Defining essential information needs and indicators.

The management capabilities and performance of a health system can be improved by strengthening the information system it uses. This involves determining the strengths and weaknesses of the health system itself and focusing on its least functional areas. The first step is to analyse services so as to ascertain requirements for information and indicators, with particular reference to the management of clients, health units and the health system as a whole.

Essential public health functions: results of the international Delphi study.

The essential public health functions (EPHFs) approach is an integral component in the elaboration of the Health for all (HFA) policy in the 21st century and a necessary element for building sustainable health systems. An international Delphi study on EPHFs was conducted in 1997. This international study included a respondent group of 145 public health experts from all regions of the world. The core monitor group included the members of the WHO EPHFs working group, and 8 senior public health figures from both developing and developed countries. The primary objectives of this study were: to define the concept of EPHFs; to establish consensus on what functions constitute EPHFs, and to determine which public health functions are likely to be most essential in the future and to confirm which public health functions require the elaboration of performance standards. Three rounds of the study were completed in December 1997, and this paper provides an overall summary of the findings.

Health information systems--making them work.

A health services model based on different concentration levels between the centre and the periphery, each with particular resources, responsibilities and management functions, provides a framework on which health information systems can be built or rebuilt so as to accelerate progress towards the health-for-all goals.

What does "health futures" mean to WHO and the world?

PIP: "Health futures" is defined as a set of tools that can help explore probable, plausible, possible, and preferable futures for guiding actions whereby potential health threats could be anticipated. The World Health Organization (WHO) is promoting national futures studies for health planning and development as confirmed at the World Health Assembly in 1990. WHO began scanning the field of health futures and learning about the methods used for trend assessment and forecasting. An international consultation on health futures was convened in July 1993 and attended by 38 experts. The consultation proposed follow-up activities sharing studies and methods through international publications; establishing electronic communication to this end; developing a handbook on health futures; and cataloguing experts, institutions, and training opportunities in health futures. A variety of people presented a wide range of studies on the purposes of health futures studies, methodologies, and funding; there were 5 scenarios for health care in the United States (continued growth/high technology, hard times/governmental leadership, buyer's market, a new civilization, healing and health care). The consultation focused on 6 themes, including assessing health technology. An extensive study undertaken in the Netherlands between 1985 and 1988 identified emerging health technology: neurosciences, the use of lasers in treating ischemic heart disease, biotechnology, new vaccines, genetic testing, computer-assisted medical imaging, and home care technologies. Health resources projection was also described for China using simulation models for 3 estimates of demand for hospital beds and doctors between 1990 and 2010. Also presented was Statistics Canada's new population-health model (POHEM), which is based on an individual life-cycle theory of health. A well-institutionalized modeling system by the US Bureau of Health Professions was introduced, showing the physician-supply model for forecasting purposes in the debate over health care reform. Artificial neural networking was introduced for predicting hospital length-of-stay.^ieng

Rapid evaluation methods (REM) of health services performance: methodological observations.

The rapid evaluation method (REM) was developed by WHO in order to assess the performance and quality of health care services, identify operational problems, and assist in taking managerial action. It was tested in five developing countries (Botswana, Madagascar, Papua New Guinea, Uganda and Zambia) between 1988 and 1991. REM consists of a set of observation- and survey-based diagnostic activities, carried out mainly in health care facilities. The article describes the various steps of REM, methodological issues such as setting objectives and using an issue-information matrix, preparation of survey instruments, use of computer software (Epi Info), data quality control, fieldwork, and the use of data to produce useful information for decision-makers. REM aims at bringing prompt and relevant information to planners and decision-makers who need it for a specific purpose. In the present examples, REM provided information for preparing a programme proposal for external funding, for establishing baseline data for a situation analysis, and for assessing staff performance after extensive training in order to improve the curriculum.

PIP: The rapid evaluation method (REM) is a health management tool aimed at bringing prompt an relevant information to planners and decision makers. The method was developed by WHO's Family Health Division and was field tested in mother and child health care and family planning facilities in Botswana, Madagascar, Papua New Guinea, Uganda, and Zambia between 1988 and 1991. The purpose of this paper is to acquaint the reader with the basic components of the method and methodological problems that arise. Each of the data collection instruments employed is described: clinic exit interviews, health staff interviews, observation of task performance, community and staff focus group discussions, review of clinical records, checking of facilities and equipment and supplies, and household interviews. REM was developed because of the apparent problems of too much paperwork and insufficient time for useful analysis and fears of the expense of surveys. There was a need for a quick, accurate, and economical method of evaluation of facilities and client satisfaction. Reference is made to other REM approaches and a review of REM methods. A basic requirement is the involvement of national program managers in the control, implementation, and application of the design; outside consultants furnish information on methods, formats, and analytical techniques as a complement to national efforts. THe first action taken is to define the objectives and specify the topics and issues of concern. A core group is assigned responsibility for REM. The action plan involves the objectives, information desired, sources for information, schedule of activities, logistical arrangements, and budget preparation. The level of detail of the information desired is defined by the core group and its objectives. A matrix of information is developed which includes information requested and sources; an example is provided. The results of the 5-county evaluation revealed methodological concern about the identification of issues and pretesting of instruments, data quality control, advance notice and planning of fieldwork, the need for analysts familiar with Epi Info Software, analysis of quantitative data first and training of leaders for focus groups, and the need for basic results in 7-10 days and a draft report in several weeks.

Rapid evaluation methods (REM) of health services performance: methodological observations

The rapid evaluation method (REM) was developed by WHO in order to assess the performance and quality of health care services, identify operational problems, and assist in taking managerial action. It was tested in five developing countries (Botswana, Madagascar, Papua New Guinea, Uganda and Zambia) between 1988 and 1991. REM consists of a set of observation- and survey-based diagnostic activities, carried out mainly in health care facilities. The article describes the various steps of REM, methodological issues such as setting objectives and using an issue-information matrix, preparation of survey instruments, use of computer software (Epi Info), data quality control, fieldwork, and the use of data to produce useful information for decision-makers. REM aims at bringing prompt and relevant information to planners and decision-makers who need it for a specific purpose. In the present examples, REM provided information for preparing a programme proposal for external funding, for establishing baseline data for a situation analysis, and for assessing staff performance after extensive training in order to improve the curriculum