The World Bank Institute in collaboration with O’Hanlon Health Consulting, Tropical Health LLP,...
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The World Bank Institute in collaboration with O’Hanlon Health Consulting, Tropical Health LLP, and University of California at San Francisco JANUARY 2014
The World Bank Institute in collaboration with OHanlon Health
Consulting, Tropical Health LLP, and University of California at
San Francisco JANUARY 2014
Slide 2
MARKETS FOR HEALTH SESSION 2 Introduction to Markets for Health
(1): Market Forces and Market Governance April Harding The World
Bank Institute in collaboration with OHanlon Health Consulting,
Tropical Health LLP, and University of California at San
Francisco
Slide 3
MARKETS FOR HEALTH Successful engagement? Source: Hetzel, et al
2006 "Decreased availability of antimalarials in the private sector
following the policy change from chloroquine to sulphadoxine-
pyrimethamine in the Kilombero Valley, Tanzania." Malar J 5: 109.
Chuma, J., et al. (2010). "Towards achieving Abuja targets:
identifying and addressing barriers to access and use of
insecticides treated nets among the poorest populations in Kenya."
BMC Public Health 10(1): 137.
Slide 4
MARKETS FOR HEALTH RATIONALE FRAMEWORK INSIGHTS
Slide 5
MARKETS FOR HEALTH From engagement to skillful engagement
Slide 6
MARKETS FOR HEALTH Markets not actors Aim for better governance
What do we know?
Slide 7
MARKETS FOR HEALTH (Some) health policymakers Infrastructure
policymakers Ikea customers Who uses schematics? And how? This
regulation goes.where?
Slide 8
MARKETS FOR HEALTH Explore implications of a market perspective
Characterize health market governance using the Market Forces
framework Apply the framework to compare governance of different
markets in the health sector Session objectives
Slide 9
MARKETS FOR HEALTH A market perspective Recognizes the impact
of a policy depends on how others react, and, that you Cannot
choose a good path with out adding up those reactions Emphasizes
that health authorities are responsible for the whole sector, and
need to pick policies with regard to influence on market
operation
Slide 10
MARKETS FOR HEALTH RATIONALE FRAMEWORK INSIGHTS
Slide 11
MARKETS FOR HEALTH Why do we need an M4H approach? Integrate
market and market governance analysis into health sector assessment
and policymaking So policymakers can understand their own markets
better So policymakers can learn from others experiences
Slide 12
MARKETS FOR HEALTH Market analysis can help Price in Germany?
35 How much do you think their neighbors pay?
Slide 13
MARKETS FOR HEALTH Identify and manage policy actions to nudge
market operation as a means to achieve health goals Market analysis
can help Why am I paying twice as much as those %#&!@
Germans?
Slide 14
MARKETS FOR HEALTH MARKETS FOR HEALTH (M4H) APPROACH Health
Market Systems (HMS) Framework Market Forces (MF) Framework Market
for Health Approach (M4H)
Slide 15
MARKETS FOR HEALTH Many countries have market forces operating
in their health system, and widespread private sector activity, yet
perform well. How does this work? What are the policymakers &
agencies doing? How are problems contained? private sector
harnessed? Steering market forces: how does it work?
Slide 16
MARKETS FOR HEALTH Market Forces framework is a schematic for
characterizing the magnitude and quality or "nature" of structuring
forces present in a health market. made up of the six most common
domains within which buyers and sellers behavior is constrained in
a health market a snapshot" characterizing the structuring relative
to market forces operating in a particular market at a particular
point in time.
Slide 17
MARKETS FOR HEALTH Operational autonomy This domain refers to
the degree of constraint from factors other than market conditions
(or market forces) on sellers day-to-day activities. It combines
both the magnitude of constraint and the proportion of sellers
which operate under the constraint. 100% 0%
Slide 18
MARKETS FOR HEALTH Social funding This domain reflects the
magnitude of subsidy or other socialized funding present for the
product and/or services in the market. Socialized funding includes
funds pooled through mandatory and voluntary insurance
arrangements; it also includes implicit or explicit
cross-subsidization implemented by providers under universal
service obligations. It is a proxy reflecting the combined strength
of a range of underlying structuring forces operating in a market.
A market where there is no social funding for any goods and
services will typically be less structured than a market where
goods and services are subsidized. 100% 0%
Slide 19
MARKETS FOR HEALTH Customer competition This domain
characterizes the degree to which sellers or providers depend on
customers choices for income; it combines the degree of dependence,
and the proportion of providers in the market which manifest such
dependence. 100% 0%
Slide 20
MARKETS FOR HEALTH Price influence This domain refers to the
nature of the underlying process generating prices in a health
market. The process can derive from: Sellers freely determining
what price they will charge - given their costs of operation and
their experience with buyers responses. Prices emerge partly from
sellers determination, but are also constrained by negotiations
with sizable customers/ payers and or regulatory factors or
regulators activity. Officials managing or administering services
and the like, are setting prices. Sellers determination of "what
makes sense" (e.g. at what price can they "afford" to sell) has
little or no influence on prices.
Slide 21
MARKETS FOR HEALTH Entry barriers The magnitude of barriers to
entry operating in a health market, which may derive from natural
(e.g. scale economies; high upfront cost) or regulatory sources. 0%
Very high
Slide 22
MARKETS FOR HEALTH Performance pressures from contracts -
related to getting a contract or being included in a scheme or
network - to perform under a contract. CategoryExamples of
IndicatorsWeight Quality of Information Medical records contain
secondary diagnoses Place of residence codes completed in patient
records Reason for caesarian sections provided 0.10 Efficiency Also
for specific services (without secondary diagnoses) remain within
pre-defined ceilings 0.10 Quality Mortality, medical record and
infection commissions are fully operational % of deaths analyzed by
mortality commission % reduction in infection hospital rate 0.70
Patient Satisfaction % percent of patient complaints addressed
Realization of patient satisfaction survey 0.10 Pressure on
sellers
Slide 23
MARKETS FOR HEALTH Performance pressures from contracts In a
totally unstructured market, providers are not subject to
performance pressures related to contracts (they may or may not
have contracts; however, if they have contracts, they are not
exerting pressure on the providers related to their performance
(e.g. they are not pressuring them to cut costs; nor pressuring
them to improve quality or meet other performance targets). No
tension
Slide 24
MARKETS FOR HEALTH Performance pressures from contracts A
common strategy to structure markets is to use either a)
eligibility for contracts; and/or b) contract design to generate
performance pressure on providers. Adding some performance
tension
Slide 25
MARKETS FOR HEALTH Performance pressures from contracts The UK
market for specialty services prior to ISTC contracting was a very
unstructured market. NHS contracts with independent providers were
spot market. Little pressure for performance (e.g. little pressure
to keep prices down, or quality up.) Adding some performance
tension The ISTC contracts increased the performance tension in the
specialty services market in the UK.
Slide 26
MARKETS FOR HEALTH Performance pressures from contracts No
tension In administered settings, provider organizations are not
contracted, they are directly administered. No contracts or
contract-related tension
Slide 27
MARKETS FOR HEALTH Performance pressures from contracts No
performance tension Establish contracts (separation of provider
from payer) A common strategy to generate performance pressure in
administered settings, is to endow providers with autonomous or
independent status, and establish a contract with them related to
performance
Slide 28
MARKETS FOR HEALTH Performance pressures from contracts When a
large portion of sellers or providers in a market, experience
performance pressure related to getting contracts, or related to
performance criteria within contracts, then that market would be
characterized as falling in the middle on this domain. High
performance tension experienced
Slide 29
MARKETS FOR HEALTH What are these market forces? Easier to
define in application OPERATIONAL AUTONOMY CUSTOMER COMPETITION
PRICE INFLUENCE ENTRY BARRIERS SOCIAL FUNDING PERFORMANCE TENSION
FOR/UNDER CONTRACTS 0%100% AdministeredMarket Very High0 100%0 No
contractsNo tension 100% 0%
Slide 30
MARKETS FOR HEALTH Market forces: French drug retail services
market CUSTOMER COMPETITION ENTRY BARRIERS AdministeredMarket Very
High0 100%0 No contractsNo tension OPERATIONAL AUTONOMY 0%100%
0%100% PERFORMANCE TENSION FOR/UNDER CONTRACTS PRICE INFLUENCE
SOCIAL FUNDING
Slide 31
Market Forces India drug retail services market (private part)
Natural (spontaneous) market OPERATIONAL AUTONOMY CUSTOMER
COMPETITION PRICE INFLUENCE ENTRY BARRIERS SOCIAL FUNDING
PERFORMANCE TENSION FOR/UNDER CONTRACTS 0%100% AdministeredMarket
Very High0 100%0 No contractsNo 0%100%
Slide 32
Market Forces India drug retail services market (public part)
OPERATIONAL AUTONOMY CUSTOMER COMPETITION PRICE INFLUENCE ENTRY
BARRIERS SOCIAL FUNDING PERFORMANCE TENSION FOR/UNDER CONTRACTS
100%0 AdministeredMarket Very High0 100%0 No contractsNo
Administered service provision
Slide 33
Market Forces in the entire market Indian drug retail services
OPERATIONAL AUTONOMY CUSTOMER COMPETITION PRICE INFLUENCE ENTRY
BARRIERS SOCIAL FUNDING PERFORMANCE TENSION FOR/UNDER CONTRACTS
AdministeredMarket Very High0 100%0 No contractsNo tension 0%100%
0%100% User perspective: unfortunate choices
Slide 34
MARKETS FOR HEALTH What is a market? the interaction between
all the buyers seeking something and all the sellers from whom they
may get it Buyers (patients; payers) Provider; sellers Demand Side
Supply Side
Slide 35
MARKETS FOR HEALTH What is a market? 1.99 miles Graphic: Jishnu
Das, MAQARI Project Product market Geographic market The
market
Slide 36
MARKETS FOR HEALTH Points of clarification? Exercise
Slide 37
MARKETS FOR HEALTH Market forces: French drug retail services
market CUSTOMER COMPETITION ENTRY BARRIERS AdministeredMarket Very
High0 100%0 No contractsNo tension OPERATIONAL AUTONOMY 0%100%
0%100% PERFORMANCE TENSION FOR/UNDER CONTRACTS PRICE INFLUENCE
SOCIAL FUNDING
Slide 38
Sub-sector governance (France): Aggregating market forces
domains for retail pharmacy market Prescription Pharmaceutical More
Market Forces More Structuring Forces
Slide 39
Balance of Market vs Structuring Forces across Health
Sub-sectors: French Health System Primary Care Services
Prescription Pharmaceutical More Market Forces More Structuring
Forces
Slide 40
Balance of Market vs Structuring Forces across Health
Sub-sectors: French Health System Surveillance, Policy, National
Reference Lab Acute Inpatient Specialist Outpatient Services
Primary Care Services Pharmaceutical Production Wholesale/
Distribution Pharmaceutical Prescription Pharmaceutical OTC
Pharmaceutical More Market Forces More Structuring
ForcesAdministered
Slide 41
Balance of market vs structuring forces across health
sub-sectors: OECD Health Systems MORE STRUCTURE MORE MARKET Acute
Inpatient (Hospital) Diagnostics, Elective Surgery, Specialist
Services Primary Care; Pharmacy Production & Distributio n
Retail, OTC Pharmacy Source: Health Systems Characteristics, OECD
(2010)
Slide 42
MARKETS FOR HEALTH RATIONALE FRAMEWORK INSIGHTS
Slide 43
Balance of Market vs Structuring Forces across Health
Sub-sectors: OECD Health Systems MORE STRUCTURE MORE MARKET Acute
Inpatient (Hospital) Diagnostics, Elective Surgery, Specialist
Services Primary Care; Pharmacy Production & Distributio n
Retail, OTC Pharmacy Why are market forces so widespread?
Slide 44
MARKETS FOR HEALTH Insights from mixed health systems In health
markets.. Policy arrangements consistently exert more structure in
some markets than others: higher potential for harm? fewer benefits
from market forces (monopoly; rare services; shoe leather costs)?
Policy arrangements consistently exert less structure, allowing
more market forces in some markets than others: lower potential for
harm? higher benefits from market forces (no monopoly) ? frequently
used services? customer or buyer choice generates performance
pressure?.
Slide 45
MARKETS FOR HEALTH Low-hanging fruit
Slide 46
MARKETS FOR HEALTH More market vs. more structure Structuring
& Market Forces Have Opposite Potential Strengths and
Weaknesses MORE STRUCTURE Cost Containment Equitable Distribution
Financial protection MORE MARKET Access Responsiveness
Productivity/Efficiency Growth/ Investment
Slide 47
MARKETS FOR HEALTH Characterizes distinct approaches to
managing a market Can distinguish steering approach used in
different markets (e.g. pharmacy vs primary care) Can shed light on
direction of change Where steering approaches converge, may give a
schematic of the key components of a workable governance mechanism
and how they fit together May help identify low-hanging fruit
Market forces framework