Expert answer:5 Questions about sustainable health systems, comp
Answer & Explanation:5 Questions c12.docxc12______q1__wef_sustainablehealthsystems_report_2013.pdfc12_____q3_____poisoning_the_poor_electonicewasteinghana.pdfc12.docxc12.docx
c12.docx
c12______q1__wef_sustainablehealthsystems_report_2013.pdf
c12.docx
c12_____q3_____poisoning_the_poor_electonicewasteinghana.pdf
c12.docx
Unformatted Attachment Preview
1. Read Sustainable Health Systems Report 2013 pdf file under Content Readings.
Answer:
1.
2.
3.
4.
5.
6.
Major themes
Major Issues
Major Stakeholders
social, legal, and/or ethical issues
Results
Personal Opinion of additional Solutions
2. High Tech Healthcare: What is the potential global impact of health
services with smart technologies?
http://uicurbanforum.org/videos/2013/
The third video down on the right.
Answer:
1.
2.
3.
4.
5.
6.
Major themes
Major Issues
Major Stakeholders
social, legal, and/or ethical issues
Results
Personal Opinion of additional Solutions
3. Read Poisoning The Poor Electonic: Electronic Waste in Ghana pdf file under
Content – Readings
Answer:
1.
2.
3.
4.
5.
6.
Major themes
Major Issues
Major Stakeholders
social, legal, and/or ethical issues
Results
Personal Opinion of additional Solutions
4. Read the Emergency Preparedness pdf file under the link below or under
Content – Readings:
http://www.google.com/url?sa=t&rct=j&q=&esrc=s&source=web&cd=3&cad=rja&ved=0CDMQFjAC&url=http%
3A%2F%2Ftraining.fema.gov%2FEMIWeb%2Fedu%2Fdocs%2Ftechem%2Fsession%252010.doc&ei=4Y_UUs31
LMyysAT7woHwDQ&usg=AFQjCNHYxK85wR03aW3D3hgOj-kFj5-7iw
Answer the following questions under this thread:
•
•
•
What organization is ultimately responisble?
Which organization relies most on IT?
How is the effectiveness of guidance and processes to support IT users during incident management determined?
5. Read the article on Law Enforcement Information Sharing:
http://www.ise.gov/law-enforcement-information-sharing
Give a summary of the multitude of sources.
Healthcare Industry 2013
Sustainable Health
Systems
Visions, Strategies,
Critical Uncertainties
and Scenarios
A report from the World Economic Forum
Prepared in collaboration with McKinsey & Company
January 2013
© World Economic Forum
2013 – All rights reserved.
No part of this publication may be reproduced or transmitted in any form or by any means,
including photocopying and recording, or by any information storage and retrieval system.
The views expressed are those of certain participants in the discussion and do not
necessarily reflect the views of all participants or of the World Economic Forum.
REF 150113
Contents
3
Preface
4
Executive Summary
5
Rethinking Health Systems
7
Visions to 2040
9
Country Strategies
17
Critical Uncertainties
19
Scenarios
26
Conclusion
27
Annex 1 – Process and Stakeholder
Engagement
28
Annex 2 – Drivers of Change
29
Acknowledgements
31
Project Team
Preface
The World Economic Forum has made health a priority global
initiative, recognizing it as central to the Forum’s overall mission to
improve the state of the world.
Looking at health as a fundamental economic issue, the Forum aims
to address two major gaps-access to health and access to care making health and care an investment for economic development
and growth.
Klaus Schwab
Executive Chairman
World Economic
Forum
We believe the current economic crisis represents a welcome
opportunity to design our health systems for the future. The context
for health is rapidly changing; increasingly in advanced economies,
healthcare systems are deemed financially unsustainable, while in
emerging economies, they are still being shaped.
The purpose of the project – and this report – is to support strategic
dialogue among various stakeholders on what health systems are
now, what they might be in the future and how they could adapt to
be sustainable.
Sustainability is unlikely to be achieved through incremental
changes. Instead, transformative solutions will be needed – solutions
that require cooperation across industry sectors and governments,
and thereby challenge the current boundaries of healthcare and
established norms of operation.
In this context, the World Economic Forum has provided a
neutral platform for more than 200 stakeholders and experts from
governments, industry and civil society to explore the question: what
might health systems look like in 2040?
Supported by the Forum’s Strategic Foresight methods, the project
has facilitated discussions about how health systems could be
organized in the future. Scenarios were developed to demonstrate
that radically different health systems are imaginable, to explore
boundaries of health systems and the roles of different actors, and to
provide a framework for interpreting future contextual developments
that might affect health systems.
We also conducted country workshops in China, Germany, the
Netherlands, Spain and England to support public and private actors
in starting national conversations about transforming their health
systems. In these interactions, stakeholders articulated elements
of a vision for their countries’ health systems and explored top-line
strategies to achieve those desired futures.
We hope policy-makers and business leaders find this report
relevant and useful and that the process of developing scenarios,
visions and strategies is a good catalyst for future discussions and
the development of collaborative solutions for sustainable health
systems.
Visions, Strategies, Critical Uncertainties and Scenarios
3
Executive Summary
Achievements and advances in health and healthcare are a major
success story of the past two centuries. However, this success has
come at a cost, with healthcare expenditure outstripping GDP growth
for decades across the Organisation for Economic Co-operation and
Development (OECD) countries. Given the main reasons for rising
health expenditures, it is unlikely that focusing solely on improving
healthcare supply efficiencies will lead to sustainable health systems
in the future. Instead, societies must look outside the traditional
institutions, processes and people, known today as the healthcare
system, to a broader emerging health system that this report
proposes.
In today’s economic climate, many governments are targeting
healthcare expenditure for cost-cutting as part of broader austerity
programs. A discussion on long-term sustainability therefore is timely
to ensure that short-term priorities do not damage long-term value.
Health system leaders need to think for the future, expanding the
group of responsible stakeholders and breaking from the status quo to
deliver high quality, full-access, affordable, sustainable health services.
–
Innovate healthcare delivery. While the boundaries of medicine
exist at the limits of science, the healthcare delivery model is
firmly stuck in the past. Health systems can rise to the challenge
of a 21st century disease mix, breaking the traditional delivery
mould and creating space and opportunity for innovation to
deliver better professionals, better outcomes and better value
–
Build healthy cities and countries of the future. To achieve a
sustainable health system for the future, societies must reshape
demand for health services, reducing the disease burden by
helping people to stay healthy and empowering them to manage
their health. Health systems can encourage people to develop
healthier habits, incentivize healthier consumption and develop an
environment and infrastructure that facilitate population health
Critical uncertainties
Future health systems will be influenced by a number of factors
outside the control of health system leaders. Through over 100
interviews and workshops, six critical uncertainties that might
significantly reshape the context in which health systems form and
operate were identified:
–
Attitudes towards solidarity: Will solidarity – the willingness of
individuals to share the population’s health risks – increase,
decrease or be conditional upon certain factors?
–
Origins of governance: Will power and authority be predominantly
located at the national, supranational or local level?
–
Looking to the future helps to improve the decision-making of today.
A longer-term perspective provides an intellectual space devoid of
current constraints, vested interests or immediate concerns, and
enables us to focus on what really matters. Focusing 30 years ahead,
the important trumps the urgent.
Organization of the health innovation system: Will innovation
come from within or outside the existing system? What will be the
level of funding? What will be the types of innovation produced?
–
Access to health information: Who will take responsibility for
collecting and analysing health data? Will people give their
consent for their personal data to be used?
–
Influence over lifestyles: To what degree will active influence over
individual lifestyles be accepted and implemented?
Participants used a set of complementary methods, including visions,
strategies, critical uncertainties and scenarios. This report presents
the thoughts of leading experts and decision-makers on the future of
health systems, highlighting the learning and key messages derived.
The aim is to equip policy-makers and business leaders around the
world with tools, processes and insights to drive the discussion in their
own organizations and countries.
–
Health culture: Will healthy living be a minority choice, a civic duty
or an aspiration?
Over the past year, the World Economic Forum, in collaboration with
its Partners and McKinsey & Company, engaged over 200 health
system leaders, policy-makers and experts in an ambitious global
effort to provide a long-term and holistic analysis of sustainable health
systems. The central question: what could health systems look like in
2040?
Visions
A diverse group of health system leaders across five countries was
asked to describe their ideal health system in 2040. Their visions are
remarkable in their consistency. The preferred health system of the
future is strikingly different from the national healthcare systems of
today, with empowered patients, more diverse delivery models, new
roles and stakeholders, incentives and norms. The country workshops
revealed common themes across system archetypes and national
borders: creating a financially sustainable health system requires a
major re-orientation towards value and outcomes, the involvement of a
broader set of stakeholders in a more effective governance structure,
and greater engagement and responsibility of patients and citizens.
Scenarios
As the critical uncertainties demonstrate, health systems very
different from those of today are highly plausible in the future. It will be
important for policy-makers and industry leaders to be mindful of this
when reflecting on strategies.
Scenarios are not forecasts or preferences, but plausible stories
about the future. They depict relevant and divergent possibilities,
providing a rich context for improving decision-making in the present.
Three scenarios were developed: Health Incorporated, New Social
Contract and Super-empowered Individuals. The scenarios provided
a key insight – efficiency gains are necessary to move health systems
towards greater sustainability, but are insufficient alone.
Strategies
In Health Incorporated, the boundaries of the health industry are
redefined. Corporations provide new products and services as
markets liberalize, governments cut back on public services and a
new sense of conditional solidarity emerges.
With the visions in mind, participants suggested strategic options
to achieve those aspirations. From the conversations, three major
themes emerged:
In New Social Contract, governments are responsible for driving
health system efficiency and for regulating organizations and
individuals to pursue healthy living.
–
In Super-empowered Individuals, citizens use an array of products
and services to manage their own health. Meanwhile, corporations
compete for this lucrative market and governments try to address the
consequences.
4
Embrace data and information to transform health and care.
We are entering the age of precision medicine, fundamentally
challenging the past practice of medicine. Improved data and
information are beginning to change the way that health systems
operate and make decisions, a transformation that can be enabled
by faster and more productive adoption and integration of these
data
Sustainable Health Systems
Rethinking Health Systems
Achievements and advances in health and healthcare are a major
success story of the past two centuries. People live longer and
healthier. Life expectancy has improved worldwide in the past 200
years (see Figure 1) through a better understanding of health and
disease, coupled with rising material prosperity and social stability.
Figure 1: Increase in Global Life Expectancy
Source: Health Data 2012, OECD
However, these successes have revealed new and costly
challenges. Treatment and prevention of infectious diseases has led
to longer lives and higher rates of chronic illnesses, requiring longterm treatment and care. Healthcare costs have increased sharply,
with the incremental benefits of this spending becoming increasingly
hard to realize. Over the past 50 years, total healthcare expenditure
in OECD countries has climbed faster than GDP, at an average
annual rate of 2%. With no reforms under way that would affect the
fundamental drivers of healthcare expenditure (see Box 1), some
estimates suggest that by 2040 total expenditure could grow by
another 50-100% (see Figure 2).
To design more sustainable health systems, advantage must be
taken of demand-side opportunities. When people think of health,
they tend to think narrowly about treatment and care delivered by
a healthcare system rather than broadly about a health system that
includes policies, products and services aimed at disease prevention
and well-being (see Box 2). The shift from healthcare to health
systems aims to answer society’s calls for better health services
while easing the overwhelming demand for care.1
Much of the current debate on the future of health is characterized
by short-term and siloed thinking and entrenched positions. A shortterm view encourages solutions that deliver immediate results and
discourages conversations about more fundamental changes that
might only bear fruit in the long term. A lack of cross-stakeholder
dialogue constrains the finding of solutions outside the traditional
approaches to healthcare. There is a need to bridge the gaps
between supply and demand, population health and individual
healthcare, and healthcare and other related industries. Achieving
tangible widespread change requires a coordinated approach that
encompasses a broader diversity of actors from across and beyond
the health sector.
1
See also the World Economic Forum’s Healthy Living Initiative.
Figure 2: Projections of GDP Share of Health in OECD Countries
Source: World Economic Forum 2012.
Sustainable Health Systems: Visions, Strategies, Critical Uncertainties and Scenarios
5
The World Economic Forum provided a long-term, holistic debate
on sustainable health systems, open to many stakeholders.2 The
Forum brought together over 200 stakeholders to focus on the
question: what could health systems look like in 2040? A longterm perspective provides an opportunity to explore fundamental
changes, with the objective of strengthening current decisionmaking. The Forum convened a multistakeholder dialogue, drawing
participants from: industries such as food and beverage, information
and communication technology, and urban planning; government
ministries of health, finance, education, and the environment; and
academia and civil society (see Acknowledgements).
Strategies. By envisioning an ideal, health system leaders can
propose strategies to attain it. Strategic options help stakeholders
to explore their role in moving health systems forward. This longterm perspective allows a focus on important, rather than urgent,
priorities.
As part of this dialogue, the World Economic Forum organized
workshops at global and national levels. The Forum facilitated
high-level conversations in five countries – China, Germany
Netherlands, Spain and England – to discuss the transformation
of their healthcare systems to future health systems. In these
interactions, stakeholders discussed elements of a shared
vision for their countries’ health systems, and developed a set of
strategic directions for moving towards that vision. These global
conversations allowed for a wider exploration of possible future
health systems and presented a unique opportunity to learn across
countries.
Scenarios. Health systems can be very different in the future.
Creating scenarios enables a rethinking of the structure and
boundaries of existing healthcare systems, as well as the nature and
role of stakeholders in the pursuit of sustainable health systems. By
combining extreme outcomes of the critical uncertainties, a set of
scenarios was developed not only to demonstrate that future health
systems might be significantly different from those of today, but also
to empower policy-makers and business leaders with the insights
obtained.
This project used four key complementary methods for thinking
about the future in a structured way: critical uncertainties, scenarios,
visions and strategies.
Visions. Health systems are complex, with a wide range of
stakeholders and priorities. Aligning around mutual goals is rare,
but fundamental to long-term transformation. Visions provide an
opportunity for health system leaders to explore their ideal longterm futures and find common ground among diverse stakeholders,
thereby building consensus and a momentum towards change.
In the next sections, the key thoughts that emerged from the
strategic multistakeholder dialogue are discussed.
High
er p
ati
en
t
Increasing capacity
induces demand
Lack of performance
transparency prevents
matching demand to the
most productive supply
Improved survival
rates imply more
years of treatment
Sub
of health services
im
al
al
lo
at
c
io
Ve
n
of
re s
sl s t
of o w e d
c h the in t
an pa ere
sts
ge
ce
our
ces
Risin g
un
st
of
ca
y
eg
r at s
n st co m e
o
i
t
a
v
t
u
Inno
on o
s
fo c u ss e
e
n o t v alu
Sustainable Health Systems
o
it c
r
N
o pt
do
ti o
crea
valu e
s
te m
sys eward
r
ti v e
I n c e n al w a y s
not
n
SUPPLY
e
Value
-con
Payment systems offer
little financial incentive
for patient to minimize
cost
w oba
gl
DEMAND
for health services
ons
lati of
pu
0
po e 30%n by 204
io
ng ris
ei mp ulat
Ag ill co l pop
Growin
g bu
rde
no
fd
is
e
s
ion
at
ct
e
p
e
as
ex
ex sic
ba
limited
sci
o
b
signal y lack usn
e
s an
d in of pri ss
cen ce
tiv
es
Box 1: Key Drivers and Dynamics of Rising
Healthcare Expenditure
Unhealth
y
life
are drivin
g ch styles
ro
preventa
ble d nic,
isea
se
chy
rar
e
hie nd onc
’s
a
et
w
m
e
o
l sd
re m
a
s
s
a
M tend need
6
Overall, an iterative process was used in this project, incorporating
critical uncertainties, scenarios, visions and strategies as different
ways of thinking about the future. Critical uncertainties and
scenarios enabled stakeholders to consider a broader set of
possible challenges and opportunities that could play out in the
future. These insights were used to broaden visions and strengthen
strategies for developing sustainable health systems. In turn, visions
and strategies tested the plausibility and relevance of the scenarios.
This complementary approach enriched the strategic ideas and
insights gleaned.
See Annex 1 for an overview of the process and stakeholder engagement.
en ew
bu larg the
t r e o ra
p
ais
p
e c tio n i e s
os s of
ts
care
2
Critical uncertainties. Several factors outside the control of health
system leaders influence the future of health systems. Exploring
these critical uncertainties allowed participants to gain a better
understanding of the elements that might significantly reshape the
context in which future health systems form and operate.
Last year, the Forum explored the fundamental influences on
healthcare expenditure, creating a simple conceptual model of
demand and supply elements.
Growing demand for healthcare is driven primarily by four factors:
an a …
Purchase answer to see full
attachment
How it works
- Paste your instructions in the instructions box. You can also attach an instructions file
- Select the writer category, deadline, education level and review the instructions
- Make a payment for the order to be assignment to a writer
- Download the paper after the writer uploads it
Will the writer plagiarize my essay?
You will get a plagiarism-free paper and you can get an originality report upon request.
Is this service safe?
All the personal information is confidential and we have 100% safe payment methods. We also guarantee good grades