Joint Learning Network for Universal Health Coverage

The Joint Learning Network systematically documents the reforms of its member countries and other countries that have expanded health coverage through demand-side financing. The case studies contained in these pages are brief, comparative and modular in nature, describing the key highlights and technical features of each program.

Use the compare reforms feature below to view comparable technical information across multiple programs at once. Select a reform element to the right, and filter the selection of countries and programs using the selection list.



Program Service delivery system Public providers Non-state providers Service delivery system
Chile: National Health Fund (FONASA)
  • Both Public & Non-state

In 1985, two modalities of health service provision were established for FONASA beneficiaries. Under the Institutional Modality (IM), FONASA beneficiaries can access the public system in order to use public hospitals. Financial coverage under this modality is dependent upon the income of the beneficiary. Under the Free Election Modality (FEM), FONASA beneficiaries can opt to use private health service providers that have entered into agreements with FONASA. Financial coverage under this modality depends on the category to which the health service provider is subscribed. Generally, FEM copayments are larger than IM copayments.

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In 1985, two modalities of health service provision were established for FONASA beneficiaries. Under the Institutional Modality (IM), FONASA beneficiaries can access the public system in order to use public hospitals. Financial coverage under this modality is dependent upon the income of the beneficiary. Under the Free Election Modality (FEM), FONASA beneficiaries can opt to use private health service providers that have entered into agreements with FONASA. Financial coverage under this modality depends on the category to which the health service provider is subscribed. Generally, FEM copayments are larger than IM copayments.

Chile’s service delivery system is composed of 26 autonomous health authorities responsible for hospital care. Primary health care was decentralized down to the level of the municipality. In Chile, 80% of hospital beds are public. FONASA is required to purchase most of its health services from public institutions, although it does provide a subsidy to its enrollees wishing to purchase services from private providers. Public health care providers must sell most of their services to FONASA and have strict guidelines on the type and number of services they can make available to private patients or ISAPRE beneficiaries. FONASA categories B, C, and D can elect to receive care outside of the public system for a higher co-payment. Category A enrollees must receive services from the public provider system.

Of all the AUGE procedures carried out, 86% are conducted at the primary health level. Meanwhile, of the AUGE procedures for FONASA beneficiaries performed in the private sector, 90% correspond to dialysis treatment. Whenever there is a risk of falling behind on the guarantees, services must be purchased from elsewhere. For example, in the case of cancer a public hospital will normally purchase services from another public hospital. In the case of cataracts, however, a public hospital will normally purchase services from the private sector.

The AUGE plan has changed the manner in which health service delivery is viewed. In the past, supply determined how many cataract interventions were performed based on the internal capacity of the institution. But now, with certain services explicitly guaranteed, the health system has to detect the prevalence of cataracts and determine how to best reorganize resources in order to satisfy demand.

Chile has also instituted a free telephone line that responds to inquiries regarding a number of different health situations. It is staffed by a team that has the ability to provide medical advice and set up consultations. This service has led to a significant reduction in emergency room visits, as problems that are deemed non-urgent can be resolved through primary care personnel.

Finally, it is worth noting that ISAPREs are not allowed to provide health services directly to their enrollees. They must rely on horizontal networks of health care providers and hospitals for the delivery of services.

National Health Fund (FONASA)

Service delivery system

Both Public & Non-state

In 1985, two modalities of health service provision were established for FONASA beneficiaries. Under the Institutional Modality (IM), FONASA beneficiaries can access the public system in order to use public hospitals. Financial coverage under this modality is dependent upon the income of the beneficiary. Under the Free Election Modality (FEM), FONASA beneficiaries can opt to use private health service providers that have entered into agreements with FONASA. Financial coverage under this modality depends on the category to which the health service provider is subscribed. Generally, FEM copayments are larger than IM copayments.

Chile’s service delivery system is composed of 26 autonomous health authorities responsible for hospital care. Primary health care was decentralized down to the level of the municipality. In Chile, 80% of hospital beds are public. FONASA is required to purchase most of its health services from public institutions, although it does provide a subsidy to its enrollees wishing to purchase services from private providers. Public health care providers must sell most of their services to FONASA and have strict guidelines on the type and number of services they can make available to private patients or ISAPRE beneficiaries. FONASA categories B, C, and D can elect to receive care outside of the public system for a higher co-payment. Category A enrollees must receive services from the public provider system.

Of all the AUGE procedures carried out, 86% are conducted at the primary health level. Meanwhile, of the AUGE procedures for FONASA beneficiaries performed in the private sector, 90% correspond to dialysis treatment. Whenever there is a risk of falling behind on the guarantees, services must be purchased from elsewhere. For example, in the case of cancer a public hospital will normally purchase services from another public hospital. In the case of cataracts, however, a public hospital will normally purchase services from the private sector.

The AUGE plan has changed the manner in which health service delivery is viewed. In the past, supply determined how many cataract interventions were performed based on the internal capacity of the institution. But now, with certain services explicitly guaranteed, the health system has to detect the prevalence of cataracts and determine how to best reorganize resources in order to satisfy demand.

Chile has also instituted a free telephone line that responds to inquiries regarding a number of different health situations. It is staffed by a team that has the ability to provide medical advice and set up consultations. This service has led to a significant reduction in emergency room visits, as problems that are deemed non-urgent can be resolved through primary care personnel.

Finally, it is worth noting that ISAPREs are not allowed to provide health services directly to their enrollees. They must rely on horizontal networks of health care providers and hospitals for the delivery of services.
: Taiwan: National Health Insurance
  • Both Public & Non-state

Taiwan has a market-driven health care delivery system with a mix of publicly and privately owned hospitals. The National Health Insurance (NHI) program provides medical services to the insured population through contracts between the Bureau of National Health Insurance (BNHI) and providers, including hospitals, clinics, pharmacies, medical laboratories, and home nursing care.

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Taiwan has a market-driven health care delivery system with a mix of publicly and privately owned hospitals. The National Health Insurance (NHI) program provides medical services to the insured population through contracts between the Bureau of National Health Insurance (BNHI) and providers, including hospitals, clinics, pharmacies, medical laboratories, and home nursing care. For hospitals and dental clinics, the contracted rate is 98% of all health facilities in Taiwan, suggesting that the contract serves as a comprehensive and inclusive network for consumers to access providers’ services. The contracted rate of clinics for both Western medicine and Chinese medicine are in the range of 84 to 90%. The broad and inclusive range of institutions that contract with NHI allows patients to see almost any doctor within the country.

Most health providers operate in the private sector and form a competitive market. Citizens have almost complete freedom of choice among providers and therapies. There is no rationing of care, no referral system, and patients are also allowed to seek out care at tertiary institutions regardless of the severity or nature of their illness. This has allowed patients large degrees of freedom in provider choice. However, doctors who practice in private clinics do not have hospital admitting privileges, thus hospitals have developed large outpatient departments and affiliated clinics for primary care, to maintain inpatient flows. Many private clinics also maintain about a dozen beds for their patients. One criticism of this system is that its delivery system is somewhat fragmented, because private physicians can practice, but have no hospital admitting privileges. This occasionally results in duplicative facilities and equipment, and can disrupt continuity of care.

Table 1: Health Service Delivery System in Taiwan, 2004

NumberRatio
Health workforce (per 10,000 population)
- Doctors33,36014.7
- Dentists9,8684.3
- Pharmaceutical personnel26,07911.5
- Nursing personnel101,92444.9
Health infrastructure
- Public hospitals90 (43,865 beds)56 hospital beds per 10,000 populations
- Private hospitals500 (83,802 beds)

Source: Health Statistics (2006)

In total, there are about 5.7 beds per thousand people, 35% of which are public and 65% are private. In 2000, about 86% of hospitals were privately owned. Doctors in Taiwan are either salaried staff physicians in the hospitals or self-employed owners of clinics. A majority of clinics, about 97%, are privately owned. About 63% of physicians are employed by hospitals and paid on a salaried basis and the remaining 36% of doctors are private practitioners.

Since the NHI’s inception in 1995, the capacity and use of Taiwan’s health care system has expanded. While Taiwan’s population grew by 5.2% between 1994 and 2000, the supply of health professionals overall increased by 39.6%, and the number of physicians increased by 33.5%. Over the same period the number of hospital beds increased by 32.3%. While Taiwan’s population grew 5.2% between 1994 and 2000, the volume of hospital outpatient visits increased by 16.6%, emergency room visits by 42.2%, outpatient surgery by 56.4%, and inpatient hospitalization by 18%. With the exception of certain costly high-tech treatments which require prior authorization from BNHI, there are effectively no ceilings on utilization, which has resulted in high health care usage rates, especially for outpatient care.

The use of services has expanded unevenly across hospital types and locations. Services in low income and remote areas are not well-distributed and offer varying degrees of service. While the overall ratio of physicians per 1,000 people in 2001 was 1.37, it was only 0.33 among Taiwan’s aboriginal people and 0.8 in the mountainous areas and offshore islands. BNHI has since introduced incentives for providers to practice in remote areas and has exempted cost sharing for the poor and for those who live in remote areas.

National Health Insurance

Service delivery system

Both Public & Non-state

Taiwan has a market-driven health care delivery system with a mix of publicly and privately owned hospitals. The National Health Insurance (NHI) program provides medical services to the insured population through contracts between the Bureau of National Health Insurance (BNHI) and providers, including hospitals, clinics, pharmacies, medical laboratories, and home nursing care. For hospitals and dental clinics, the contracted rate is 98% of all health facilities in Taiwan, suggesting that the contract serves as a comprehensive and inclusive network for consumers to access providers’ services. The contracted rate of clinics for both Western medicine and Chinese medicine are in the range of 84 to 90%. The broad and inclusive range of institutions that contract with NHI allows patients to see almost any doctor within the country.

Most health providers operate in the private sector and form a competitive market. Citizens have almost complete freedom of choice among providers and therapies. There is no rationing of care, no referral system, and patients are also allowed to seek out care at tertiary institutions regardless of the severity or nature of their illness. This has allowed patients large degrees of freedom in provider choice. However, doctors who practice in private clinics do not have hospital admitting privileges, thus hospitals have developed large outpatient departments and affiliated clinics for primary care, to maintain inpatient flows. Many private clinics also maintain about a dozen beds for their patients. One criticism of this system is that its delivery system is somewhat fragmented, because private physicians can practice, but have no hospital admitting privileges. This occasionally results in duplicative facilities and equipment, and can disrupt continuity of care.

Table 1: Health Service Delivery System in Taiwan, 2004

NumberRatio
Health workforce (per 10,000 population)
- Doctors33,36014.7
- Dentists9,8684.3
- Pharmaceutical personnel26,07911.5
- Nursing personnel101,92444.9
Health infrastructure
- Public hospitals90 (43,865 beds)56 hospital beds per 10,000 populations
- Private hospitals500 (83,802 beds)

Source: Health Statistics (2006)

In total, there are about 5.7 beds per thousand people, 35% of which are public and 65% are private. In 2000, about 86% of hospitals were privately owned. Doctors in Taiwan are either salaried staff physicians in the hospitals or self-employed owners of clinics. A majority of clinics, about 97%, are privately owned. About 63% of physicians are employed by hospitals and paid on a salaried basis and the remaining 36% of doctors are private practitioners.

Since the NHI’s inception in 1995, the capacity and use of Taiwan’s health care system has expanded. While Taiwan’s population grew by 5.2% between 1994 and 2000, the supply of health professionals overall increased by 39.6%, and the number of physicians increased by 33.5%. Over the same period the number of hospital beds increased by 32.3%. While Taiwan’s population grew 5.2% between 1994 and 2000, the volume of hospital outpatient visits increased by 16.6%, emergency room visits by 42.2%, outpatient surgery by 56.4%, and inpatient hospitalization by 18%. With the exception of certain costly high-tech treatments which require prior authorization from BNHI, there are effectively no ceilings on utilization, which has resulted in high health care usage rates, especially for outpatient care.

The use of services has expanded unevenly across hospital types and locations. Services in low income and remote areas are not well-distributed and offer varying degrees of service. While the overall ratio of physicians per 1,000 people in 2001 was 1.37, it was only 0.33 among Taiwan’s aboriginal people and 0.8 in the mountainous areas and offshore islands. BNHI has since introduced incentives for providers to practice in remote areas and has exempted cost sharing for the poor and for those who live in remote areas.
Korea, Rep.: National Health Insurance Program
  • Both Public & Non-state

Health care delivery relies heavily on the private sector. Only about 10% of hospitals are public, while 90% of total health care resources are provided for-profit by the private sectorKorean patients with health insurance are able to go to any doctor or medical institution that they choose without being denied, except specialized general hospitals. If a patient wants to go to a secondary or tertiary care hospital, they must present a referral slip issued by the original medical practitioner. The exceptions to this include: childbirth, emergency medical care, dental care, rehabilitation, family medicine, and hemophiliac disease. Higher co-payments are requested for those patients without a referral letter.

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Health care delivery relies heavily on the private sector. Only about 10% of hospitals are public, while 90% of total health care resources are provided for-profit by the private sectorKorean patients with health insurance are able to go to any doctor or medical institution that they choose without being denied, except specialized general hospitals. If a patient wants to go to a secondary or tertiary care hospital, they must present a referral slip issued by the original medical practitioner. The exceptions to this include: childbirth, emergency medical care, dental care, rehabilitation, family medicine, and hemophiliac disease. Higher co-payments are requested for those patients without a referral letter.

The Medical Law stipulates that only authorized and licensed healthcare professionals can provide health services. The Ministry of Health and Welfare (MoHW) licenses only doctors, dentists, nurses, oriental medical doctors, and midwives, while nurse’s aides, acupuncturists, and massage therapists are licensed as quasi-medical professionals. As of 2007, there were 91,400 physicians, 23,114 dentists, 16,663 oriental medical doctors, 57,176 pharmacists, 8,587 midwives, and 235,687 nurses. However, wide disparities exist between urban and rural areas; about 90% of physicians are concentrated in urban areas.

Health care delivery relies heavily on the private sector. Only about 10% of hospitals are public, while 90% of total health care resources are provided (de facto for-profit) by the private sector. The 10% of the public service system are composed of community public health centers known as Bogeunso, the National Medical Center, and provincial hospitals. There has been less of a push from the public sector to formulate policy alternatives to the private sector–dominated delivery system.

National Health Insurance Program

Service delivery system

Both Public & Non-state

Health care delivery relies heavily on the private sector. Only about 10% of hospitals are public, while 90% of total health care resources are provided for-profit by the private sectorKorean patients with health insurance are able to go to any doctor or medical institution that they choose without being denied, except specialized general hospitals. If a patient wants to go to a secondary or tertiary care hospital, they must present a referral slip issued by the original medical practitioner. The exceptions to this include: childbirth, emergency medical care, dental care, rehabilitation, family medicine, and hemophiliac disease. Higher co-payments are requested for those patients without a referral letter.

The Medical Law stipulates that only authorized and licensed healthcare professionals can provide health services. The Ministry of Health and Welfare (MoHW) licenses only doctors, dentists, nurses, oriental medical doctors, and midwives, while nurse’s aides, acupuncturists, and massage therapists are licensed as quasi-medical professionals. As of 2007, there were 91,400 physicians, 23,114 dentists, 16,663 oriental medical doctors, 57,176 pharmacists, 8,587 midwives, and 235,687 nurses. However, wide disparities exist between urban and rural areas; about 90% of physicians are concentrated in urban areas.

Health care delivery relies heavily on the private sector. Only about 10% of hospitals are public, while 90% of total health care resources are provided (de facto for-profit) by the private sector. The 10% of the public service system are composed of community public health centers known as Bogeunso, the National Medical Center, and provincial hospitals. There has been less of a push from the public sector to formulate policy alternatives to the private sector–dominated delivery system.
Nigeria: National Health Insurance System
  • Both Public & Non-state

The National Health Insurance system (NHIS) accredits both service providers and the Health Maintenance Organizations (HMOs) that interface between providers, the NHIS and its beneficiaries. To receive accreditation, health facilities must meet a number of requirements for the physical facility and the personnel, including:

  • All medical professionals must be in possession of the current license to practice;
  • The facility must be appropriate for service delivery;
  • Facility must be registered with state authorities;
  • Facility and staff must possess malpractice insurance.
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The National Health Insurance system (NHIS) accredits both service providers and the Health Maintenance Organizations (HMOs) that interface between providers, the NHIS and its beneficiaries. To receive accreditation, health facilities must meet a number of requirements for the physical facility and the personnel, including:

  • All medical professionals must be in possession of the current license to practice;
  • The facility must be appropriate for service delivery;
  • Facility must be registered with state authorities;
  • Facility and staff must possess malpractice insurance.

In addition, an accreditation fee is required. Currently 61 HMOs have been accredited and registered by NHIS in addition to about 6,000 primary care providers, 1,000 ancillary providers, and over 600 secondary and tertiary providers. Recently the NHIS announced the suspension of accreditation of new HMOs and providers because there is a need to strengthen the scheme and improve quality of healthcare services delivery through reaccreditation.

In general, the service delivery system in Nigeria is organized on a tiered basis:

  • Tertiary facilities are operated by the central government and form the highest level of health care and serve as referral centers for patients;
  • Secondary facilities are managed by state governments and provide some specialized health services;
  • Primary facilities are run by local governments and provide the most basic entry point to the health care system at health centers, clinics, and dispensaries.

The service delivery system is mixed between private and public providers. The private health care system has grown substantially since the 1980s, to currently provide about 80% of the total health services. This sector, however, is not well regulated or supported. Of all the private facilities in Nigeria, about 50% are for-profit. Despite the large number of service providers, coverage of most key preventative and curative health services is relatively low. There are large disparities in geo-political zones, between rural and urban zones, and with regard to socio-economic status; the poorest fifth of the population are much less likely to receive medical services than their counterparts in the wealthiest 20% of the population.

National Health Insurance System

Service delivery system

Both Public & Non-state

The National Health Insurance system (NHIS) accredits both service providers and the Health Maintenance Organizations (HMOs) that interface between providers, the NHIS and its beneficiaries. To receive accreditation, health facilities must meet a number of requirements for the physical facility and the personnel, including:

  • All medical professionals must be in possession of the current license to practice;
  • The facility must be appropriate for service delivery;
  • Facility must be registered with state authorities;
  • Facility and staff must possess malpractice insurance.

In addition, an accreditation fee is required. Currently 61 HMOs have been accredited and registered by NHIS in addition to about 6,000 primary care providers, 1,000 ancillary providers, and over 600 secondary and tertiary providers. Recently the NHIS announced the suspension of accreditation of new HMOs and providers because there is a need to strengthen the scheme and improve quality of healthcare services delivery through reaccreditation.

In general, the service delivery system in Nigeria is organized on a tiered basis:

  • Tertiary facilities are operated by the central government and form the highest level of health care and serve as referral centers for patients;
  • Secondary facilities are managed by state governments and provide some specialized health services;
  • Primary facilities are run by local governments and provide the most basic entry point to the health care system at health centers, clinics, and dispensaries.

The service delivery system is mixed between private and public providers. The private health care system has grown substantially since the 1980s, to currently provide about 80% of the total health services. This sector, however, is not well regulated or supported. Of all the private facilities in Nigeria, about 50% are for-profit. Despite the large number of service providers, coverage of most key preventative and curative health services is relatively low. There are large disparities in geo-political zones, between rural and urban zones, and with regard to socio-economic status; the poorest fifth of the population are much less likely to receive medical services than their counterparts in the wealthiest 20% of the population.
India: Rajiv Aarogyasri
  • Both Public & Non-state
 98 244

The Aarogyasri network includes 244 private and 98 public hospitals, all of which must meet specific structural, procedural and pricing requirements. Individuals seeking care approach their nearest in-network health facility, where Aarogya Mithras guide them through the system. If a patient needs further care, they will be given a referral card to the appropriate network hospital(s). Beneficiaries may also seek care and receive referrals at health camps held by in-network hospitals.

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The Aarogyasri network includes 244 private and 98 public hospitals, all of which must meet specific structural, procedural and pricing requirements. Individuals seeking care approach their nearest in-network health facility, where Aarogya Mithras guide them through the system. If a patient needs further care, they will be given a referral card to the appropriate network hospital(s). Beneficiaries may also seek care and receive referrals at health camps held by in-network hospitals.

As of January 2010, there were a total of 342 hospitals in the network. The principal reason Aarogyasri Trust decided to work with private providers was the lack of resources in the public system. The government has been unable to attract the needed specialists to public facilities, while the private sector has rapidly expanded high quality healthcare services.

A hospital or nursing home in Andhra Pradesh is eligible to be a part of the Aarogyasri network of care, established for indoor medical care and treatment of disease and injuries. The hospital should comply with the following minimum criteria:

  • Have at least 50 inpatient medical beds
  • Be fully equipped and engaged in providing in-patient medical and surgical facilities along with diagnostic facilities (e.g., pathological tests and X-rays, E.C.G. etc.) for the care and treatment of injured or sick persons
  • Have at least one operation theater of its own where surgical operations are carried out
  • Have fully qualified nursing staff under its employment 24 hours a day
  • Have fully qualified specialist doctor(s) on premises 24 hours a day
  • Maintain complete records as required by Aarogyasri on a daily basis and able to provide necessary insured patients’ records to the insurer or his representative as and when required
  • Have sufficient experience in the specific identified field
  • Agree to deliver the package of services at the rate specified for each identified intervention/surgery as approved by the Trust. The package includes consultation, medicine, diagnostics, implants, food, cost of transportation, and hospital charges, etc. The package price should cover the entire cost of treatment of the patient from date of reporting to discharge from hospital, as well as 10 days after discharge and any complications while in hospital, making the transaction truly cashless to the patient.
  • Include the services of a Radiation Oncologist and Medical Oncologist if it desires to be empaneled for Chemo- and Radio-therapies
  • Include services of trained ENT Surgeon(s) and Auditory Verbal Therapist(s) if it desires to be empanelled for Cochlear Implant Surgery

All hospitals that qualify to be in-network must sign a memorandum of understanding with the insurance company. This Memorandum is subject to the approval of the Trust. A provision is made in the Memorandum for non-compliance/default; all such matters are looked into by the Trust.

From the perspective of beneficiaries, the path to seeking care is made as simple as possible, as indicated in Figure 1.

  • Beneficiaries approach nearby health facility (either public health clinic or area hospital) where an Aarogya Mithra is placed to help beneficiary navigate the health system. Alternatively, the beneficiary can utilize the Aarogyasri 24x7 customer care toll free number (by dialing 1800-474-7788), state’s emergency medical service (by dialing 108), or telemedicine service (by dialing 104) to reach a network hospital. Follow the links for more information on the state’s emergency medical and telemedicine services.
  • Beneficiary is seen and diagnosed by a doctor with the support of an Aarogya Mithra to ensure proper care is delivered.
  • If beneficiary needs to seek care elsewhere, he/she will be given a referral card to the appropriate network hospital(s)—the beneficiary can select which network hospital they would like to visit for the next step of care.
  • Beneficiaries may also attend the Health Camps being conducted by a network hospital in a village and can get the referral card based on the diagnosis done at the Health Camp.

Modalities of receiving care through Aarogyasri

Rajiv Aarogyasri

Service delivery system

Both Public & Non-state
98
244

The Aarogyasri network includes 244 private and 98 public hospitals, all of which must meet specific structural, procedural and pricing requirements. Individuals seeking care approach their nearest in-network health facility, where Aarogya Mithras guide them through the system. If a patient needs further care, they will be given a referral card to the appropriate network hospital(s). Beneficiaries may also seek care and receive referrals at health camps held by in-network hospitals.

As of January 2010, there were a total of 342 hospitals in the network. The principal reason Aarogyasri Trust decided to work with private providers was the lack of resources in the public system. The government has been unable to attract the needed specialists to public facilities, while the private sector has rapidly expanded high quality healthcare services.

A hospital or nursing home in Andhra Pradesh is eligible to be a part of the Aarogyasri network of care, established for indoor medical care and treatment of disease and injuries. The hospital should comply with the following minimum criteria:

  • Have at least 50 inpatient medical beds
  • Be fully equipped and engaged in providing in-patient medical and surgical facilities along with diagnostic facilities (e.g., pathological tests and X-rays, E.C.G. etc.) for the care and treatment of injured or sick persons
  • Have at least one operation theater of its own where surgical operations are carried out
  • Have fully qualified nursing staff under its employment 24 hours a day
  • Have fully qualified specialist doctor(s) on premises 24 hours a day
  • Maintain complete records as required by Aarogyasri on a daily basis and able to provide necessary insured patients’ records to the insurer or his representative as and when required
  • Have sufficient experience in the specific identified field
  • Agree to deliver the package of services at the rate specified for each identified intervention/surgery as approved by the Trust. The package includes consultation, medicine, diagnostics, implants, food, cost of transportation, and hospital charges, etc. The package price should cover the entire cost of treatment of the patient from date of reporting to discharge from hospital, as well as 10 days after discharge and any complications while in hospital, making the transaction truly cashless to the patient.
  • Include the services of a Radiation Oncologist and Medical Oncologist if it desires to be empaneled for Chemo- and Radio-therapies
  • Include services of trained ENT Surgeon(s) and Auditory Verbal Therapist(s) if it desires to be empanelled for Cochlear Implant Surgery

All hospitals that qualify to be in-network must sign a memorandum of understanding with the insurance company. This Memorandum is subject to the approval of the Trust. A provision is made in the Memorandum for non-compliance/default; all such matters are looked into by the Trust.

From the perspective of beneficiaries, the path to seeking care is made as simple as possible, as indicated in Figure 1.

  • Beneficiaries approach nearby health facility (either public health clinic or area hospital) where an Aarogya Mithra is placed to help beneficiary navigate the health system. Alternatively, the beneficiary can utilize the Aarogyasri 24x7 customer care toll free number (by dialing 1800-474-7788), state’s emergency medical service (by dialing 108), or telemedicine service (by dialing 104) to reach a network hospital. Follow the links for more information on the state’s emergency medical and telemedicine services.
  • Beneficiary is seen and diagnosed by a doctor with the support of an Aarogya Mithra to ensure proper care is delivered.
  • If beneficiary needs to seek care elsewhere, he/she will be given a referral card to the appropriate network hospital(s)—the beneficiary can select which network hospital they would like to visit for the next step of care.
  • Beneficiaries may also attend the Health Camps being conducted by a network hospital in a village and can get the referral card based on the diagnosis done at the Health Camp.

Modalities of receiving care through Aarogyasri
Mexico: Seguro Popular
  • Both Public & Non-state

The Social Protection in Health Regime (REPSS) at the state level is responsible for forming and coordinating the network of health service providers. In practice, the first option (and often the only one due to political factors or lack of technical competence) is to contract for health services from the network of State Health Services (SESA), followed by limited contracting with the private sector. These contracts are signed on a yearly basis. Out of nine states analyzed in a recent study, only two actively contracted for services with private health care providers. As of 2009, the SP has started buying services from the IMSS-Oportunidades Program and it is expected that contracting for services will extend to both IMSS and ISSSTE.

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The Social Protection in Health Regime (REPSS) at the state level is responsible for forming and coordinating the network of health service providers. In practice, the first option (and often the only one due to political factors or lack of technical competence) is to contract for health services from the network of State Health Services (SESA), followed by limited contracting with the private sector. These contracts are signed on a yearly basis. Out of nine states analyzed in a recent study, only two actively contracted for services with private health care providers. As of 2009, the SP has started buying services from the IMSS-Oportunidades Program and it is expected that contracting for services will extend to both IMSS and ISSSTE. Some expect that such contracting schemes will lead to the ultimate financial integration of the system. The reform also created a long-term framework for expanding health care facilities. As of 2006, nearly 1,800 new facilities had been built, including four high-specialty regional hospitals in the least developed regions of Mexico.

Service delivery for services that fall under the essential benefits package is decentralized at the state level due to the low-risk, high-probability nature of the interventions. High-cost tertiary care that falls under the FPGC, however, is delivered at regional or national health centers that offer highly specialized services. These types of procedures are often performed at private facilities.

Seguro Popular

Service delivery system

Both Public & Non-state

The Social Protection in Health Regime (REPSS) at the state level is responsible for forming and coordinating the network of health service providers. In practice, the first option (and often the only one due to political factors or lack of technical competence) is to contract for health services from the network of State Health Services (SESA), followed by limited contracting with the private sector. These contracts are signed on a yearly basis. Out of nine states analyzed in a recent study, only two actively contracted for services with private health care providers. As of 2009, the SP has started buying services from the IMSS-Oportunidades Program and it is expected that contracting for services will extend to both IMSS and ISSSTE. Some expect that such contracting schemes will lead to the ultimate financial integration of the system. The reform also created a long-term framework for expanding health care facilities. As of 2006, nearly 1,800 new facilities had been built, including four high-specialty regional hospitals in the least developed regions of Mexico.

Service delivery for services that fall under the essential benefits package is decentralized at the state level due to the low-risk, high-probability nature of the interventions. High-cost tertiary care that falls under the FPGC, however, is delivered at regional or national health centers that offer highly specialized services. These types of procedures are often performed at private facilities.
Brazil: Unified Health System (SUS)
  • Both Public & Non-state

Primary care delivery happens through primary care units and primary care teams under the Family Health Program (PSF). Primary care units are run by municipalities and are mostly managed by government-employed clinicians. These units are funded on a per capita basis based on the population size within the catchment area. While patients can use clinics outside of their area, they may be encouraged or referred back to their corresponding primary care unit.

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Primary care delivery happens through primary care units and primary care teams under the Family Health Program (PSF). Primary care units are run by municipalities and are mostly managed by government-employed clinicians. These units are funded on a per capita basis based on the population size within the catchment area. While patients can use clinics outside of their area, they may be encouraged or referred back to their corresponding primary care unit. In some municipalities, primary care units are contracted-out through RFP on a winner-take-all basis to NGOs, who receive similar per capita budgets as government health centers but are not subject to civil service rules. They can more easily hire and fire and some are experimenting with pay for performance mechanisms.

Service delivery within the Family Health Program (PSF) and the Community Health Agents Program (PACS) is the responsibility of the Municipal Health Secretariat. The PSF is the program through which the government reorganized some of the organization and delivery of publicly financed primary health care (In recent years, the PSF has also covered chronic diseases). In essence, it has turned a passive, facility-based delivery system into a dynamic, outreach model in which family healthcare providers deliver care to households and communities. There is a primary care team responsible for a territory of 800-1,000 families, or up to 4,000 people. The team includes a generalist physician, a nurse, a community health agent, and an odontologist or dental hygienist. The team monitors and evaluates the health situation of the population, provides primary care services, and makes referrals to other levels of the system. The number of PSF teams increased from zero in 1994 to close to 32,000 by 2008.

The primary purpose of the PACS is to improve the health and quality of life of the community. PACS utilizes community personnel with no higher education to engage in a wide variety of activities such as registering families, general diagnostics, sanitary health, looking out for critical situations in need of intervention, and overall follow-up with families and patients.

The delivery of secondary and tertiary health care services under the SUS is conducted through both public and private providers. Public contracting of private hospitals has a long history in Brazil, where the SUS contracts for private beds. In 1999, 67% of all SUS hospitals were privately owned, 8% were state owned, and 23% were municipally owned. In terms of clinics, 27% were privately owned, 3% were state owned, and 69% were municipally owned. Such ratios make it clear that while the SUS is a publicly funded system, the private sector is responsible for a large proportion of the services provided.

The role of the private sector in service delivery appears to be waning slightly. Between 1988 and 2005, public establishments offering hospitalizations grew by 50%, while private establishments offering the same grew by 23%.
In 2005, 34% of Brazil’s hospital beds were in public facilities while 66% were in private facilities. Of the beds in the private sector, 82.1% have indicated that they are providing services under the SUS. Thus, there were 55% more beds offering SUS services within the private sector as compared to the public sector.

Public contracting of services with private providers is allowed under MOH guidelines. Managers can complement the supply of services with private providers only when all public health capacity is being used and when the need is proven and justified. Charitable and non-profit organizations, however, are given the status of public sector partners. Furthermore, in order for private entities to be able to provide service to the SUS, they must agree to make available 60% of their capacity to the SUS. These private entities can only serve private users once capacity has been exhausted by SUS patients.

Unified Health System (SUS)

Service delivery system

Both Public & Non-state

Primary care delivery happens through primary care units and primary care teams under the Family Health Program (PSF). Primary care units are run by municipalities and are mostly managed by government-employed clinicians. These units are funded on a per capita basis based on the population size within the catchment area. While patients can use clinics outside of their area, they may be encouraged or referred back to their corresponding primary care unit. In some municipalities, primary care units are contracted-out through RFP on a winner-take-all basis to NGOs, who receive similar per capita budgets as government health centers but are not subject to civil service rules. They can more easily hire and fire and some are experimenting with pay for performance mechanisms.

Service delivery within the Family Health Program (PSF) and the Community Health Agents Program (PACS) is the responsibility of the Municipal Health Secretariat. The PSF is the program through which the government reorganized some of the organization and delivery of publicly financed primary health care (In recent years, the PSF has also covered chronic diseases). In essence, it has turned a passive, facility-based delivery system into a dynamic, outreach model in which family healthcare providers deliver care to households and communities. There is a primary care team responsible for a territory of 800-1,000 families, or up to 4,000 people. The team includes a generalist physician, a nurse, a community health agent, and an odontologist or dental hygienist. The team monitors and evaluates the health situation of the population, provides primary care services, and makes referrals to other levels of the system. The number of PSF teams increased from zero in 1994 to close to 32,000 by 2008.

The primary purpose of the PACS is to improve the health and quality of life of the community. PACS utilizes community personnel with no higher education to engage in a wide variety of activities such as registering families, general diagnostics, sanitary health, looking out for critical situations in need of intervention, and overall follow-up with families and patients.

The delivery of secondary and tertiary health care services under the SUS is conducted through both public and private providers. Public contracting of private hospitals has a long history in Brazil, where the SUS contracts for private beds. In 1999, 67% of all SUS hospitals were privately owned, 8% were state owned, and 23% were municipally owned. In terms of clinics, 27% were privately owned, 3% were state owned, and 69% were municipally owned. Such ratios make it clear that while the SUS is a publicly funded system, the private sector is responsible for a large proportion of the services provided.

The role of the private sector in service delivery appears to be waning slightly. Between 1988 and 2005, public establishments offering hospitalizations grew by 50%, while private establishments offering the same grew by 23%.
In 2005, 34% of Brazil’s hospital beds were in public facilities while 66% were in private facilities. Of the beds in the private sector, 82.1% have indicated that they are providing services under the SUS. Thus, there were 55% more beds offering SUS services within the private sector as compared to the public sector.

Public contracting of services with private providers is allowed under MOH guidelines. Managers can complement the supply of services with private providers only when all public health capacity is being used and when the need is proven and justified. Charitable and non-profit organizations, however, are given the status of public sector partners. Furthermore, in order for private entities to be able to provide service to the SUS, they must agree to make available 60% of their capacity to the SUS. These private entities can only serve private users once capacity has been exhausted by SUS patients.