Blocks 1 & 2: Governance & Finance |
a) Public sector insurance scheme covering referral care for all patients eliminates need for independent funding mechanism (includes travel, food and lodging, and free treatment for all patients in the program). |
b) Logistics partnerships, such as lodging in Kathmandu, have greatly improved patient comfort during long treatments far from home. |
c) Partnerships with care providers, such as an orthopedic rehabilitation hospital, provide services otherwise unavailable locally. |
d) A regulatory framework, likely embedded within financing system, is required to hold providers accountable to quality, access, and safety. |
Blocks 3: Medical Products |
a) Need for improved supply chain around essential surgical triage and diagnostics, including blood products, x-ray, ultrasound, splinting, and advanced imaging. Yet at a local level, human resources are more fundamental bottlenecks. |
Block 4: Human Resources |
a) Partner physicians at private and academic centers provide phone and telemedicine consultations to physicians. |
b) Staff training on cases meeting criteria for funding to encourage active case finding. |
c) Staff training on the diagnostic and therapeutic options, and limitations at referral sites. |
d) Staff training on pre-surgical referral patient management and triage. |
e) Staff training on diagnosis of commonly referred surgical diseases (e.g. fracture, rheumatic heart disease, and osteomyelitis). |
f) Visiting surgical teams for on-site training and local co-management of cases. |
Block 5: Information Systems |
a) Staff maintain a follow-up registry that automatically alerts staff regarding whom and when to follow-up. |
b) Staff maintain an up to date contact list for patients, referral care providers, support staff, CHWs, and partner organizations providing logistics support. |
c) Ultimately, an integrated electronic health record is required, and the Possible team has deployed this following the study. |
Block 6: Delivery Systems |
a) First level hospital Community Health Program as “focal point” in coordinating referral surgical care. |
b) Active case finding in the community through coordination with CHWs. |
c) Frequent phone communication between patients, families, and staff and home visits by CHWs. |
d) In hospital follow-up of all referred patients by staff and clinical staff at one month post-surgery. |
e) Part time staff at referral center assures timely provision of care and further coordinates with local staff. |
f) Subsidized transportation to and from referral center (often >12 h by bus each way) and transport for follow-up care. |
g) Emailed and phone conversations between staff at local and referral sites of care for coordination. |
h) Use of performance metrics including follow-up rates and complications. |
i) Community Health Program staff coordinate with local clinicians, patients, and referral care centers. |
j) Staff accompany patients and help navigate distant medical centers assuring proper care is received. |
k) Staff coordinate follow-up with referral centers and patients, organizing travel and other logistics. |
l) Focus of referral relationships on collaboration with local teams and local staff education. |
m) Hospital staff work closely with CHWs for follow-up and patient education. |
m) Clinical staff provide patient education specific to condition and where patient is in referral care loop. |
o) CHWs provide emotional support and can help with referral process if complication occurs. |