Table 6 Role of the main GHSSS stakeholders
From: Possible future scenarios of the general health social security system in Colombia for the year 2033
Role | If you can access, we will provide care for you | Integrated territorial action model | Health for all |
|---|---|---|---|
Ministry of Health | It is responsible for guiding the health system and for formulating, adopting, directing, coordinating, executing, and evaluating public health policy. | It is responsible for the direction, governance, and implementation of public policies issued by the National Health Council. | |
Single Health Fund | Administrator of the GHSSS resources: resource collection and recognition and payment of the UPC to insurance companies. | It runs the system through the collection of health taxes and contributions, contracting and paying for health services. | |
Insurance Companies | Benefit Plan Administrators: manage the health risk and hire the provision of basic plan services with the IPS. | Benefit Plan Administrators: manage the health risk and hire the provision of basic plan services with the IPS, in a designated territory. | Disappear |
Territorial Health Secretariats | To progressively guarantee the population’s access to health services. | It coordinates the creation of comprehensive and integrated health networks and public health programs. | |
Service providers | Health service delivery institutions: they care for the sick. | Health service delivery institutions: serve users with an interdisciplinary team led by a physician specializing in family health. Through a PHC strategy. | Public and private service providers make up an integrated and comprehensive regional health network, with extra-mural teams for active search, early detection, and work with the community based on the territory, which is the entry point to the system. |
Users | Health insured, affiliated to the different health insurance regimes. | They are part of a comprehensive and integrated health network, entering the system through the extra-mural teams. | |