دور مؤسسات العمل الخيري الصحية في التنمية البشرية المستدامة (1)

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T E N . C H I Q @ O F N I T E N . C H I Q . W W W

H. Micro-Economic Appraisal

B. What influences Health? (other

than health care)

A. What is Health? What is its value?

C. Demand for Health Care

D. Supply of Health Care

G. Planning, budgeting, regulation mechanisms

F. Macro-Economic Appraisal

E. Market Analysis H. Micro-Economic Appraisal

B. What influences Health? (other

than health care)

A. What is Health? What is its value?

C. Demand for Health Care

D. Supply of Health Care

G. Planning, budgeting, regulation mechanisms

F. Macro-Economic Appraisal

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GDP The gross domestic product (GDP) is one the primary indicators used to gauge the health of a country's economy

is the market value of all officially recognized final goods and services produced within a country in a given period of time. GDP per capita often considered an indicator of a country's standard living

GDP per capita is not a measure of personal income Under economic theory, GDP per capita exactly equals the gross domestic income (GDI) per capita

Average Bed Occupancy Rate in

MENA region Relative to the OECD Average

45%

37%

80%80%

72%

65% 65%64%

60% 58%56% 54% 53%

52%

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10%

20%

30%

40%

50%

60%

70%

80%

90%

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Source: World Bank, 2005

Total Health Expenditures as Percentage of GDP in MENA Countries

10.5

8.7

6.9

6.1

6

5.5

5.3

5.1

4.2

4.1

3.8

3.4

2.6

2.5

2.2

0 2 4 6 8 10 12

Jordan

Lebanon

Djibouti

Egypt

Iran, Islamic Republic

Tunisia

Morocco

Yemen, Republic

Syria

Qatar

Bahrain

Saudi Arabia

United Arab Emirates

Oman

Kuwait

Health Expenditure as % of GDP

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2

4

6

8

10

12

1980 2000 2002 2004 2006

OECD

UK

Germany

OECD 2009

Public spending on health trend in GCC

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2

2.5

3

3.5

4

2001 2002 2003 2004 2005year

% o

f G

DP Bahrain

Kuwait

Oman

Qatar

SA

UA

Public spending on Health as a Share of GDP Declining Trends

Source: WHO NHA Estimates

3.4

5.5

5.6

6.1

6.2

6.5

6.5

6.8

7.3

8.7

8.8

9.2

9.5

9.5

9.7

10

11.9

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0 2 4 6 8 10 12 14 16

Iraq

Yemen

Kuwait

Tunisia

Egypt

UAE

Jordan

Qatar

Lebanon

Government Health Spending as a % of Total Government Spending

Source: WHO 2009 NHA Estimates for 2005

Out of Pocket Spending as a Share of Total Health Spending in MENA

61

3.9

0 10 20 30 40 50 60 70

Egypt

Yemen

Syria

Morroco

Tunisia

Lebanon

Iran

Jordan

Libya

Iraq

Djibouti

Bahrain

UAE

Kuwait

Qatar

Oman

Saudi ArabiaUpdated NHA Data 2005

21

Source: WHO 2009 NHA Estimates for 2005

0 20 40 60 80 100

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TunisiaSaudiSyria

Lebano

AlgeriaJordan

IranMorroc

Egypt

YemenIraq

DjiboutGCC

MENAOECD

Life Expectancy from Birth

Life Expectancy from Birth in GCC, MENA and OECD Countries, 2006

Source: WHO Statistical Database, 2009

Prevalence of Obesity Among Adults >

15 years

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5

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15

20

25

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35

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Source: Christian Gericke: WHOSIS data 2007

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A Measurement

System?

A Management

System?

A Management

Philosophy?

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The Mission, rather than the financial / shareholder objectives, drives the organizations strategy

"If we succeed, how will we

look to our financial donors?

To achieve our vision, how must our people learn, communicate, and work together?

The Mission

To satisfy our customers, financial donors and mission, what business

processes must we excel at?"

To achieve our vision, how must we look to our customers?

BSC

Implement

From the 10 to the 10,000. Every employee implements the new growth strategy in their day-to-day operations

Change

Formulate and communicate a new strategy for a more competitive environment

The Revenue Growth Strategy

Improve stability by broadeni ng the sources of revenue from current customers

The Productivity Strategy

Improve operating efficiency by shifting customers to more cost-effective channels of distribution

Improve

Returns

Improve

Operating

Efficiency

Broaden

Revenue

Mix

Increase

Customer

Confidence in

Our Financi al

Advice

Increase

Customer

Satisfaction

Through Superi or

Execution

Increase

Employee

Productivity

Access to

Strategic

Information

Develop

Strategic

Skills

Align

Personal

Goals

Financial Perspective

Customer Perspective

Internal Perspective

Learning Perspective

Cross-Sel l

the Product

Line

Shift to

Appropriate

Channel

Provide

Rapid

Response

Develop

New

Products

Mini mize

Problems

Understand

Customer

Segments

Growth

Increase revenues, not just cut costs and enhance productivity

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Todays Management Systems Were Designed to Meet The Needs of Stable Industrial Organizations That Were Changing Incrementally

You Cant Manage Strategy With a System Designed for Tactics

Only 5% of the work force understands the strategy

60% of organizations dont link budgets to strategy

Only 25% of managers have incentives linked to strategy

85% of executive teams spend less than one hour per month

discussing strategy

9 of 10 companies fail

to execute strategy

The People Barrier

The Vision Barrier

The Management Barrier

The Resource Barrier

Balanced Scorecard Early Adaptors Have Executed Their Strategies Reliably and Rapidly

(USM&R) 1993

#6 in

profitability

1995

1996

1997

#1 in profitability

#1 in profitability

#1 in profitability

Mobil

1993

Property & Casualty

Retail Bank 1993 Profits = $x

1994 1995 1996

Profits = $8x Profits = $13x Profits = $19x

Brown & Root Engineering (Rockwater)

1993 Losing

money 1996

#1 in growth

and

profitability

Profit Stock

$275M loss

Stock Price = $59

1994 1995 1996 1997

$15M $60M $80M $98M

$74 $114 $146 $205

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Chronic Disease Self-Management Program

Goal

The active participation by people in their own healthcare within their communities.

Vision

People with chronic conditions are supported in their ability to respond to their health care needs through Self-management approach, by making informed choices in partnership with health providers to optimize their desired lifestyle


The term self-management refers to the tasks that

an individual must undertake to live well with one

or more chronic conditions. These tasks include having

the confidence to deal with medical management,

role management, and emotional management of their

conditions


Self-management is both an outcome and a process. As an outcome, self-management means the positive behaviors that patients carry out, such as eating right, exercising, monitoring symptoms, taking medications, and knowing when to seek professional help


The process of self-management involves the actions people follow to make and sustain their behavioral changes This includes steps such as setting goals developing action plans deciding how they might overcome barriers, and monitoring their progress in meeting their goals


Why is self-management support important? Many patients with chronic conditions will need both patient education and self-management support. Research with diabetes patients has shown that augmenting a traditional patient education program with added elements of self-management support can improve health outcomes


Who is involved in self-management support? Successful self-management depends on a partnership between patients and health care providers within a supportive health care system gps


patients and families affected by chronic disease primary health care providers, including doctors, nurses social workers, pharmacists, and other professionals, as well as lay community health workers who may also deliver self-management support, particularly in remote communities; and health system managers and policy-makers


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Subjects that participated in program, compared to those that did not, demonstrated significant improvements in :

exercise, cognitive symptom management

communication with physicians, self-reported general health

health distress, fatigue, disability, and social/role activities limitations - See more at

It helped me change my attitude towards aspects of my condition. Through using action plans, I took small steps to start exercising. I realized I was not the only one who experienced the inability to cope. Im still frustrated with life, but have learnt ways

to deal with the frustration

I lacked motivation at the beginning of the [self-management] course, but I am definitely more motivated now. I was reminded how to problem-solve and became more aware of the chronic cycle. I feel I have improved my own wellbeing, health and self-esteem

Approximately half of all Canadians are living with at least one chronic health condition, and

more than one in four Canadians report having two or more chronic conditions

Many will live well and long despite having a long-term health concern, but others will not

Chronic disease costs Canadian society more than

$90 billion a year in lost productivity and health

care costs

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دور مؤسسات العمل الخيري الصحية في التنمية البشرية المستدامة (1)