BACKGROUND: District managers are playing an increasingly important role in determining the performance of health systems in low- and middle-income countries as a result of decentralization.
OBJECTIVES: To assess the effectiveness of interventions to hire, retain and train district health systems managers in low- and middle-income countries.
SEARCH METHODS: We searched a wide range of international databases, including the Cochrane Central Register of Controlled Trials (CENTRAL), MEDLINE and EMBASE. We also searched online resources of international agencies, including the World Bank, to find relevant grey literature. Searches were conducted in December 2011.
SELECTION CRITERIA: District health systems managers are those persons who are responsible for overseeing the operations of the health system within a defined, subnational geographical area that is designated as a district. Hiring and retention interventions include those that aim to increase the attractiveness of district management positions, as well as those related to hiring and retention processes, such as private contracting. Training interventions include education programs to develop future managers and on-the-job training programs for current managers. To be included, studies needed to use one of the following study designs: randomized controlled trial, nonrandomized controlled trial, controlled before-and-after study, and interrupted time series analysis.
DATA COLLECTION AND ANALYSIS: We report measures of effect in the same way that the primary study authors have reported them. Due to the varied nature of interventions included in this review we could not pool data across studies.
MAIN RESULTS: Two studies met our inclusion criteria. The findings of one study conducted in Cambodia provide low quality evidence that private contracts with international nongovernmental organizations (NGOs) for district health systems management ('contracting-in') may improve health care access and utilization. Contracting-in increased use of antenatal care by 28% and use of public facilities by 14%. However, contracting-in was not found to have an effect on population health outcomes. The findings of the other study provide low quality evidence that intermittent training courses over 18 months may improve district health system managers’ performance. In three countries in Latin America, managers who did not receive the intermittent training courses had between 2.4 and 8.3 times more management deficiencies than managers who received the training courses. No studies that aimed to investigate interventions for retaining district health systems managers met our study selection criteria for inclusion in this review.
AUTHORS' CONCLUSIONS: There is low quality evidence that contracting-in may improve health care accessibility and utilization and that intermittent training courses may improve district health systems managers’ performance. More evidence is required before firm conclusions can be drawn regarding the effectiveness of these interventions in diverse settings. Other interventions that might be promising candidates for hiring and retaining (e.g., government regulations, professional support programs) as well as training district health systems managers (e.g., in-service workshops with on-site support) have not been adequately investigated.
MAIN FINDINGS: The authors included evidence from 16 studies assessing the effectiveness of 13 contracted-out health-service interventions in Sub-Saharan Africa, Latin America and the Caribbean, Europe, South Asia and East Asia and the Pacific. The results of the review are heterogeneous. On the one hand, the authors deduce that contracting-out health services significantly improves access and availability, especially within under-served regions. On the other hand, they fail to find conclusive evidence concerning the impact of contracting-out on other dimensions of health-system performance such as equity, quality and efficiency. Indeed, the authors report that these factors are addressed in only a very few studies, and they highlight the need for more rigorous studies exploring the impact of contracting-out health services on the equity, quality and efficiency of health systems. The authors suggest that the effectiveness and success of contracting-out depend on a range of contextual and contract-design factors. More specifically, they observe that contractual financial incentives and the application of a payment-by-performance scheme have been demonstrated to be key determinants in the success of an intervention.Contextual factors related to the capacity of the public sector to develop the contracted-out services and the degree to which these services complement or replace existing services are also important determinants of the impact of contracted-out interventions on the equity, access, quality and efficiency of health systems. Finally, the authors highlight the need for more research on possible side effects of contracting-out interventions, which so far have been only barely assessed. BACKGROUND: During the past decade, improving the performance of health systems has become a key objective for the governments of many developing countries. Contracting-out is defined as a “contractual arrangement by which the government provides compensation to private providers in exchange for a defined set of health services for specified target population”. By providing incentives to health-care professionals and by fostering competition among health-service providers, contracting-out health-service interventions can improve the quality and efficiency of health-care services, leading to improvements in the performance of the health system. The findings of previous reviews on the effectiveness of contracting-out health services are mixed, and this systematic review aims to shed light on the effectiveness of contracting-out on the four main dimensions of health-system performance: access, equity, quality and efficiency. RESEARCH OBJECTIVES: To assess and synthesise the evidence on the impact of contracting-out interventions on health-system performance in developing countries. METHODOLOGY: The authors included all studies assessing the effectiveness of contracting-out health-care services to private providers in developing countries. As quality criteria, the authors only included studies that used one of the following study designs: experimental, non-randomised controlled designs, before-and-after designs without controls and cross-sectional studies with controls. They conducted a systematic search in published and unpublished literature for relevant studies. They searched the electronic database PubMed, and used the search engine Google. They also searched the websites of relevant organisations, including the World Bank and the World Health Organization, and checked previous reviews in the field and other literature for additional studies.Finally, the authors grouped the results by health-system performance dimension – access, equity, quality and efficiency – and synthesised the results in a narrative format. QUALITY ASSESSMENT: This systematic review has clearly defined inclusion criteria and use appropriate methods for analysis of results. It has some limitations however. The search is not sufficiently comprehensive, and it is not clear whether language bias is avoided. Moreover, although the inclusion criteria in terms of methodology are wide, the authors do not report any systematic assessment of the quality of included studies. The authors acknowledge the weaknesses of the evidence base and do not provide and strong policy conclusions, and this mitigates some of the limitations of the review.
The purpose of this study is to review the research literature on the effectiveness of contracting-out of primary health care services and its impact on both programme and health systems performance in low- and middle-income countries. Due to the heightened interest in improving accountability relationships in the health sector and in rapidly scaling up priority interventions, there is an increasing amount of interest in and experimentation with contracting-out. Overall, while the review of the selected studies suggests that contracting-out has in many cases improved access to services, the effects on other performance dimensions such as equity, quality and efficiency are often unknown. Moreover, little is known about the system-wide effects of contracting-out, which could be either positive or negative. Although the study results leave open the question of how contracting-out can be used as a policy tool to improve overall health system performance, the results indicate that the context in which contracting-out is implemented and the design features of the interventions are likely to greatly influence the chances for success.
District managers are playing an increasingly important role in determining the performance of health systems in low- and middle-income countries as a result of decentralization.
OBJECTIVES:
To assess the effectiveness of interventions to hire, retain and train district health systems managers in low- and middle-income countries.
SEARCH METHODS:
We searched a wide range of international databases, including the Cochrane Central Register of Controlled Trials (CENTRAL), MEDLINE and EMBASE. We also searched online resources of international agencies, including the World Bank, to find relevant grey literature. Searches were conducted in December 2011.
SELECTION CRITERIA:
District health systems managers are those persons who are responsible for overseeing the operations of the health system within a defined, subnational geographical area that is designated as a district. Hiring and retention interventions include those that aim to increase the attractiveness of district management positions, as well as those related to hiring and retention processes, such as private contracting. Training interventions include education programs to develop future managers and on-the-job training programs for current managers. To be included, studies needed to use one of the following study designs: randomized controlled trial, nonrandomized controlled trial, controlled before-and-after study, and interrupted time series analysis.
DATA COLLECTION AND ANALYSIS:
We report measures of effect in the same way that the primary study authors have reported them. Due to the varied nature of interventions included in this review we could not pool data across studies.
MAIN RESULTS:
Two studies met our inclusion criteria. The findings of one study conducted in Cambodia provide low quality evidence that private contracts with international nongovernmental organizations (NGOs) for district health systems management ('contracting-in') may improve health care access and utilization. Contracting-in increased use of antenatal care by 28% and use of public facilities by 14%. However, contracting-in was not found to have an effect on population health outcomes. The findings of the other study provide low quality evidence that intermittent training courses over 18 months may improve district health system managers’ performance. In three countries in Latin America, managers who did not receive the intermittent training courses had between 2.4 and 8.3 times more management deficiencies than managers who received the training courses. No studies that aimed to investigate interventions for retaining district health systems managers met our study selection criteria for inclusion in this review.
AUTHORS' CONCLUSIONS:
There is low quality evidence that contracting-in may improve health care accessibility and utilization and that intermittent training courses may improve district health systems managers’ performance. More evidence is required before firm conclusions can be drawn regarding the effectiveness of these interventions in diverse settings. Other interventions that might be promising candidates for hiring and retaining (e.g., government regulations, professional support programs) as well as training district health systems managers (e.g., in-service workshops with on-site support) have not been adequately investigated.
Systematic Review Question»Systematic review of interventions
