phfmc partners are:
1. Primary and secondary healthcare department
2. Population welfare department
3. IRMNCH and Nutrition department
4. World Health Organization
5. USAID - United state agency international development
6. Punjab Aids Control Program
PHFMC Budget
phfmc Approved Budget: Rs 5.5 Billion
PHFMC Future Plan
PHFMC will take important steps for the improvement of the existing facilities at BHUs, RHCs, and MHUs Mobile Health Units levels and will take initiatives to enhance the provision of health quality and patient care.
The company will expand in two directions. Firstly, it will focus on the BHUs, RHCs, and MHUs that it has to take over in the province of Punjab, how the company will start the takeover, and what will be the strategy to take over all First Level Health Facilities effectively in the shortest possible time.
Secondly, it will focus on improving those BHUs and RHCs through strategic interventions as they come under the control of the company. This will include key interventions to improve the existing operations of facilities through better monitoring and evaluation systems and by introducing new initiatives like Electronic Medical Records, Queue Management System, and Mobile Dental and Eye Vans.
Services at a Glance
The public sector services’ delivery paradigm is hinged on one thing: make services available! And that’s it as no competitor exists because public services are mostly aimed at segments where little to no private sector is interested in giving services due to being not profitable. There remains little attention in the public sector on whether the services are delivered or not. It is intrinsically assumed that once services are made available, they will be obtained by the public. Measurable parameters regarding delivered services, including health services, are axiomatically missing in the public sector. Hence, every single penny spent on performance improvement is confined to HR and inventory with two standards, yet sterile milestones of biometric attendance and percentage of stocks maintained at any given time for the purpose of making services available.
Whether the said arrangement is culminating in some sort of desired services’ delivery or not is of little to no concern in any available standard drill to measure the performance of organizations. The obvious causality is the collection of reliable data from beyond the organizations’ internal sphere of activities. If data from across organizational boundaries are not being collected, short-sightedness sets in. Hence, by now neither biometric attendance nor inventory maintenance can be cited as something with credible measures that have helped earn public trust. The public is thus glaringly missing from the said equation. Resultantly, growing public frustration and distrust of public sector organizations are but a fait accompli in this backdrop.
Realizing the given scenario, PHFMC has embarked upon introducing a conscious continuum from making health services available to delivery and their real-time social audit. Thus, the internal measurement of performance is being realigned with the external dimension of the delivered service. There shall thus be one qualitative aspect: “Public Trust”.
The services offered by PHFMC include:
These services are being delivered throug:
Dispensaries (ZCD)
Basic Health Units (BHUs)
Rural Health Centres (RHCs)
Filter Clinics
Hospitals
24/ 7 Health Facilities
Mother & Child Healthcare Centres (MCH)
Mobile Health Units (MHUs)
Unani Tibi Dispensaries
Medical Camps
Community Outreach Activities
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