Joint Learning NetworkMongolia Ministry of HealthWorld BankWorld Health Organization2015-11-032015-11-032015https://hdl.handle.net/10986/22812Achieving access to basic health services for the entire population without risk of financial hardship or impoverishment from out-of-pocket expenditures (‘universal health coverage’ or UHC) is a challenge that continues to confront most low- and middle-income countries. As coverage expands in these countries, issues of financial sustainability, efficiency, and quality of care quickly rise to the surface. Strategic health purchasing is an important lever to efficiently manage funds for UHC through the definition of what is purchased (which services and benefits the covered population is entitled to receive), from whom services are purchase (which providers are contracted to deliver the covered services), and how and how much the providers are paid. The assessment was conducted to help inform the design and implementation of Mongolia’s provider payment systems going forward. Health care provider payment systems, the way providers are paid to deliver the covered package of services, are an important part of strategic purchasing to balance system revenues and costs in a way that creates incentives for providers to improve quality and deliver services more efficiently. This ultimately makes it possible to expand coverage within limited funds (Langenbrunner, Cashin and ODougherty 2009). In practice, however, provider payment systems are often under-utilized as an effective tool to achieve UHC goals. After providing a brief overview of Mongolia’s health financing and service delivery system, this report describes the provider payment assessment and summarizes the main findings. It discusses the positive aspects and shortcomings of the current mix of payment systems and compares the design and implementation with international good practices. The chapter concludes by providing a roadmap for refining and realigning Mongolia’s provider payment system going forward.en-USCC BY 3.0 IGOHEALTH CARE PROVIDERSCHILD HEALTHCLINICAL GUIDELINESDEFICITRISKSINSUFFICIENT FUNDINGHEALTH SERVICE DELIVERYCHRONIC DISEASESVILLAGESPHYSICIANRECEIVABLESFINANCINGFINANCIAL MANAGEMENTVILLAGEDEATHSINCOMEFEE FOR SERVICEPREVENTIONDOCTORSSALARYMORBIDITYPAYMENT SYSTEMBASIC HEALTH SERVICESPRIMARY CAREHEALTH INSURANCEHEALTH CAREREVENUESINCENTIVESHEALTHSALARIESHEALTH PROFESSIONALSRECORD KEEPINGFEEDIRECT PAYMENTSPARAMEDICSPOOL OF FUNDSOWNERSHIPPAYMENTSHEALTH FACILITIESPUBLIC HEALTHFINANCIAL AUTONOMYBUDGETHOSPITALIZATIONHEALTH SECTORCAPITATIONPHARMACIESCHOICEFINANCIAL SUSTAINABILITYCOSTSPATIENTSPATIENTHARD BUDGETINTERVENTIONPUBLIC FUNDSDEBTSHEALTH SYSTEMSPUBLIC HOSPITALSHEALTH CENTERSCASH PAYMENTLEVEL OF PAYMENTNURSESHEALTH MANAGEMENTHOSPITAL ADMISSIONSPAYMENTDEBTDEFICITSHEALTH ORGANIZATIONHOSPITAL SERVICESMIGRANTSMORTALITYLEGAL FRAMEWORKFINANCEHEALTH PROMOTIONEXPENDITUREMARKET ECONOMYFREE CHOICEGRANTEQUITYBUDGET CONSTRAINTCOTSWORKERSCAPITALSURGERYINCENTIVE SCHEMESCHRONIC DISEASEHEALTH DELIVERYUSER FEESFAMILYCAREBANKFINANCIAL HARDSHIPBUDGETSDEMANDCLAIMSFINANCIAL DISCIPLINEEXPENDITURESINSURANCE AGENCYMANDATESTEACHING HOSPITALSASSETSPAYMENT ARRANGEMENTCOST PER CASEHEALTH CARE PROVIDERPRIMARY HEALTH CAREHEALTH SYSTEMINSURANCEWEIGHTPREGNANT WOMENHEALTH CARE DELIVERYBUDGET  DEFICITSHOSPITAL “DISTRICTSHUMAN RESOURCESPUBLIC FACILITIESHEALTH PROVIDERSPOVERTYHEALTH EXPENDITUREILLNESSPRIVATE PHARMACIESCOOPERATIONREHABILITATIONPOPULATIONSTRATEGYFEESREGISTRATIONMEDICINESHEALTH FINANCINGHOSPITALSPAYMENT SYSTEMSHEALTH CARE SYSTEMSHEALTH SERVICERECURRENT COSTSHEALTH SERVICESIMPLEMENTATIONEQUITABLE DISTRIBUTIONPROVIDER PAYMENTReportWorld Bankhttps://doi.org/10.1596/22812