1. Base Framework: DBL Framework
1.1. Inputs
1.1.1. Product Beneficiaries
1.1.1.1. Client type
1.1.1.2. Client demographic
1.1.1.3. Client socioeconomics
1.1.1.4. Client setting
1.1.1.5. Client locations
1.1.1.6. Supplier location
1.1.2. Amenities
1.1.3. Healthcare facilities
1.1.3.1. Health services
1.1.3.2. Manufacturing
1.1.3.3. Built
1.1.3.4. Repaired
1.1.4. Organization Description
1.1.4.1. Name
1.1.4.2. Website
1.1.4.3. Legal Structure
1.1.4.4. Reporting currency
1.1.4.5. Operation model
1.1.4.6. Location of HQ and facilities
1.1.4.7. Customer Model
1.1.4.8. Mission statement
1.1.4.9. Social impact objectives
1.1.5. Employees
1.1.5.1. Caregivers employed
1.1.5.1.1. Doctors
1.1.5.1.2. Nurses
1.1.5.1.3. Physician aids
1.1.5.1.4. Other
1.1.5.2. Departing caregivers
1.1.6. Health workforce
1.1.6.1. Number of health workers per 10,000 population
1.1.6.2. Distribution of health workers by occupation/specialization, region, place of work and sex
1.1.6.3. Annual number of graduates of health professions educational institutions per 100,000 population, by level and field of education
1.1.7. Health Workforce
1.1.8. Governance
1.1.9. Governance
1.1.10. Social policies
1.1.11. Leadership/ Governance
1.1.12. Health information systems
1.1.13. Information
1.1.14. Financing
1.1.15. Financing
1.1.16. Infrastructure, information and communication technologies
1.1.17. Access to essential medicines
1.1.18. Supply chain
1.2. Activities
1.2.1. Monitor's Types of Innovations Framework
1.2.1.1. Finance
1.2.1.1.1. Networking
1.2.1.1.2. Business Model
1.2.1.2. Processes
1.2.1.2.1. Enabling process
1.2.1.2.2. Core Process
1.2.1.3. Offering
1.2.1.3.1. Product performance
1.2.1.3.2. Product system
1.2.1.3.3. Service
1.2.1.4. Delivery
1.2.1.4.1. Channel
1.2.1.4.2. Brand
1.2.1.4.3. Customer Experience
1.2.2. Training and assessment
1.2.2.1. Caregivers Trained
1.2.2.2. Total hours of caregivers trained
1.2.3. Learning
1.2.3.1. Audit and feedback processes
1.2.3.1.1. Consumers' use of hospital performance information
1.2.3.1.2. Error reporting
1.2.3.1.3. Feedback from community
1.2.3.1.4. Feedback from patients
1.2.3.1.5. Feedback from providers
1.2.3.2. Innovation adoption
1.2.3.2.1. Information system utilization
1.2.3.3. Training and continuing education for workforce
1.2.3.3.1. Learning organization scale
1.2.3.3.2. Provider formal training
1.2.3.3.3. Provider's compliance with guidelines
1.2.3.3.4. Quality assurance mechanisms
1.2.3.3.5. Staff participation in meetings
1.2.4. Service Delivery
1.3. Outputs
1.3.1. Responsiveness
1.3.2. Safety
1.3.3. Efficiency
1.3.4. Efficiency
1.3.4.1. Cost-to-service ratios
1.3.4.1.1. Cost-to-service ratios
1.3.4.1.2. DALYs averted by service
1.3.4.1.3. Data envelopment analysis
1.3.4.1.4. Delivery and utilization factors compared to cost per delivery
1.3.4.1.5. Mathematical model
1.3.4.1.6. TB services
1.3.4.1.7. Two cost scenarios method
1.3.4.2. Staff-to-service ratios
1.3.4.3. Patient or procedure volume per time period
1.3.4.3.1. Procedure per time
1.3.5. Quality
1.3.5.1. Management quality
1.3.5.1.1. Appropriate constellation of services
1.3.5.1.2. Clinical services provision
1.3.5.1.3. Environmental factors disturbing care
1.3.5.1.4. Financial management
1.3.5.1.5. Governance quality - leadership
1.3.5.1.6. Human resources management quality
1.3.5.1.7. Infection prevention and control
1.3.5.1.8. Information systems quality
1.3.5.1.9. Infrastructure availability/allocation
1.3.5.1.10. Laboratory services quality
1.3.5.1.11. Manager competence
1.3.5.1.12. Medicine dispensing quality
1.3.5.1.13. Medicines availability/allocation
1.3.5.1.14. Patient flow/wait time quality
1.3.5.1.15. Patient-provider interaction quality
1.3.5.1.16. Physical resource management - general
1.3.5.1.17. Physical resource management - non-pharmaceutical medical supplies
1.3.5.1.18. Physical resource management - non-pharmaceutical non-medical supplies
1.3.5.1.19. Physical resource management - pharmaceutical supplies
1.3.5.1.20. Quality assurance mechanisms
1.3.5.2. Patient experience
1.3.5.2.1. Pathophysiological factors disturbing care
1.3.5.2.2. Patient-provider interaction quality
1.3.5.2.3. Satisfaction with clinical and management quality
1.3.5.2.4. Satisfaction with clinical quality
1.3.5.2.5. Satisfaction with costs of services
1.3.5.2.6. Satisfaction with management quality
1.3.5.2.7. TB service quality
1.3.5.3. Clinical quality
1.3.5.3.1. Adverse drug reactions
1.3.5.3.2. Clinical outcomes
1.3.5.3.3. Consultation and counseling quality
1.3.5.3.4. Follow-up/continuity mechanisms
1.3.5.3.5. Guidelines availability and use
1.3.5.3.6. Infection prevention and control and waste management
1.3.5.3.7. Information systems quality
1.3.5.3.8. Laboratory services quality
1.3.5.3.9. Medicine prescribing quality
1.3.5.3.10. Non-prescribing medical errors
1.3.5.3.11. Patient provider interaction quality
1.3.5.3.12. Patient's flexibility to make a decision
1.3.5.3.13. Physical resource mgmt - pharmaceutical supplies
1.3.5.3.14. Provider technical competence
1.3.5.3.15. Provider's compliance with guidelines
1.3.5.3.16. Quality assurance mechanisms
1.3.5.3.17. Quality of intensive care unit service
1.3.5.3.18. Quality of laboratory services
1.3.5.3.19. Quality of pharmacy
1.3.5.3.20. Quality of reproductive health services
1.3.5.3.21. Readmissions
1.3.5.3.22. TB service quality
1.3.6. Quality
1.3.6.1. Care by Practitioners and Other Providers
1.3.6.1.1. Technical Performance
1.3.6.1.2. Interpersonal performance
1.3.7. Quality and performance
1.3.7.1. Inpatient facility occupancy rate
1.3.7.2. Operating / Procedural Room Utilization Rate
1.3.7.3. Medical Equipment Utilization Rate
1.3.7.4. Patient Wait Time
1.3.8. Utilization
1.3.8.1. Patient or procedure volume - general
1.3.8.1.1. Admission rate
1.3.8.1.2. Choice of service
1.3.8.1.3. Diagnostic imaging usage
1.3.8.1.4. Service usage
1.3.8.1.5. Usage of reproductive health services
1.3.8.2. Patient or procedure volume relative to capacity
1.3.8.2.1. Emergency department utilization
1.3.8.2.2. Intensive care unit utilization
1.3.8.2.3. Inpatient utilization
1.3.8.2.4. Patient volume relative to capacity
1.3.8.2.5. Patient-to-staff ratio
1.3.8.2.6. Reproductive health services use
1.3.8.2.7. Service usage
1.3.8.3. Patient or procedure volume relative to population
1.3.8.3.1. Referral pattern
1.3.8.4. Patient or procedure volume relative to population health characteristics
1.3.8.4.1. Emergency department utilization
1.3.8.4.2. Inpatient utilization
1.3.8.4.3. Outpatient utilization
1.3.8.4.4. Reproductive health services use
1.3.8.5. Patient or procedure volume relative to patient need
1.3.8.5.1. Appropriateness of utilization of service
1.3.8.5.2. Laboratory service usage
1.3.8.5.3. Reproductive health services usage
1.3.8.6. Service usage relative to income group
1.3.8.6.1. Inpatient utilization
1.3.9. Access
1.3.9.1. Physical access
1.3.9.1.1. Geographical constraints
1.3.9.1.2. Healthcare seeking behavior
1.3.9.1.3. Availability of family members to take patient to facility
1.3.9.1.4. Patient's health condition prevents access
1.3.9.2. Service availability/allocation
1.3.9.2.1. Clinical services provision
1.3.9.2.2. Conflict in timing to access health facility
1.3.9.2.3. Health workers availability/allocation
1.3.9.2.4. Infrastructure availability/allocation
1.3.9.2.5. Medical supplies availability/allocation
1.3.9.2.6. Medicines availability/allocation
1.3.9.2.7. Referral pattern
1.3.9.2.8. Types of available services
1.3.9.3. Financial access
1.3.9.4. Linguistic access
1.3.9.5. Information access
1.3.9.6. Non-discriminatory service provision
1.3.10. Operations/delivery
1.3.10.1. Quality
1.3.10.2. Efficiency
1.3.10.3. User satisfaction
1.3.10.4. sustainability
1.3.11. Operational Impact
1.3.11.1. Governance
1.3.11.2. Social policies
1.3.11.3. Employees
1.3.11.3.1. Caregivers employed
1.3.11.3.2. Departing caregivers
1.3.11.4. Wages
1.3.11.5. Training and assessment
1.3.11.5.1. Caregivers Trained
1.3.11.5.2. Total hours of caregivers trained
1.3.12. Enablers
1.3.12.1. Access
1.3.12.2. Coverage
1.3.12.3. Quality
1.3.12.4. Safety
1.3.13. Sustainability
1.3.13.1. Commitment of staff
1.3.13.1.1. Commitment to organization
1.3.13.1.2. provider satisfaction with work
1.3.13.1.3. Provider's perception of safety
1.3.13.1.4. Staff satisfaction with work
1.3.13.1.5. Staff support and motivation
1.3.13.1.6. Work climate
1.3.13.1.7. Work-related stress
1.3.13.2. Community and patient support
1.3.13.2.1. Community capacity building
1.3.13.2.2. Community participation in planning
1.3.13.3. Strategic planning
1.3.13.3.1. Responsiveness to environmental factors
1.3.13.4. Financial support
1.3.13.5. Human resources supply
1.3.13.6. Political support
1.3.14. Intervention access and services readiness
1.3.15. Intervention quality and safety
1.3.16. coverage of interventions
1.3.17. Prevalance risk behaviours and factors
1.4. Outcomes
1.4.1. Effectiveness
1.4.2. Equity
1.4.3. Quantity and reach
1.4.3.1. Health related well visits
1.4.3.2. Health related curative visits
1.4.3.3. Procedures/surgeries
1.4.3.4. Patient referrals
1.4.3.5. Immunizations
1.4.3.6. Medicinal/Drug provisions
1.4.3.7. Attended newborn deliveries
1.4.3.8. Patient beds
1.4.3.9. Medical consultation rooms
1.4.3.10. Units of diagnostic or life support equipment
1.4.4. Access
1.4.4.1. Cost
1.4.4.2. Availability
1.4.4.3. Pro-poor targeting
1.4.5. Accessibility
1.4.5.1. Physical
1.4.5.2. Financial
1.4.5.3. Psychological
1.4.6. Financial Performance
1.4.6.1. Income statement
1.4.6.2. Balance sheet
1.4.6.3. Cash flow
1.4.6.4. Ratios, concepts, calculations
1.4.7. Quality
1.4.7.1. Care received by communtiy
1.4.7.2. Care implemented by patient
1.4.8. Health status
1.4.8.1. Utilization
1.4.8.2. Health output
1.4.8.3. Health outcome
1.4.9. Improved health outcomes and equity
1.4.10. Social and financial risk protection
1.4.11. Responsiveness
1.4.12. Efficiency
1.4.13. Improved health (level and equity)
1.4.14. Responsiveness
1.4.15. Social and financial risk protection
1.4.16. Improved efficiency
1.5. Goal Alignment
2. Supporting Frameworks
2.1. Kelly and Hurst
2.1.1. Accessibility
2.1.1.1. Physical
2.1.1.2. Financial
2.1.1.3. Psychological
2.1.2. Equity
2.1.3. Responsiveness
2.1.4. Effectiveness
2.1.5. Safety
2.1.6. Efficiency
2.2. IRIS Framework
2.2.1. Organization Description
2.2.1.1. Name
2.2.1.2. Website
2.2.1.3. Legal Structure
2.2.1.4. Reporting currency
2.2.1.5. Operation model
2.2.1.6. Location of HQ and facilities
2.2.1.7. Customer Model
2.2.1.8. Mission statement
2.2.1.9. Social impact objectives
2.2.2. Product Description
2.2.2.1. Product/Service Description
2.2.2.2. Product lifetime
2.2.2.3. Unit of measure
2.2.2.4. Certifications
2.2.2.5. Product Beneficiaries
2.2.2.5.1. Client type
2.2.2.5.2. Client demographic
2.2.2.5.3. Client socioeconomics
2.2.2.5.4. Client setting
2.2.2.5.5. Client locations
2.2.2.5.6. Supplier location
2.2.3. Financial Performance
2.2.3.1. Income statement
2.2.3.2. Balance sheet
2.2.3.3. Cash flow
2.2.3.4. Ratios, concepts, calculations
2.2.4. Operational Impact
2.2.4.1. Governance
2.2.4.2. Social policies
2.2.4.3. Employees
2.2.4.3.1. Caregivers employed
2.2.4.3.2. Departing caregivers
2.2.4.4. Wages
2.2.4.5. Training and assessment
2.2.4.5.1. Caregivers Trained
2.2.4.5.2. Total hours of caregivers trained
2.2.5. Product impact
2.2.5.1. Quantity and reach
2.2.5.1.1. Health related well visits
2.2.5.1.2. Health related curative visits
2.2.5.1.3. Procedures/surgeries
2.2.5.1.4. Patient referrals
2.2.5.1.5. Immunizations
2.2.5.1.6. Medicinal/Drug provisions
2.2.5.1.7. Attended newborn deliveries
2.2.5.1.8. Patient beds
2.2.5.1.9. Medical consultation rooms
2.2.5.1.10. Units of diagnostic or life support equipment
2.2.5.2. Quality and performance
2.2.5.2.1. Healthcare facilities
2.2.5.2.2. Inpatient facility occupancy rate
2.2.5.2.3. Operating / Procedural Room Utilization Rate
2.2.5.2.4. Medical Equipment Utilization Rate
2.2.5.2.5. Patient Wait Time
2.2.5.3. Client information
2.2.5.3.1. Clients: Pregnant Women
2.2.5.4. Supplier information
2.2.5.5. Distributor information
2.3. Bradley
2.3.1. Quality
2.3.1.1. Management quality
2.3.1.1.1. Appropriate constellation of services
2.3.1.1.2. Clinical services provision
2.3.1.1.3. Environmental factors disturbing care
2.3.1.1.4. Financial management
2.3.1.1.5. Governance quality - leadership
2.3.1.1.6. Human resources management quality
2.3.1.1.7. Infection prevention and control
2.3.1.1.8. Information systems quality
2.3.1.1.9. Infrastructure availability/allocation
2.3.1.1.10. Laboratory services quality
2.3.1.1.11. Manager competence
2.3.1.1.12. Medicine dispensing quality
2.3.1.1.13. Medicines availability/allocation
2.3.1.1.14. Patient flow/wait time quality
2.3.1.1.15. Patient-provider interaction quality
2.3.1.1.16. Physical resource management - general
2.3.1.1.17. Physical resource management - non-pharmaceutical medical supplies
2.3.1.1.18. Physical resource management - non-pharmaceutical non-medical supplies
2.3.1.1.19. Physical resource management - pharmaceutical supplies
2.3.1.1.20. Quality assurance mechanisms
2.3.1.2. Patient experience
2.3.1.2.1. Pathophysiological factors disturbing care
2.3.1.2.2. Patient-provider interaction quality
2.3.1.2.3. Satisfaction with clinical and management quality
2.3.1.2.4. Satisfaction with clinical quality
2.3.1.2.5. Satisfaction with costs of services
2.3.1.2.6. Satisfaction with management quality
2.3.1.2.7. TB service quality
2.3.1.3. Clinical quality
2.3.1.3.1. Adverse drug reactions
2.3.1.3.2. Clinical outcomes
2.3.1.3.3. Consultation and counseling quality
2.3.1.3.4. Follow-up/continuity mechanisms
2.3.1.3.5. Guidelines availability and use
2.3.1.3.6. Infection prevention and control and waste management
2.3.1.3.7. Information systems quality
2.3.1.3.8. Laboratory services quality
2.3.1.3.9. Medicine prescribing quality
2.3.1.3.10. Non-prescribing medical errors
2.3.1.3.11. Patient provider interaction quality
2.3.1.3.12. Patient's flexibility to make a decision
2.3.1.3.13. Physical resource mgmt - pharmaceutical supplies
2.3.1.3.14. Provider technical competence
2.3.1.3.15. Provider's compliance with guidelines
2.3.1.3.16. Quality assurance mechanisms
2.3.1.3.17. Quality of intensive care unit service
2.3.1.3.18. Quality of laboratory services
2.3.1.3.19. Quality of pharmacy
2.3.1.3.20. Quality of reproductive health services
2.3.1.3.21. Readmissions
2.3.1.3.22. TB service quality
2.3.2. Efficiency
2.3.2.1. Cost-to-service ratios
2.3.2.1.1. Cost-to-service ratios
2.3.2.1.2. DALYs averted by service
2.3.2.1.3. Data envelopment analysis
2.3.2.1.4. Delivery and utilization factors compared to cost per delivery
2.3.2.1.5. Mathematical model
2.3.2.1.6. TB services
2.3.2.1.7. Two cost scenarios method
2.3.2.2. Staff-to-service ratios
2.3.2.3. Patient or procedure volume per time period
2.3.2.3.1. Procedure per time
2.3.3. Utilization
2.3.3.1. Patient or procedure volume - general
2.3.3.1.1. Admission rate
2.3.3.1.2. Choice of service
2.3.3.1.3. Diagnostic imaging usage
2.3.3.1.4. Service usage
2.3.3.1.5. Usage of reproductive health services
2.3.3.2. Patient or procedure volume relative to capacity
2.3.3.2.1. Emergency department utilization
2.3.3.2.2. Intensive care unit utilization
2.3.3.2.3. Inpatient utilization
2.3.3.2.4. Patient volume relative to capacity
2.3.3.2.5. Patient-to-staff ratio
2.3.3.2.6. Reproductive health services use
2.3.3.2.7. Service usage
2.3.3.3. Patient or procedure volume relative to population
2.3.3.3.1. Referral pattern
2.3.3.4. Patient or procedure volume relative to population health characteristics
2.3.3.4.1. Emergency department utilization
2.3.3.4.2. Inpatient utilization
2.3.3.4.3. Outpatient utilization
2.3.3.4.4. Reproductive health services use
2.3.3.5. Patient or procedure volume relative to patient need
2.3.3.5.1. Appropriateness of utilization of service
2.3.3.5.2. Laboratory service usage
2.3.3.5.3. Reproductive health services usage
2.3.3.6. Service usage relative to income group
2.3.3.6.1. Inpatient utilization
2.3.4. Access
2.3.4.1. Physical access
2.3.4.1.1. Geographical constraints
2.3.4.1.2. Healthcare seeking behavior
2.3.4.1.3. Availability of family members to take patient to facility
2.3.4.1.4. Patient's health condition prevents access
2.3.4.2. Service availability/allocation
2.3.4.2.1. Clinical services provision
2.3.4.2.2. Conflict in timing to access health facility
2.3.4.2.3. Health workers availability/allocation
2.3.4.2.4. Infrastructure availability/allocation
2.3.4.2.5. Medical supplies availability/allocation
2.3.4.2.6. Medicines availability/allocation
2.3.4.2.7. Referral pattern
2.3.4.2.8. Types of available services
2.3.4.3. Financial access
2.3.4.4. Linguistic access
2.3.4.5. Information access
2.3.4.6. Non-discriminatory service provision
2.3.5. Learning
2.3.5.1. Audit and feedback processes
2.3.5.1.1. Consumers' use of hospital performance information
2.3.5.1.2. Error reporting
2.3.5.1.3. Feedback from community
2.3.5.1.4. Feedback from patients
2.3.5.1.5. Feedback from providers
2.3.5.2. Innovation adoption
2.3.5.2.1. Information system utilization
2.3.5.3. Training and continuing education for workforce
2.3.5.3.1. Learning organization scale
2.3.5.3.2. Provider formal training
2.3.5.3.3. Provider's compliance with guidelines
2.3.5.3.4. Quality assurance mechanisms
2.3.5.3.5. Staff participation in meetings
2.3.6. Sustainability
2.3.6.1. Commitment of staff
2.3.6.1.1. Commitment to organization
2.3.6.1.2. provider satisfaction with work
2.3.6.1.3. Provider's perception of safety
2.3.6.1.4. Staff satisfaction with work
2.3.6.1.5. Staff support and motivation
2.3.6.1.6. Work climate
2.3.6.1.7. Work-related stress
2.3.6.2. Community and patient support
2.3.6.2.1. Community capacity building
2.3.6.2.2. Community participation in planning
2.3.6.3. Strategic planning
2.3.6.3.1. Responsiveness to environmental factors
2.3.6.4. Financial support
2.3.6.5. Human resources supply
2.3.6.6. Political support
2.4. CHMI
2.4.1. Access
2.4.1.1. Cost
2.4.1.2. Availability
2.4.1.3. Pro-poor targeting
2.4.2. Operations/delivery
2.4.2.1. Quality
2.4.2.2. Efficiency
2.4.2.3. User satisfaction
2.4.2.4. sustainability
2.4.3. Health status
2.4.3.1. Utilization
2.4.3.2. Health output
2.4.3.3. Health outcome
2.5. De Savigney and Adam
2.5.1. System Building Blocks
2.5.1.1. Service Delivery
2.5.1.2. Health Workforce
2.5.1.3. Health information systems
2.5.1.4. Access to essential medicines
2.5.1.5. Financing
2.5.1.6. Leadership/ Governance
2.5.2. Enablers
2.5.2.1. Access
2.5.2.2. Coverage
2.5.2.3. Quality
2.5.2.4. Safety
2.5.3. Overall goals/ outcomes
2.5.3.1. Improved health (level and equity)
2.5.3.2. Responsiveness
2.5.3.3. Social and financial risk protection
2.5.3.4. Improved efficiency
2.6. Monitor's Types of Innovations Framework
2.6.1. Finance
2.6.1.1. Networking
2.6.1.2. Business Model
2.6.2. Processes
2.6.2.1. Enabling process
2.6.2.2. Core Process
2.6.3. Offering
2.6.3.1. Product performance
2.6.3.2. Product system
2.6.3.3. Service
2.6.4. Delivery
2.6.4.1. Channel
2.6.4.2. Brand
2.6.4.3. Customer Experience
2.7. Donabedian
2.7.1. Care received by communtiy
2.7.2. Care implemented by patient
2.7.3. Amenities
2.7.4. Care by Practitioners and Other Providers
2.7.4.1. Technical Performance
2.7.4.2. Interpersonal performance
2.8. WHO framework
2.8.1. Inputs and processes
2.8.1.1. Governance
2.8.1.2. Financing
2.8.1.3. Infrastructure, information and communication technologies
2.8.1.4. Health workforce
2.8.1.4.1. Number of health workers per 10,000 population
2.8.1.4.2. Distribution of health workers by occupation/specialization, region, place of work and sex
2.8.1.4.3. Annual number of graduates of health professions educational institutions per 100,000 population, by level and field of education
2.8.1.5. Supply chain
2.8.1.6. Information
2.8.2. Outputs
2.8.2.1. Intervention access and services readiness
2.8.2.2. Intervention quality and safety
2.8.3. Outcomes
2.8.3.1. coverage of interventions
2.8.3.2. Prevalance risk behaviours and factors
2.8.4. Impact
2.8.4.1. Improved health outcomes and equity
2.8.4.2. Social and financial risk protection
2.8.4.3. Responsiveness
2.8.4.4. Efficiency
3. Base Framework: CHMI Framework
3.1. Access
3.1.1. Cost
3.1.2. Availability
3.1.3. Pro-poor targeting
3.2. Operations/delivery
3.2.1. Quality
3.2.2. Efficiency
3.2.3. User satisfaction
3.2.4. sustainability
3.3. Health status
3.3.1. Utilization
3.3.2. Health output
3.3.3. Health outcome