Abstract:
There is an emphasis on the evaluation of government’s performance in health sector according to local and international criteria, based on accurate scientific evidence, and in the light of the modern model of governance. Such evaluation is carried out according to a variety of parameters and rational criteria, including responsiveness and transparency, throughout different time periods. Unfortunately, the current ranking of Iran's health in the international arena reflects the relative inefficiency of the government’s performance. Therefore, the purpose of this study was to identify the dimensions and components of the application of the Government’s Performance Evaluation Model in the health system. The present qualitative study adopted the systematic approach of Strauss and Corbin and employed the grounded theory strategy. To collect the data, unstructured interviews were carried out with 16 academic-professional organizations experts including custodians and experts in performance evaluation of government. 177 Concepts, 27 sub-codes and 6 main dimensions were identified, including Causal factors, mediators, core phenomenon, contextual factors, strategies, and consequences. The consequences of performance were identified, highlighting four categories, “integrated monitoring system of action and implementation”, “service quality improvement”, “structure and human resource downsizing”, and “fulfillment of national, regional, and international interests”. The proposed model, built upon a preventive policy-making approach, is designed to plan sustainable development with the aim of reducing trial-and-error-based decisions, optimizing the use of resources, and developing flexibility in implementation of the agents to improve a healthy lifestyle. The findings of this research will lead to an increase in the commitment and efficiency of employees, promote the effectiveness of the organization, and raise life quality, public welfare and increase in the age of life expectancy.
Machine summary:
Dimensions, categories and concepts derived from interviews (Axial Coding) Research Dimensions Category (Axial Concepts (Open (Sub-categories) Coding) Health system strategic plan, goal setting, implementation strategies in planning, reviewing damages of the pharmaceutical industry and market, preparing operational plans, investing in infrastructure, developing pharmaceutical markets, planning for the development of quantitative and qualitative supervision of imported drugs, securing doctors for unstable regions benefiting, eradicating epidemic and non-epidemic diseases, capacity building and improving treatment services while observing international standards, especially the number of skilled doctors and hospital beds Strategies National obligation to implement the health performance evaluation system, securing financial performance resources, universal participation, eliminating parallel and redundant structures, the role of policy-making knowledge-based companies, creating a free insurance coverage umbrella, especially proactive low-income deciles, separating the education and treatment sectors, reducing mortality caused by diseases, clear goals, organizational mission, identifying challenges, removing obstacles, continuous service review, implementing evaluation system appropriate instructions, analysis of performance reports, integration of health performance information and communication technologies close cooperation of staff and managers with the implementing unit, sharing comprehensive information experiences and achievements with similar national and international centers, memorandum of understanding between the organization and the implementing unit, database comprehensiveness, reducing errors in process implementation, reducing incorrect prescription errors, reducing damage to service recipients, integrated system, financial protection of clients and collecting realistic performance consequences, monitoring action and costs, reducing maternal and neonatal mortality rates at birth, creating a suitable foundation for implementing the health performance evaluation system, qualitative improvement, updating the health performance evaluation system during internal and external changes, services, attracting staff attention to cooperation and accompaniment, existence of advanced facilities for information transfer and receiving feedback Continuation of Table 3.
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