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By World Bank

"A consultant to aggressive Vouchers in wellbeing and fitness offers instruments that may support ascertain the appropriateness of aggressive vouchers to fulfill diversified coverage ambitions. The publication explains power merits and downsides of this procedure and discusses how you can bring public health and wellbeing care subsidies that advertise potency, innovation, and responsibility. A consultant to aggressive Vouchers in health and wellbeing is directed to foreign donors and healthiness care services and policymakers in built and constructing international locations.

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Extra resources for A guide to competitive vouchers in health

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Once officials can see that a scheme leads to improved services for poor and vulnerable groups and that competition between the public and private sector can benefit both, it becomes easier to win support for program expansion. Sociocultural Barriers to Service Use The mere distribution of vouchers may not provide recipients with sufficient incentive to overcome sociocultural barriers to using a service. Efforts to encourage vasectomy in men, for example, may be thwarted by a misperception that the intervention leads to impotence.

Although each of these stages would appear to follow from the preceding one in a consecutive sequence, in reality neither a voucher scheme, nor any other health program, is always designed and implemented in such a logical process. IDENTIFYING THE HEALTH SECTOR PROBLEM AND THE AIMS OF THE VOUCHER SCHEME What problem in the health system are the subsidies going to address? What are the subsidies expected to achieve? Health systems interventions usually attempt to achieve one or more of the following aims: • Increase the health status of the population.

It is also usually responsible for monitoring the quality of the services or goods provided. In addition, the agency may be in charge of distributing the vouchers, although it may subcontract or delegate this role to one or several other organizations. If the distribution of vouchers is carried out by other organizations, the voucher agency is usually responsible for identifying these organizations, negotiating with them, and paying for their services if they charge for them. In choosing a voucher agency, policymakers should place more emphasis on competence and ability to deliver than on political or academic credentials.

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