When you consider that there are people in high-income
countries who are struggling to afford good health care, it might appear obvious
that it can only be afforded by wealthy people, or by people who have access to
the bank accounts of wealthy people (including wealthy taxpayers). That
perception is not entirely wrong – access to the most advanced medical
technologies is often costly. Research, equipment embodying high technology and
extensive staff training have to be paid for one way or another.
However, it is surprising how good, and how affordable, the
health care available to ordinary people in developing countries could be with
appropriate technology and incentives. The book, Pharmacy on a Bicycle, by Eric Bing and Marc Epstein, provides many
examples of good health care being provided at low cost in low-income
countries.
The authors are well qualified to write on this topic. Eric
Bing is a physician with an MBA, who works on global health challenges at the
George W Bush Institute. Marc Epstein is a business school professor, who has a
special interest in commercializing technology in developing countries. The
authors acknowledge assistance of several other people including their editor,
Troy Camplin.
The book is written around the acronym: IMPACTS.
“I” stands for innovation and entrepreneurship. In some
instances products have been designed specifically for use in developing
countries. For example, to detect heart abnormalities General Electric designed
a low cost ECG. The product was developed for use in India but is now marketed globally.
“M” stands for maximizing efficiency and effectiveness. An example provided is the Aravind Eye Center
in India which uses a production line process to undertake a large number of
surgeries per day. This reduces cost, but it also improves surgeons’ skills and
enhances the quality of care they can provide.
“P” stands for partner coordination. This is not always
about government regulation. For example, VisionSpring, a non-profit
organisation, has developed partnerships with schools and businesses to provide
inexpensive spectacles to students and workers.
“A” stands for accountability. As might be expected, the
authors emphasize the need to set clear goals and targets, and to monitor and
evaluate performance to support effective decision-making. This is easier said
than done, particularly in the public sectors of low-income countries, but the
authors manage to find examples to illustrate how accountability systems have
improved performance.
“C” stands for creating demand. The benefits of services are
not always obvious to potential users. One method of creating demand discussed
by the authors is the use of vouchers which enable consumers to obtain access
to services at reduced cost. They can also create competition among providers
and create incentives for them to give low-cost, quality care. Several examples
are provided of successful use of vouchers, but the one that appealed most to
my imagination was an experiment in Uganda where expectant mothers were given
vouchers to take motorcycle taxis to attend a clinic for prenatal care, delivery
and postnatal care.
“T” stands for task shifting. This involves shifting tasks from doctors to
nurses and from nurses to community providers or patients. Task shifting reduces
bottlenecks and reduces cost. For
example, nurses have been trained to conduct screening in a program for
prevention of cervical cancer in Zambia. Photographs were taken as part of the
procedure and reviewed on a weekly basis by doctors and nurses. Over time,
nurses became nearly as accurate in their diagnoses as doctors.
“S” stands for scaling. How can innovations that have proved
successful for small groups of people be scaled up to reach more people? The
authors claim: “By focusing heavily on
the fundamentals of program, process and passion, organisations operating in
even the most challenging of conditions can achieve scale while maintaining
outstanding quality”. The contribution the authors have provided on the scaling
question seems to me to be a good example of the well-meaning, but ineffectual,
approach that management experts tend to adopt when they are confronted with
economic problems.
Readers might have gathered by now that I think the discussion
of the scaling issue is the weak point of this book. In scaling up successful
pilot programs to reach large numbers of people the prime consideration has to
be to ensure that organisations (firms) have appropriate incentives to deliver
high quality goods at low cost. It would be useful for more consideration to be
given to the question of whether market incentives, such as those that drive
high quality service delivery around the world in franchise operations such as
McDonalds’ fast food restaurants, could apply to a greater extent to
delivery of medical services in developing countries. An irrational aversion to
the idea of McDonaldizing health seems to prevent governments from allowing
health markets to function effectively in the interests of patients.
My overall impression of this book is favourable, despite
the reservations just expressed. The authors have done an admirable job in demonstrating
that there is potential for a lot more people in the world to have access to
high quality, affordable health care.