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Public health surveillance is the ongoing systematic collection, analysis, and interpretation of data, closely integrated with the timely dissemination of these data to those responsible for preventing and controlling disease and injury (Thacker and Berkelman 1988). Public health surveillance is a tool to estimate the health status and behavior of the populations served by ministries of health, ministries of finance, and donors. Because surveillance can directly measure what is going on in the population, it is useful both for measuring the need for interventions and for directly measuring the effects of interventions. The purpose of surveillance is to empower decision makers to lead and manage more effectively by providing timely, useful evidence.
Increasingly, top managers in ministries of health and finance in developing countries and donor agencies are recognizing that data from effective surveillance systems are useful for targeting resources and evaluating programs. The HIV and severe acute respiratory syndrome (SARS) epidemics underscored the critical role of surveillance in protecting individual nations and the global community. For example, in 2005, China rapidly began to expand its surveillance and response capacity through its Field Epidemiology Training Program (FETP); Brazil and Argentina chose to use World Bank loans to develop surveillance capacity; and the U.S. Agency for International Development (USAID) redesigned its surveillance strategy to focus on the use of data to improve public health interventions (USAID 2005). Additionally, the guidelines for implementing the 2004 draft revised International Health Regulations require World Health Organization (WHO) member states to have key persons and core capacities in surveillance ( ).
Public health surveillance is considered a global public good (Zacher 1999), particularly when it is used for eradication of such diseases as poliomyelitis. As eradication campaigns decrease the number of cases, maintaining systems to find the last few cases becomes more expensive. Often, the majority of the costs for these systems fall on hard-pressed developing countries. This factor raises questions of fairness and equity. For example, as poliomyelitis becomes rare, it ceases to be a significant risk to national populations, whereas other diseases, such as malaria and diarrhea, typically are major causes of morbidity and mortality. In such countries, it seems most fair and efficient for the global community to finance eradication campaigns, leaving national systems free to address the diseases that most affect their populations. The negative impact of globally mandated eradication surveillance systems can be mediated or reversed by leveraging on the eradication program's infrastructure to gather surveillance data for diseases of concern to local governments (Nsubuga, McDonnell, and others 2002). A similar case can be made for influenza early warning systems in countries that gather information that will be used to create vaccines that will benefit other populations but not their own. Equity demands that the countries that benefit from such systems finance them.
Public health agencies, ministries of finance, and international donors and organizations need to transform surveillance from dusty archives of laboriously collected after-the-fact statistics to meaningful measures that provide accountability for local health status or that deliver real-time early warnings for devastating outbreaks. This future depends in part on developing consensus on critical surveillance content and developing commitment on the part of countries, funding partners, and multilateral organizations to invest in surveillance system infrastructure and to use surveillance data as the basis for decision making. This vision of the future assumes a coherent, integrated approach to surveillance systems that is based on matching the surveillance objective with the right data source and modality and on paying attention to country-specific circumstances while maintaining global attention to data content needs.
Results from the Serrala Future of Finance Survey 2021 show that boosting digitization, working with real-time data and leveraging cloud solutions were high priorities for finance leaders as they struggled to maintain consistent cash flows. We also found that every area of finance (AP, AR, Treasury and Cash Management) had difficulty managing manual processes, which reduced overall efficiency and visibility, when global teams moved to remote work.
Our discussions with customers such as Hitachi and Zurich North America over the past year also showed that real-time data was a core topic for many organizations. They emphasized the importance of using real-time finance data to help them successfully manage cash flows, liquidity, and payments during the crisis.
You can discover strategies to eliminate manual processes, accelerate the move to fully digital, cloud-based solutions and benefit from real-time data by joining our Finance Compass virtual event series, tailored to your specific area of finance or treasury. 153554b96e
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