and challenges, healthcare system insufficiency, statistics of cases, deaths, vaccination, and vaccine acceptance barriers, and beliefs.Results: India being the 2nd largest populated country with a population of 1.4 billion faced massive difficulty in controlling the transmission of SARS-CoV-2. This crisis dramatically impeded the economy of the nation. India witnessed 2nd highest number (43,019,453) of confirmed cases and 3rd highest number of deaths (521,004) across the world.Conclusion: The major cause of the collapse of COVID-19 is the high population of India, pre-existing weak healthcare system, and the lack of awareness among the people. The fall, rise, and statistics provided in the review will help in comparing the current status with other countries and in making strong strategies to combat future calamities.

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Section: Discussionmentioning

confidence: 99%

An Analysis of the COVID-19 Situation in India in Terms of Testing, Treatment, Vaccine Acceptance and National Economic Performance

Patel¹,

Patel²

2022

Int J Public Health

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“…High quality and sustainable health care depend on well-adjusted infrastructures of the healthcare system, software for the electronic data recording and follow-up, wide-ranging health insurance coverage, and a reasonable reimbursement strategy ( 37 ). There are huge differences between the costs of new and old antihyperglycemic medications, which is not easy to be afforded by the patients ( 38 ).…”

Section: Diabetic Kidney Disease (Dkd): Scope Of the Problemmentioning

confidence: 99%

Challenges in the Prevention and Management of Diabetic Kidney Diseases

Sönmez

2021

Front. Clin. Diabetes Healthc.

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If you define the problem correctly, you almost have the solution" Steve Jobs BACKGROUND Diabetic kidney disease (DKD) is one of the common complications of diabetes mellitus, which substantially decreases the quality of life and increases the risk of premature mortality (1). Although it is the most common cause of end-stage renal disease (ESRD) (2), the mortality is mostly due to cardiovascular diseases and therefore DKD is regarded as a major cardiovascular risk factor (3, 4). Due to its chronic and slowly progressing nature, DKD is generally diagnosed by screening tests showing albuminuria or low eGFR, or both in subjects with diabetes. Up to one-third of patients with type 1 diabetes (T1DM) (5-7)and nearly half of patients with type 2 diabetes (T2DM) have DKD (6,(8)(9)(10)). Yet, fewer of them receive optimal care to prevent DKD progression and avoid the cardiovascular and renal endpoints (11).Although the term "Diabetic Nephropathy" is used interchangeably with DKD, the former more specifically describes the histological alterations such as glomerular basement membrane thickening, or mesangial proliferation observed in subjects with T1DM, which predominantly occurs due to chronic hyperglycemia (12). However, DKD observed in subjects with T2DM involves Diabetic Nephropathy but also the alterations seen due to other causes such as aging, hypertension, or obesity. This is probably the reason for observing DKD more frequently in subjects with T2DM. As multiple risk factors play role in the pathogenesis of DKD and its cardiovascular consequences, intensive glucose control is not enough to prevent renal and cardiovascular endpoints in DKD (13). Therefore, chronic risk management is essential along with good glycemic regulation, to prevent the occurrence and progression of DKD and to reduce the premature cardiovascular events in patients with diabetes (14-17).Unfortunately, the global data shows that people with diabetes are not under good glycemic control, nor they attain the metabolic targets (18)(19)(20). We have recently performed a nationwide survey in Turkey (6). Our findings replicate the global data and show that less than half of patients with T2DM reach the target HBA1c levels and only 10% of them simultaneously attain the targets for blood glucose, blood pressure, LDL Cholesterol. The situation is even worse in patients with T1DM, with less than 5% attainment rates of the three targets. When we also consider smoking cessation and regular exercise, only 1.5% of patients with both types of diabetes reach all these targets simultaneously (6). There is also significant inertia in establishing appropriate targets and

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“…There is a strong pressure to use quantitative indicators to assess organizational performance of healthcare organizations due to the increasing need for a more effective use of resources in the health sector. Stakeholders are also interested in these analyses as they hope to gain deep insights into the real-world use of public funds [ 1 , 2 ].…”

Section: Introductionmentioning

confidence: 99%

Evaluating Organizational Performance of Public Hospitals using the McKinsey 7-S Framework

Chmielewska

Stokwiszewski

Markowska

et al. 2022

BMC Health Serv Res

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Background This study examined non-financial aspects of the organizational performance of public hospitals from the perspective of hospital physicians; the obtained results were analyzed to identify the necessary improvements in organizational performance. Methods This was a cross-sectional study of multidisciplinary public hospitals on a group of 249 randomly selected physicians from 22 in-patient departments or clinics operating in the Warsaw region. The study data was collected using the structured World Health Organization questionnaires (to be filled out by respondents) assessing the hospital’s organizational performance variables qualified according to the McKinsey 7-S Framework. Epidata software version 3.1 was used for data entry, and the analysis was carried out in the SPSS software, version 19. The results of the organization evaluation are presented in the McKinsey 7-S Framework diagram. Key elements of the performance factors were grouped into ‘stens’, and the sten values were expressed as arithmetic means. Normal distribution of the stens was validated with the Kolmogorov–Smirnov test. 95% confidence intervals were calculated. The significance of differences between the analyzed stens was compared with the paired Student t-test. The interdependence of the variables was determined using the Pearson’s correlation coefficient. Results The results revealed a significant difference (p <0.05) in the respondents’ assessment of social (a mean score of 2.58) and technical (a mean score of 2.80) organizational aspects of the hospital operation. Scores for all variables were low. The social elements of an organization with the lowest score included ‘staff’, and in it the aspect – ‘efforts are made to inspire employees at the lowest levels of the organization’, ‘skills’ involving the learning style followed by the management/managerial staff, and ‘management style’ (average scores of 2.38, 2.56, 2.61, respectively). Conclusion Consistently with the existing literature, social factors were shown to play a more significant role in the management and they therefore deserve careful attention and more recognition when identifying and improving the key aspects affecting the organizational performance of public hospitals. Technical elements (strategy, structure, system) are important, but were demonstrated to have limited effect on the organizational operations geared towards ensuring effective functioning of a public hospital.

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A multidimensional framework for rating health system performance and sustainability: A nine plus one ranking system

Cited by 4 publications

References 33 publications

An Analysis of the COVID-19 Situation in India in Terms of Testing, Treatment, Vaccine Acceptance and National Economic Performance

An Analysis of the COVID-19 Situation in India in Terms of Testing, Treatment, Vaccine Acceptance and National Economic Performance

Challenges in the Prevention and Management of Diabetic Kidney Diseases

Evaluating Organizational Performance of Public Hospitals using the McKinsey 7-S Framework

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