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1 REPUBLIC OF RWANDA MINISTRY OF HEALTH PO BOX 84, KIGALI RWANDA NATIONAL HEALTH INSURANCE POLICY Kigali, April 2010
2 Table of Contents ACRONYMS... III 1. BACKGROUND ECONOMIC AND POLITICAL CONTEXT HEALTH SITUATION HEALTH FINANCING HEALTH INSURANCE POLICY CONTEXT GUIDING PRINCIPLES AND VALUES VISION, GOALS AND OBJECTIVES INTERVENTION AREAS COMMUNITY-BASED HEALTH INSURANCE SOCIAL HEALTH INSURANCE PRIVATE HEALTH INSURANCE NATIONAL SOLIDARITY FUND INSTITUTIONAL ARRANGEMENTS FOR IMPLEMENTATION GOVERNANCE ARCHITECTURE REVENUE GENERATION RISK POOLING PURCHASING PROVIDER PAYMENTS MECHANISMS COST AND FINANCING OF HEALTH INSURANCE IN RWANDA CONCLUSION ANNEX 1: ARCHITECTURE OF THE NATIONAL HEALTH INSURANCE SYSTEM OF RWANDA ANNEX 2: SUMMARY OF ROLES OF INSTITUTIONS BY THE THREE FUNCTIONS OF HEALTH FINANCING ANNEX 3. FINANCIAL PROJECTIONS ii
3 ACRONYMS ARV AU CBHI CEPGL CORAR CPA CTAMS DH EAC ECASSA EDPRS GDP GNP GOR HC HIMO IEC KFH MPA MDGs MIFOTRA Anti Retroviral Drugs African Union Community Based Health Insurance Communauté Economique des Pays des Grands Lacs Compagnie Rwandaise d Assurance et de Réassurance Complementary Package of Activities Cellule Technique d Appui Aux CBHI De Sante District Hospital East African Community East and Central Africa Social Security Association Economic Development and Poverty Reduction Strategy Gross Domestic Product Gross National Product Government of Rwanda Health Centre Haute intensité de main d œuvre Information Education and Communication King Fayçal Hospital Minimum Package of Activities Millennium Development Goals Ministry Of Public Services, Skills Development, Vocation Training and Labour MINAGRI MINALOC MINECOFIN MINICOM Ministry Of Agriculture and Animal Resources Ministry Of Local Government, Community and Social Affairs Ministry Of Finance and Economic Planning Ministry Of Commerce, Industry, Investment, Promotion, MINISANTE Tourism and Cooperatives Ministry Of Health iii
4 MMI NEPAD NGO NRH PARN PBF PRSP RAMA SORAS SSFR UHI Military Medical Insurance New Partnership for Africa Development Non-Governmental Organisation National Referral Hospital Paquet d Activités de Référence Nationale Performance Based Financing Poverty Reduction Strategic Paper La Rwandaise d Assurance Maladie Société Rwandaise D Assurance Social Security Fund of Rwanda Universal Health Insurance iv
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6 1. Background 1.1 Economic and political context Rwanda is a landlocked country with an area of 26,338 km 2 and a population of 10.4 million inhabitants 1. It is the most densely populated country in Africa with a population density of 350 inhabitants per km 2. Based on an annual population growth rate around 2.6%, it is estimated that the population will reach 16 million by Rwanda has achieved sustained GDP growth over the last 7 years. Per capita GDP grew from USD 235 in 2002 to USD in In 2008 agriculture contributed 31% to the economy, while services contributed 47.7%, and industry contributed 15.6% 3. Nearly 80% of the population was reliant on agriculture for family income in Poverty is widespread as it affects 57% of the population 5. The Rwandan government is committed to sound financial management and transparency in all sectors. The fiscal performance has improved over the last five years, with revenue collection growing to around 13% of GDP in The domestic fiscal deficit has widened from around 2% of GDP in 2001 to 6% in Priority expenditure, which allocates resources to pro-poor needs, has increased over the past five years. Rwanda has also benefited from both the Heavily Indebted Poor Country (HIPC) and Multilateral Debt Relief (MDR) initiatives resulting in a sustainable debt position. Decentralisation reforms have increased the roles of Districts in service delivery in the health sector. The central government agencies roles and responsibilities are mainly in policy formulation, regulation and support to local governments through capacity building, financing and monitoring and evaluation. Districts are responsible for economic development and planning and coordinating the delivery of public services at the local level. Fiscal decentralisation has created new fiscal relations including block grants to districts through the Local Authority Budget Support Fund, earmarked transfers to districts for health services, and other transfers to districts. Decentralisation reforms were deepened in the health sector in 2006 and have resulted in increased autonomy in budgeting and financial management of health facilities. 1.2 Health situation Rwanda has made good progress towards meeting the health related MDGs. Under-five mortality rates have declined from 152 to 103 per 1000 in less than 10 years 7. Child malnutrition, however, is still a challenge in the country as 24% are underweight. Positive trends in maternal health are also observed during the last decades: the rate of deliveries assisted by skilled staff has increased from 39% in 2005, to 52% in 2007; the percentage of women between 15 and 49 years of age using modern contraceptive methods impressively increased from 10% to 27%. 1 NISR Population Projections The population is estimated to be 9.3 million end 2007 (based on projections of Census 2002). 3 MINECOFIN GDP estimates, February EICV NISR; EICV2, World Bank and Ministry of Health, Rwanda : A Country Status Report on Poverty and Health. September 2009 (forthcoming). 7 DHS 2005, IDHS
7 If these trends are maintained, Rwanda will meet the child mortality MDG by This will require sustained efforts for: scaling-up successful community-based nutrition interventions and improving neonatal management. In order to reach the maternal health related MDG, however, Rwanda needs to invest important efforts to sustain the increasing trends in the coverage of family planning and professional assistance at delivery in health facilities and to improve the quality of reproductive health services. Rwanda needs also to strengthen preventive measures in order to reduce significantly the prevalence of HIV and AIDS and its burden on households, the health system and the economy. Rwanda needs also to address major health systems bottlenecks which are constraining the extension of access to essential health interventions. Major progress has been made to improve the availability, distribution and motivation of qualified health personnel; however, there are remaining challenges in the human resources for health area including the lack of midwives and the shortage of medical specialists in hospitals. In addition, while geographical access to health facilities has been improved, unmet need remains considerable as approximately 40% of patients still have to travel more than 1 hour or more than 5 km to reach the closest health facility. Finally, Rwanda has made progress in strengthening the procurement and distribution systems of drugs and medical supplies in the health sector; however, the progress at the national level has not been fully matched at the intermediate and peripheral levels. 1.3 Health financing Over the last few years, Rwanda has developed a comprehensive health financing framework building on global health care financing best practices. The health financing framework is still evolving as a result of profound transformation of key health financing functions of revenue collection, risk pooling and purchasing in the country. Revenue collection Revenue collection has undergone major quantitative and institutional changes Total health expenditure (THE) in Rwanda has increased substantially in recent years 9, 10. Between 2003 and 2006, nominal health expenditure per capita has doubled from US$ 17 per capita to US$ 34. In 2006, total health expenditure reached 10.7 percent of GDP, compared to 6.6 percent in Despite sustained efforts over the past years, increasing the level of public domestic health spending remains a major challenge. The increase in domestic revenue and in aid flows together with the major reduction in debt services led to a significant increase of total public expenditure in recent years. Compared to neighbouring countries, however, public domestic spending on health is still limited in Rwanda: it amounts to US$ 6.3 per capita in 2006 compared to US$ 23 in Zambia, US$ 14 in Kenya or US$ 12 in Mozambique. The share of domestic resources to public health expenditure has decreased while external health resources increased. Donors share of THE has increased to over 53 percent in 2006 compared to 42 percent in 2003: this increase, however, must be put in perspective as an important share of these expenditures is earmarked to the fight against HIV and AIDS. 8 World Bank and Ministry of Health, Rwanda : A Country Status Report on Poverty and Health. September 2009 (forthcoming). 9 Total health expenditure includes domestic resources from the government, external resources from donors and private expenditure from private sources (households and other private). 10 NHA
8 As a result, Rwanda is among the countries of the region (with Madagascar and Mozambique) that have the largest share of external resources flowing to the health sector, exceeding 50 percent of THE. Rwanda ranks among the countries with the highest per capita external assistance on health. Although prepayment mechanisms have been extended with the scale-up of CBHI schemes, out-ofpocket expenditures are still the main mechanism of private expenditure in the health sector. Private health spending is composed mainly of household expenditures in the health sector: the share of private spending in THE increased to 28 percent in 2006 compared to 25 percent in Private expenditures amounted to US$ 9.4 in 2006 out of which US$ 7.5 constituted out-of-pocket expenditures. Risk pooling As a consequence of growing public spending from internal and external resources as discussed above, risk pooling in the health sector has been improved. However, most of the external assistance is still used for vertical programmes instead of targeting the entire health system. In addition, huge amounts provided by NGOs and some development partners are often not accounted for in the budget. Health insurance coverage has been expanded for people employed in the formal sector, as well as informal and rural sectors of the economy since A medical insurance regime has been established in 2001 for public servants and their dependants: Rwandaise d Assurance Maladie (RAMA). The military and their dependants are covered through a health insurance regime managed within the Ministry of Defence, the Military Medical Insurance (MMI). Risk pooling from private sources has been greatly improved as a result of the extension of community-based health insurance (CBHI) schemes, allowing the majority of the population access to healthcare services. Major achievements and major challenges of the development and extension of health insurance are summarized below. Purchasing There are now a growing number of health financing agents which are responsible for the allocation of health resources in the Rwandan health sector. The Government, mainly through the MOH and districts, currently manages slightly over one-quarter of total health expenditure, while development partners and households are the two other key managers of health resources. Since the development of RAMA, MMI and the extension of CBHI, health insurance organizations are evolving as major managers of health resources. Different packages of activities have been defined according to each of the levels of the health system in order to provide equitable and quality care across the country, ensure that there are procedural standards for operation and management, allow for better planning and management of resources, and provide the basis for establishing and evaluating the quality of health services. While government and donors continue to provide input-based subsidies to strengthen the capacities for delivering these packages of services at the primary, secondary and tertiary levels, supply-based allocation mechanisms are being improved with a greater focus on quality improvements based on performance-based financing mechanisms. Benefit packages of health insurance organizations have been tailored to the coverage of personal health care services based on packages of activities defined at different levels of the health service delivery organizations. 8
9 Accordingly, provider payment modalities are increasingly regulated through contractual arrangements with a greater emphasis on output and quality, not only through supply-based performance-based financing mechanisms (public and development partners), but also demandbased mechanisms. These adapting modalities result from the extension of health insurance coverage and the increasing role of health insurance organizations in the allocation of health resources. These institutional changes are reflected in the restructuring of health spending in the country during the past few years. First, spending on pharmaceuticals and nondurables has increased fivefold between 2003 and 2006: this increase was supported mainly by households and sustained increases in the utilization of health services. Curative outpatient spending, which came at the third position after prevention spending and health administration spending in 2003, increased three-fold between 2003 and 2006, and were the largest health expenditure; curative inpatient spending nearly doubled in the same time period. Prevention and public health program spending nearly doubled between 2003 and Health administration spending experienced the lowest growth during the three year period. Second, health facilities receive public funds through the MOH programs, district transfers, and internally generated revenues. Internally, generated revenues have increased by 660% at health centres between 2002 and 2007; by 305% at district hospitals; and by 194% at referral hospitals during the same period. While health centres were capturing 44.6% of internally generated revenues by health facilities in 2002, their share has increased to 65.3% in Health insurance Major achievements Upon independence in 1962, Rwanda inherited a free of charge health care policy which revealed later on to be unrealistic, ineffective and unsustainable. It was therefore abandoned. Apart from insurance for occupational diseases and injuries covered by CSR for formal sector employees, the abandonment of the system created a total vacuum, leaving the entire population exposed to diverse risks related to health without any insurance coverage. This vacuum was partially covered only with the creation of mandatory health insurance for public servants and military personnel. But these regimes cover only a very small portion of the population. This situation has changed dramatically with the emergence and extension of the CBHI system. At the end of 2008, Rwanda had achieved impressive health insurance coverage of 92% of its population. The national CBHI coverage rate was estimated at 85%; with other insurance schemes (RAMA, MMI and private insurance) covering an estimated 4% of the population. The impressive achievement in health insurance coverage over the past ten years is a strong foundation for Rwanda s ambition to realize universal health insurance coverage, but Rwanda will need to build on the internal factors which contributed to this achievement. Strong political commitment and leadership have been the hallmark of Rwanda s achievement in the health insurance area. The political commitment has been specifically translated into policy measures to strengthen the equity and solidarity foundations of health insurance initiatives, the inclusion of the poor and the empowerment of citizens. In addition, an incremental policy development has provided space for experimentation and evidence-based policy making since Ministry of Health, Health Sector Strategic Plan: July 2009 June Ministry of Health, Rwanda Public Expenditure Review for the Health Sector: Data and Trends from April. 9
10 Participation in open policy debates on impact and strategies based on internal experiences and evidence has supported the adaptation of CBHI and their alignment with the ongoing decentralization process. Scale-up of CBHI has built on leadership at the central and district levels seen from the strong support from the Presidency, leadership of ministries of health, finance and local government, and leadership of district authorities, religious leaders, health authorities and community leaders at the sector and cell levels. Rwanda needs to build on sustained political commitment, multilevel leadership, and evidence-based policy making to continue taking on major challenges in the health insurance area. Major challenges Rwanda has built a remarkable system for extending health insurance coverage to both the segments of its population employed in the rural and informal sectors and the segments employed in the formal sector. There are specific challenges associated with health insurance systems targeted to these segments of the population that need to be addressed in order to sustain universal coverage. The CBHI system targeted to segments of the population employed in the rural and informal sectors face many challenges. Although CBHI provides a comprehensive benefit package, the availability and completeness of products, commodities, and services for treatment at partner health centers needs to be improved. It is common practice for drug prescriptions for insured patients to be filled in private pharmacies without reimbursement. Finally, co-payments at the district and referral hospitals seem to remain a burden for poor, insured patients. There are also major challenges with the financing mechanisms of the CBHI system at different levels. The financing of primary pools still relies mainly on the contributions of households who are relatively poor, and cross-subsidization from richer groups needs to be improved. Current contribution policies under the CBHI system are based on a flat rate for all income groups. The current flat membership fee with regressive burden on the households budget is too high to enable poor households to pay their premiums themselves. The financial sustainability of CBHI is also threatened by the rigidity of contribution levels which have not been changed since 2005: the membership fee of CBHI, which was established at RwF 2,000 per person based on a costing of health care level conducted in 2003, is outdated, and needs to be adjusted to reflect today s real costs. Although internal sources of funding have been identified, the national and district risk pools are under-funded as a result of weak contributions of potential sources and weak administrative capacity for resource mobilization. The current mechanism is highly fragmented. In this context, poorer sections and districts are at much higher risk of bankruptcy and are unlikely to achieve financial sustainability. Relations with health care providers are also a major concern for the financial sustainability of the CBHI system. In many CBHI schemes, financial sustainability has been threatened by overprescriptions, which have raised concern about the appropriateness of provider payment modalities. Major challenges include: overuse, over-prescription and over-charging of acts by providers; and the misappropriation of funds in some sections. 10
11 Finally, another critical issue under the CBHI system is the governance of the financing pools, which needs to be strengthened in order to improve oversight of the use of the funds. Management capacities at the sector, district and national levels need to be strengthened in order to empower members and to improve the institutional sustainability of the CBHI system. These challenges are exacerbated by low managerial capacity and lack of autonomy of CBHI schemes at district and section levels There are also challenges associated with health insurance schemes targeted to segments of the population employed in the formal sector of the economy. Retired workers are excluded from the schemes with which they were affiliated during their working lives (RAMA, MMI) and they are obliged to join the CBHI. There is no specific legal and regulatory framework for private health insurance, which is operated as a normal non-life business. 2. Policy context Vision 2020 Developed in 2000, Rwanda s Vision 2020 elaborates a national long-term vision in terms of goals and objectives to be achieved by the year By that year Rwanda should: be a middle-income country; have halved the percentage of people living in poverty; raise life expectancy to 55 years; and have reduced its aid dependency. It expects to reach these goals by means of seven strategies/pillars, which include decreasing population growth, increasing access to education and improving the health of the people. This document serves as the basis for the elaboration of national and sector plans in the medium term. Vision 2020 acknowledges the importance of education and health in ensuring an efficient and productive workforce. It also identifies demographic pressure as a major cause of the depletion of natural resources and subsequently, poverty and hunger. To reverse this trend and improve the health status of the population, health policies should target the poorest and seek to improve access, quality, and affordability of health care. Good Governance and Decentralisation Policy The decentralisation process was launched in 2000, and entered its second phase in 2005, with an administrative reorganization aimed at reducing the number of provinces from 15 to four (in addition to Kigali) and reducing the number of districts from 106 to 30. Below the district level there are 416 sectors (imirenge), 2,150 cells (akagari) and almost 15,000 villages (imidugudu). The policy states that the minimum requirements are: at least one hospital for each district; at least one health centre (HC) per sector; and at least one health post (HP) for each cell. Additionally, a network of male and female community health workers is proposed below sector level. The Rwanda Decentralisation Strategic Framework (RDSF) has been developed to guide the implementation of the Government of Rwanda s policy of decentralisation as set out in the 2000 Policy Paper. The RDSF serves as the overall framework of reference for current and future interventions towards decentralisation in Rwanda. It goes beyond sectoral policy in that decentralisation is a transversal process that imposes itself as the principal focus of governance reform, the designated motor for the coherency of governance and, finally, as an important vehicle for collaboration between the Government and its national and international development partners. 11
12 This strategy is additionally meant to secure Vision 2020, the Millennium Development Goals and the Economic Development and Poverty Reduction Strategy in Rwanda as it is reinforcing the link between good governance and the attainment of broad reaching development objectives. The Vision 2020 Umurenge Program (VUP) The Vision 2020 Umurenge Program (VUP) aims at ensuring that economic growth is pro-poor and that the majority of the population could benefit from the improvements in living standards that the country as a whole is experiencing. The VUP is implemented through the newly restructured system of decentralized local government and organized around the following: (i) labor-intensive public works that will provide support to extremely poor landless families and encourage saving and development of productive activities; (ii) support to the most vulnerable households that is intended to alleviate poverty, and (iii) micro-credit and financial service initiatives intended to increase investment in income-generation and entrepreneurial activities. A key VUP policy reform has been the institutionalization of the Ubudehe process of village-level community decision-making. Ubudehe incorporates what is essentially a poverty-mapping process, which has a systematic methodology and allocates each household to one of six ordinal income and poverty-related categories differentiated by well-defined qualitative criteria. The maps have become the basis for community decision-making under the VUP program about income support in cash or in kind to ultra-poor households from local and donor sources, as well as a guide to which households should receive subsidies for health insurance. Social Security Policy 2009 The Social Security Policy of 2009 (SSP 2009) defines the vision of Rwanda as regards health insurance as to achieve the goal of health for all through universal health insurance. The SSP 2009 recommends: (i) to establish a plan to achieve universal coverage and to integrate the pensioners within the RAMA scheme which will be incorporated within RSSB; (ii) to clarify and enforce Labor Code provisions relating to compulsory affiliation of all employees and the employers obligation to provide medical care to employees; (iii) to address price, service availability, and quality of service differentials between private sector medical insurance and community-based medical insurances; (iv) to identify financial resources to subsidize insurance premiums for those unable to make full payment, to the extent financially feasible expand coverage to HIV and AIDS, and (v) to consider permitting limited access to critical medical services available in neighbouring countries, to the extent fiscally feasible. Health Policy 2004 In 2004 the MOH revised its health policy, based on Vision 2020, the PRSP (2002) and the Good Governance and Decentralisation policy. The Policy's seven objectives that guide interventions in the health sector are: 1. To improve the availability of human resources; 2. To improve the availability of quality drugs, vaccines and consumables; 3. To expand geographical accessibility to health services; 4. To improve the financial accessibility to health services; 5. To improve the quality and demand for services in the control of disease; 6. To strengthen national referral hospitals and research and treatment; 7. To reinforce institutional capacity. 12
13 Health Financing Policy 2009 In 2009, the Government of Rwanda developed a health financing policy. The goal of the health financing policy is to ensure that quality essential health services and particularly MDG-related interventions are financially accessible to the whole population in an equitable, efficient and sustainable manner under a results-based financing framework. Interventions to reach these objectives are focused on strengthening the Rwanda health financing framework as outlined in the figure below. The demand side channels of the health financing frameworks are aligned to interventions to strengthen risk pooling for improved financial access and household income protection. The supply side channels of the health financing frameworks are strengthened through interventions to improve efficiency in the allocation and use of resources and the coverage of high impact interventions. These two pillars of the health financing framework are strengthened by policy initiatives to increase internal resource mobilization, to improve the effectiveness of external assistance, and to strengthen the institutional environment for sustainable financing of the health sector. Figure 1. Rwanda Health Financing Architecture 13
14 3. Guiding principles and values The National Health Insurance Policy is based on the principles of Universal Health Insurance and on national Rwandan values which have underpinned the achievements of the current CBHIs. Basic principles of the National Health Insurance Policy are the following: Equity, risk-sharing, and solidarity are the guiding principles that support efforts in resource mobilization and risk pooling and promoting access to quality services in the health sector. Building on these principles, we ensure that the costs of illness of the sick are also shared by the healthy, and the costs of illness of the poorest are also shared by the wealthy among Rwandans. Ownership, empowerment and participation, and partnerships are the guiding principles upon which efforts to ensure the financial and institutional sustainability of the health financing framework will be built. Government of Rwanda will partner with grassroots institutions and community based and nongovernmental organizations. Universality and quality: the affiliation to health insurance is mandatory for each citizen and resident of the Republic of Rwanda. Each affiliated person benefits from health services of high quality regardless of his or her socio-professional activity, social status and level of contribution. These guiding principles are broadly specified to provide a framework for subsequent and complementary elaboration of the health insurance policy into strategies, programs, rules and regulations, guidelines and procedures, and implementation arrangements. 4. Vision, Goals and Objectives Vision Rwanda s vision for health insurance at the 2020 horizon is for each Rwandan citizen to have access to essential health care and be protected from impoverishment due to health care expenditures. Goal The ultimate goal of this policy is to provide a national framework for strategies and actions aimed at assuring that all residents of Rwanda can be enrolled in a health insurance plan that provides access to quality health care. Objective To build a financially and institutionally sustainable health insurance system that can guarantee the coverage of all Rwanda s citizen with health insurance. 14
15 5. Intervention Areas 5.1 Community-Based Health Insurance The CBHI schemes are state-community partnerships which provide health insurance coverage to populations employed in the rural and informal sectors of the economy, which includes the majority of the poor in Rwanda. In addition to providing health insurance services, CBHI schemes provide a framework for revitalizing community participation and mobilization for health, for empowering individuals and communities in health, and ensuring their involvement in decisions regarding their own health. Building on their proximity to citizens and communities, the national network of CBHI has helped developed a new national distribution modality through which the state, districts, donors and non-government organizations provide health insurance coverage and health benefits to the poorest and vulnerable groups. Most of the policy challenges in the health insurance area are associated with how to improve the financial and institutional sustainability of the CBHI schemes. These policy challenges include how to fill the remaining gaps in population coverage and to sustain the coverage of the poorest, how to improve equity in financing and financial sustainability of CBHI, how to improve relations between CBHI and health care providers, and how to improve governance and management capacities of CBHI. Target population and population coverage There are ongoing challenges for improving the population coverage of the CBHI system to address the remaining uninsured gap of approximately 10% and cover the entire population through health insurance. Furthermore, among enrolees and beneficiaries of CBHI schemes in any given year, coverage is not effective throughout the entire year as a consequence of constraints for renewing enrolment and paying annual contributions in a timely fashion. Hence, there is a need for a better understanding of the remaining gaps in population coverage and for sustaining health insurance coverage of the very poor. To face these challenges, the Government will build on the universality principle of the current health insurance policy to ensure that each citizen and resident of Rwanda benefit from health insurance coverage throughout the entire year regardless of his or her socio-professional activity, social status and level of contribution. Studies will be conducted for a better understanding of the factors associated with nonenrolment. The Government will promote more flexible arrangements for ensuring that beneficiaries of the CBHI schemes are not denied access to needed care as a consequence of delayed renewal of enrolment and payment of annual contributions. The Government will strengthen subsidy schemes for providing health insurance coverage to the poor. It will reduce co-payments for the poor and vulnerable groups who benefit from health insurance coverage. Benefit package Beneficiaries of CBHI schemes are entitled to all preventive and curative services provided by health centres (minimum package, PMA); all curative care provided by district hospitals (complementary package, PCA); and curative services provided at national referral hospitals (complementary package, PCA). Despite the comprehensiveness of the benefit packages of CBHI, there are challenges associated with the availability and completeness of delivered products, commodities, and services for treatment at partner health care provider organizations. To face these challenges, the Government will build on the universality and quality principle of the current health insurance policy to ensure that each affiliated person benefits from health services of high quality. 15
16 The Government will prescribe and enforce a minimum health insurance package to be provided by all partner health care providers (including drugs). The Government will ensure that beneficiaries of CBHI schemes are provided information on benefits that they are entitled to and how to access these benefits, and will ensure that a mechanism is in place in every district for feedback, complaints and dispute resolution regarding benefits provided by CBHI schemes and their partner health care providers. Financing mechanisms and contribution policies Under the CBHI policy of 2004, a policy of a flat rate of household contributions into the CBHI system was adopted to simplify communication in an environment where new concepts of health insurance and prepayment were being introduced and promoted in the health sector. Now that the population is familiarized with these concepts through many years of practice, the time has come to address the inequity and regressivity associated with the flat rate of household contributions into the CBHI system in order to improve equity in financing and the financial sustainability of the CBHI system. Challenges associated with weak contribution from CBHI sections, districts and the national risk pool to the financing of the district risk pools need to be addressed. The size of the national and district risk pools needs to be adapted to respond to the growing needs associated with increased and sustainable coverage of the CBHI system. Finally, information and analytical capacities need to be strengthened to support regular revisions of contribution policies. To face these challenges, the Government will build on equity, risk-sharing, and solidarity principles of the current health insurance policy, to ensure that the costs of illness of the sick are shared by the healthy, and the costs of illness of the poorest are also shared by the wealthy among Rwandans. The Government will improve resource mobilization in the CBHI system based on ability to pay. The Government will improve the progressivity of contributions into the CBHI system by assessing the feasibility and implications of graduating contributions based on socio-economic categories and the conditions for national scale-up of new contribution policies. The Government will ensure that district risk pools are adequately funded by enforcing contributions from sections of CBHI, districts and the national risk pool. It will ensure that appropriate mechanisms for making co-payments affordable for beneficiaries are effectively implemented at all partner health care provider organizations. Private health insurance and social health insurance schemes contributions to the national and district pooling mechanisms of the CBHI system will be strengthened. The Government will systematically conduct periodic actuarial studies for revising the level of premiums and contributions, including actuarial studies for determining the level of resources needed to sustain the CBHI sections, the district risk pools, and the national risk pool. Relations with health care providers CBHI first emerged during the last decade as a partnership between communities and health centres before their transformation to a state-community partnership. Such a partnership has been instrumental in the development and extension of CBHI; partnerships between district CBHI and district hospitals, however, have been rather weak. In addition, relations between CBHI and health care providers are becoming a major concern for the financial sustainability of the CBHI system as a consequence of over-prescription and overcharging of acts by providers. In many instances, contractual relations between CBHI and health care providers are not formalized. District hospitals are experiencing long delays for reimbursement as claim management capacities are limited at the district level and district risk pools are under-funded. Finally, there is a need to fill the evidence gaps on the consequences of alternative provider payment modalities in order for the CBHI system to settle durably on fair provider payment modalities for structuring contractual relations with health care providers. 16
17 To face these challenges, the Government will build on the quality principle of the current health insurance policy to ensure that each affiliated person benefits from health services of high quality. The Government will ensure that contractual relations between CBHI and health care providers are formalized. The Government will assess current practice in order to improve fair provider payment modality policies. The Ministry of Health will determine periodically the schedule of tariffs for the reimbursement of health care providers. The Government will establish appropriate rules for regulating claims processing including rules regarding the maximum delay for payment and advances to be paid after claim submission. The Government will promote the use of technology to improve the efficiency of claim submission, processing and payment. The Government will ensure that partner health care providers comply with standard treatment guidelines issued by the Ministry of Health and that appropriate quality assurance programmes are effective at health care providers contracted by CBHI. The Government will ensure that regular reviews of health care services provided to beneficiaries of CBHI schemes are conducted with an emphasis on drug prescription practices and access to ambulance services. Governance and management The scale-up of health insurance has resulted in numerous health insurance organizations which manage important financial resources of the health sector: district CBHI and sections of CBHI. The rapid extension of the CBHI system, however, has been achieved at the costs of weaknesses in governance of CBHI schemes, their relations with other actors, and operational management of CBHI. The ownership of CBHI schemes by members and member awareness of the activities and performance of their CBHI have been weakened by the rapid scale-up of CBHI. While members are well represented in management bodies at the section of CBHI, they are weakly represented in management bodies at the district and central level. Financial and administrative management capacities of CBHI are still weak at the sector and district levels as management information systems have not been adapted to the important size of membership pools and transactions with members and health care providers. The quantity and quality of human resources of section of CBHI and district CBHI are limited. Weaknesses continue to prevail in the application of the law regarding the organization and functioning of CBHI. Finally, there is a need to strengthen the CBHI information and monitoring system: analytic capacities and the capacity to produce reports and policy briefs have to be strengthened in order to support the policy dialogue on mutual matters in the country. To face these challenges, the Government will build on ownership, empowerment and participation, and partnerships principles of the health insurance policy to ensure the institutional sustainability of the CBHI system. The Government will partner with all grassroots institutions, community based and nongovernmental organizations to improve the governance and management of CBHI. The Government will support health promotion activities to ensure that citizens are well informed about the organization, functioning, management and financing of CBHI and their relations with members and health care providers. The Government will strengthen operational management capacities at the sector level: the quantity and professional profile of the operational management staff of section of CBHI will be increased and computerized information management systems will be adapted to strengthen their capacities. Operational management capacities at the district CBHI will be strengthened by increasing the quantity and professional profile of the operational management staff and the development of computerized financial and administrative management systems. The CBHI information system will be strengthened in order to develop district CBHI capacities to produce annual activity and financial reports to be disseminated at the district level. 17
18 5.2. Social Health Insurance Target Population and Coverage Rwanda s social insurance system includes two distinct regimes for its military and its workers in the formal sector, both public and private. The social health insurance regime provides health insurance coverage to workers employed in the formal sector of the economy and their families. The medical insurance scheme for public sector workers, which was established in 2001, protects its beneficiaries against the risks resulting from natural diseases, those which are caused by accidents and risks resulting from the pregnancy and childbirth and their consequences. This scheme is managed by La Rwandaise d Assurance Maladie (RAMA). Private sector employers may choose to be affiliated with RAMA or contract with private insurance companies, although health insurance is not mandatory yet for private formal sector. Military personnel are covered by a health insurance regime known as Military Medical Insurance (MMI), which is managed within the Ministry of Defence. The National University of Rwanda based in Butare and several Schools and Institutes also have small health insurances schemes for students and teachers. Together with private insurance schemes, these formal social health insurance schemes cover about 6% of the Rwandan population. The main policy challenge with the social health insurance scheme is related to the extension of health insurance coverage to pensioners and their dependants. The Social Security Policy of 2009 (SSP 2009) defines the vision of Rwanda as regards health insurance as to achieve the goal of health for all through universal health insurance. The SSP 2009 recommends: to establish a plan to achieve universal coverage and to integrate the pensioners within the RAMA scheme. The SSP 2009 will provide a policy framework for clarifying and enforcing Labor Code provisions relating to compulsory affiliation of all employees and the employers obligation to provide medical care to employees: such a policy framework will facilitate the extension of health insurance coverage to employees of private enterprises of the formal sector through the RAMA scheme. Benefit package Services covered by RAMA are curative care and pre- to post-natal care including birth delivery. Health services are purchased from primary health facilities (Health post, dispensary, Health center, and other primary clinics), as well as from district and national hospitals and some accredited private providers. Except in the case of emergency situations, the referral system must be followed. The package of benefits includes out-patient, inpatient, maternity care (pre-post.), essential drugs, medical imagery, and laboratory tests. Contribution policies For public workers, the contribution rate is 15% of the basic salary of which 7.5% is paid by the employer and 7.5% by the employee. For military personnel, the contribution rate is 22.5% of gross salary, of which 17.5% is paid by the government and 5% by each military staff. Households also contribute copayments to reduce moral hazard. The level of copayment varies with specific services, for example, there is no copayment for assisted birth delivery and surgery. 18
19 Relations with health care providers Formal contracts are established between social health insurance schemes and accredited public and private health care providers. Contractual relations between RAMA and health care providers are prepared by a Contract Commission established by law and composed of three representatives of RAMA and representatives of public doctors, a representative of independent doctors, a representative of independent pharmacists, a representative of RAMA insured members, a representative of employers and a state representative. Governance The RAMA scheme is expected to cover an increasing share of the population with the extension of coverage of employees of private enterprises in the formal sector and economic growth and formalization of the economy. The Social Security Policy of 2009 (SSP 2009) RAMA will be merged with the Social Security Fund of Rwanda into Rwanda Social Security Board (RSSB). 5.3 Private Health Insurance Registered commercial insurance companies do provide health insurance policies to private enterprises and their employees or to individual Rwandans. Since health insurance has become mandatory in Rwanda and the majority of Rwandans will be covered through the non-profit social health insurance schemes and the CBHI schemes, the Government will prescribe the positioning of private health insurance as a third alternative for individuals not subjected to the mandatory social health insurance regime, but also as a source for complementary coverage in addition to basic coverage provided under the CBHI regime and the social health insurance regime. 5.4 National Solidarity Fund The majority of low-income households in Rwanda are provided health insurance coverage under the CBHI schemes based on their own contributions with the poorest and vulnerable groups being supported by a third party (either the state, districts, donors or non-governmental organizations). This group of low-income households also have the poorest risk profile compared to other segments of the population covered under the social health insurance schemes and private health insurance. RAMA and MMI provide coverage to Rwandans who are among the better-off in the country. Finally, as a consequence of its costs, private forprofit health insurance provides coverage mostly to the richest segments of the population. These different regimes provide coverage to segments of the population with variable risk profiles and levels of income. The Government will build on this segmentation of the health insurance market and the equity, risk-sharing, and solidarity principles of the health insurance policy to ensure that all Rwandans have equitable access to health services of high quality, and the costs of illness of the poorest are shared by the wealthy among Rwandans. The Government will restructure the existing national risk pool fund of the CBHI scheme under the regime of law nº 62/2007 in order to adapt its mandate. The Government will ensure that the future national solidarity fund will play four major roles: (i) it will guarantee a minimum benefit package for all CBHI, including health care services provided at health centres, district hospitals and national referral hospitals; (ii) it will provide health insurance coverage through CBHI of the poorest and vulnerable groups; (iii) it will assist CBHI and district CBHI which went bankrupt due to various reasons other than mismanagement; and (iv) it will provide for technical assistance services for strengthening management capacities of CBHI and district CBHI. 19
20 The Government will improve the financial capacity of the national solidarity fund by instituting mandatory contributions from CBHI into the national solidarity fund proportional to contributions collected from their members, by strengthening transfer mechanisms from social health insurance schemes and private health insurance organizations, and by increasing government contributions. The Government will promote contributions from development partners to the national solidarity fund based on long-term commitment. The governance of the national solidarity fund will be restructured to ensure greater visibility and transparency in its financing and interventions. The National Federation of CBHI will become the fund holder of the national solidarity fund, but stakeholders contributing to its financing will be represented in its governing bodies. 6. Institutional Arrangements for Implementation 6.1. Governance Architecture The principle and values outlined in section 3 of this policy guide the establishment of the governance architecture of health insurance in Rwanda (see Annex 1). Equity, risk-sharing, and solidarity are promoted through the establishment of risk pools and mechanisms of subsidies. To ensure that the cost of illness of the sick is shared by the healthy, three levels of risk pool (Community, District and National) are established as per the Health Insurance Law of To ensure that the cost of illness of the poorest is also shared by the wealthy among Rwandans, the mechanism of tax based and donor funded subsidy as well as crosssubsidy from RAMA to the CBHI to fund the premium of the poorest segment of the population will be strengthened. The introduction of stratified contributions will also improve the progressivity and resource mobilization of the health insurance system. Ownership, empowerment and participation will be further promoted through the creation of a strong partnership between the State and Rwanda s Community Based Health Insurance (CBHI) and Social Health Insurances (RAMA and MMI). These organizations will manage the risk pools and ensure transparency and citizens voice. The Government of Rwanda s core functions in this partnership are to regulate the institutions providing health insurance and to subsidize the enrolment of the poor into health insurance mechanisms. Finally, to ensure Universality and Quality a national governance body for regulation, the Rwanda Health Insurance Council will be created to steward the system, monitor its outcomes and provide recommendations to Government and other key stakeholders on necessary policy changes including entitlements, packages of benefits, level of premium contributions, etc. Governance and role of institutional stakeholders Rwanda Health Insurance Council. Rwanda has managed to scale-up the coverage of health insurance to 85% of the population through health CBHI and a state-community partnership in a short time period. CBHI combined with RAMA and MMI cover 92% of the population in Rwanda. The insurance arrangement will be consolidated in the coming decade while preserving the strengths of the current system, particularly its state-community partnership nature and the decentralized arrangement and ownership of the CBHI schemes by the population. In that perspective, the Rwandan Health Insurance Council (RHIC) will be established to strengthen regulation, oversight of health insurance schemes, and ensure sustainability of the different schemes. The RHIC will be constituted by members from MOF, MLGSA, MOH, BNR, CBHI representatives, CSO representatives, MMI, RAMA, private health insurance companies, health providers and citizens representatives. RHIC will not be a fund holder. An executive office is set-up to provide technical and managerial support and carry-out the decisions of the RHIC. 20
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Scion Storm
Normally companies chill the first month of the year. It's not the case this year. it seems industry wide an initiative is out to start strong. This is good for all of us, I hate the boring months in MMO.
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subset: commoncrawl


text: Although an engineer by training I have always been an artist by nature. I find minerals and crystals to be some of the most beautiful objects in the physical world. Sharp and rough yet delicate and perfect, crystals are like a window to the soul of our Earth, possessing mysterious qualities millions of years in the making. My love of art is expressed through the creative use of materials and textures. And all of my paintings contain some form of crushed quartz or glass which has been embedded in transparent oil paints. Welcome to my fantasy mineral world! I would love to share with you how much I enjoy making these beautiful works of art, so please feel free to contact me! Visit my Facebook page: Jose Masis-OliverI am open to gallery representation in your area.


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Home > LAWREV > GGUELJ > Vol. 5 > Iss. 2 (2012)
Golden Gate University Environmental Law Journal
Article Title
A Wolf in Sheep's Clothing: The Plastics Industry's "Public Interest" Role in Legislation and Litigation of Plastic Bag Laws in California
In recent years, single-use plastic bag reduction ordinances have emerged as a lasting icon for the environmental movement. Despite fierce resistance from the plastics industry, premised primarily on the argument that such ordinances could potentially have harmful effects on the environment, the momentum to pass these ordinances remains strong. The plastics industry has spent millions lobbying against local ordinances and for statewide preemption of local ordinances, engaged in epic public relations campaigns, and sued or threatened to sue virtually every California municipality that has recently taken steps to adopt a plastic bag ordinance. Plastic bag manufacturers also sued a reusable bag manufacturer for "talking trash" about plastic bags. The seriousness with which the plastics industry is taking environmentalists' attempts to restrict plastic bags demonstrates that this is a "tipping point" issue for the plastics industry, and the battle is far from over.
Part II of this Article explores the idea of plastic bag ordinances as an icon for a greater movement. Part III discusses types of plastic bag ordinances and briefly examines the most notable locations that have pursued each type. Part IV discusses how the plastic bag industry has used CEQA to defeat and delay local plastic bag ordinances in California. Part V examines the Manhattan Beach decision in detail and discusses what effect the decision may have on similar ordinances going forward. The Article concludes by discussing the social climate when the court decided the Manhattan Beach case, including legislation introduced at state and local levels, mobilization of advocacy groups focusing on plastic pollution, and concurrent litigation.
Recommended Citation
Jennie R. Romer and Shanna Foley,
A Wolf in Sheep's Clothing: The Plastics Industry's "Public Interest" Role in Legislation and Litigation of Plastic Bag Laws in California, 5 Golden Gate U. Envtl. L.J.


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I'd been lying in bed like an invalid for months. Gone was my interest in writing and life beyond the couch, gone was my strength and my desire to see humans. Even though I hadn't vomited or bled or had any extra pain, I worried that on a basic level, I must not be cut out for what other women could handle. Psychologically, I was wrecked. I felt I was not enough: I was weak; I was less than. A couple weeks ago it got so bad that I called the depression hotline and set up a psychiatric evaluation. Something didn't feel right. Why was this baby taking such a toll on me? Yeah, they say the first trimester is hard, but nobody seemed to understand the level of negative emotion that had claimed me as its own. What didn't seem normal was the complete lack of control I felt over my own mind and body. Even my therapist, who has given birth twice, commented that my level of exhaustion seemed profuse. She wondered if I might have had the flu.
But today, all that changed in an instant.
We were at our 12-week ultrasound. My new doctor put the gel on my belly and moved the wand around. We saw a little fetus on the screen. It was much bigger and clearer than it had been three weeks ago.
"Have you guys had an ultrasound before?" she asked.
"Yes, we had a vaginal one at nine weeks," I said.
"Just to see the heartbeat?"
"Yeah. We saw the little embryo, but the picture wasn't very clear."
She slid the wand along my stomach and the picture changed. "Did you see both the babies?"
I looked at Kai, whose eyes were round as globes. "What?" we both said.
"You're having twins! You didn't know?"
We burst into loud, nervous laughter. "Are you serious?" he said. It felt like finding out we were pregnant all over again, but this time, more joyful. What were we going to do!? How did this happen? What was this world we were suddenly inhabiting?
"I'm terrified," I said, but I was laughing. It seemed like a hilarious joke the Universe was playing.
"Here's baby number two," the doctor said. On the screen we saw two distinct sacs with two distinct babies. "These are not identical twins. They each have their own placenta. You had two eggs and they both got fertilized," she said.
She lingered for a while on the front baby, who was doing flips, clearly visible. The doctor said she was 80% sure of its sex: most likely a girl. Then she moved to the baby in the back, who was lying in child's pose with his butt above his head. She couldn't tell the sex of that one. I think of him as a boy right now. We shall see. She played both heartbeats out loud, and they sounded so strong. She said they looked like two beautiful, healthy babies.
And I am a different person now. I'll tell you why.
I had been flogging myself nonstop for months. But suddenly, I stopped. The depression, the lack of motivation, the exhaustion, the out-of-control way I behaved when I thought the world was ending…it wasn't because I am weaker than everyone else! It wasn't because I am less-than! I hadn't lost myself! I WAS GROWING TWO BABIES AND TWO PLACENTAS! I was barraged with double the hormones, double the fatigue for good reason!
In fact, now that I know this, I can reclaim my true birthright as a superhuman! I may have been slow to work, joyless, and ill-feeling for a while, but even through those symptoms, I kept doing my yoga, kept walking, kept eating healthily, kept looking for solutions for my maladies. I felt like giving up a few times, even uttered "I want to die" a few times, but I never did.
And now that I know there are two babies in my belly, it feels right. I had felt so lonely, worrying what my stress would do to this one baby. Now I picture these two beautiful quarter-Japanese little humans bringing so much laughter and light into our home, being there for each other, really making us a family. I feel nothing but excitement.
For now, all my fear is gone. I can do this.


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Read more about:
The Baltic States – friendly, safe and relaxing.
Come and discover the three Baltic countries – Estonia, Latvia and Lithuania – prodigal sons that have returned to the European Community. They are often grouped together as the Baltic States, or Baltic Nations.
The Baltics are considered to be scarcely populated countries of nature, amber and medieval cities, many of them former members of the Hanseatic League. Although they each are small in territory and population, they have shown an incredible to hold on to their unique languages and cultures for several thousand years. After 50 years of Soviet occupation, the Baltic countries regained independence in 1991 and became EU members in May 2004.
In the course of history, political developments affected the countries differently, especially in the area of religion. Estonia and Latvia were conquered by German crusades. As a result, the two countries are mainly Lutheran. But in Lithuania, through a royal marriage arrangement with Poland, the population was converted to Roman Catholicism.
Each Baltic nation as its own culture, ethnography and traditions. And, of course, cuisine – though similar at the first glimpse the tastes differ from country to country.
Baltic destination broshures
The Baltic States The Baltic States –
A new Wellton Hotels brand in the historic centre of Riga – Wellton Riverside SPA Hotel
Currently, the hotel is under construction and it is planned that the first guests will be welcomed in the autumn of 2018.featured
Mazmežotne Manor
Manor - located on the hill of Lielupe river bank valley.featured
Dinner on the lake
Pop-up restaurant on one of the most scenic lakes in Latvia – lake Kāls.featured
Royal premises of the House of Blackheads
The House of Blackheads is one of the most magnificent buildings in Riga, preserving both the unique historic heritage of the legendary Brotherhood of Blackheads, and the history of Riga.featured
A design hotel Grand Poet born in the city's historic heart
A shimmering new landmark of warm hospitality, artfully designed spaces, and most comfortable accommodations is now accepting advance reservations.featured
Let's Discover Latvian Heritage!
Latvia is a land of hard-working and generous go-getters who respect the traditions of their ancestors and are still loyal to them nowadays.featured


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Their downsizing has meant allowing all the lovely vintage things from the house to go to new homes (sounds better than getting rid of doesn't it). I'm happy to say that one of the homes is mine! I scored these very pretty jugs, a lovely china trio (with a square plate... I love square plates!) and some gorgeous crocheted edging.
On the crafting front, I have made some progress on my sewing machine cover (no pictures yet) and spent some time cutting scraps into squares.
I have plans for another scrap quilt to raffle for Wolston House and decided to start sooner rather than later! Besides it's rainy and overcast today so I'm happy to be inside.


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Siss Roll Machine is used in different ways
Le 12 April 2017, 11:45 dans Humeurs • 0
Swiss Roll Machine has progressed to the point of abreast perfection. The best rollers in the industry are rolling the machine both ways. They will aeon erect first, but will abandoned aeon to about 50 percent to 75 percent of the best rolling pressures. Afresh they will do this in added increments. Next they will aeon the bat parallel, starting with the lower burden and rolling 20 to 25 revolutions. They will admission the pressures in 3 to 4 increments and echo the revolutions. They will abide this action until they ability the best burden for the bat. How This Works Composite bats are fabricated up of carbon cilia abstracts and appropriate resins. If new the bat is annealed and does not hit to its bankrupt in potential. Already the resins breach down amid the fibers of the carbon fibers the bat will accept a springboard or trampoline aftereffect to that area. This happens by itself over time if the bat hits the ball. Afterwards 500 to 1500 solid hits the bats will activate to hit to there best potential. Perpendicular Machines A erect bat rolling apparatus is a apparatus in which you admit the bat into the rollers at a 90 bulk bend to the machine. You afresh move the bat aback and forth, usually with a drive roller. You abbreviate the bat in increments, removing the bat anniversary time and alternating the butt and afresh reinserting it and applying the aforementioned pressure. You charge to aeon at atomic 8 credibility of the butt at anniversary increment, which agency you abolish the bat a minimum of 4 times and rotate. If you abbreviate at 4 accretion levels of compression you will accept readjusted 16 times. A erect apparatus will aeon your bats but you charge to be careful, as you can end up abrogation collapsed spots in the candied atom of the roll. If you are not traveling to aeon to abounding bats, afresh a erect apparatus will serve you fine. A alongside bat rolling apparatus is a apparatus that about has 2 or 3 rollers. The butt of the bat is placed in the apparatus alternating the aforementioned even as the rollers. You afresh afresh abbreviate at added increments and afresh circle the bat by a drive roller about 20 to 25 revolutions. You will not charge to abolish the bat if rolling parallel. The analysis to rolling abandoned alongside is that you are breaking in a beyond breadth of the bat at once. So what are the bat rollers saying? By rolling both agency you will get the best aeon on your bat and will not accept to anguish about asleep spots or breaking a too ample of an breadth in at a time. It is actual important that you accept a alongside apparatus that can aeon both ways. By accepting able to aeon both agency you will be able to aerate the breach in abeyant of you bats apprenticed and easily. A swiss aeon is fabricated from a aerated sponge. This compound uses a amber flavored blot and is abounding with a Chantilly cream. Absolutely decadent! Swiss Roll Machine : http://www.waifanfoodmachine.com/


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Keep It Or Ditch It? 5 Spring Cleaning Questions To Declutter Your Home
Are you getting ready for a traditional spring cleaning blitz? Now is the perfect time to declutter! Figuring out what to keep, what to toss, and what to put into self storage is tough whether you're spring cleaning or just clearing out the garage. How do you decide what to keep and what to get rid of? Here are a few questions from Storage Altona to help you make the tough calls.
When is the last time you actually used it?
Years ago when you bought that popcorn popper, you had visions of movie nights with your friends and family all around the living room. Since then, how many times has it actually come out of the cabinet? A common rule of thumb is that if you haven't used something for a year, you probably won't miss it. Ask yourself if the space it takes up wouldn't be better used some other way, even if just as breathing room. If so, it may be time to place it in Storage Altona, or to throw it out.
Do you even like it?
We all keep things around for reasons even we ourselves cannot comprehend. Maybe it was a gift from Aunt Sadie, maybe it was trendy three years ago. It could be something all your friends had but never quite caught on with you. It may seem like an obvious question, but when in doubt about throwing it, out ask yourself – do I even like this? If not, chuck it or store it in Storage Altona while you decide what to do with it.
Does it serve more than one purpose?
Let's go back for a moment to the example of the popcorn popper. That is definitely a single-purpose item with a job that can be done quite well by other multi-purpose items. A pan on the stovetop or even a microwave can make popcorn just fine while also being generally necessary and used for other things.
Is it worth fixing?
When you run across an item during your spring cleaning and find yourself saying, "oh yeah, that'd be fine if I just…" then the end of that sentence should be "throw it out." If you've kept a non-functioning item around for a prolonged period of time without repairing it, what are the chances that you'll ever get around to it? Is it worth the time, energy, and expense of fixing it? If so, great. If not, off to the bin.
What is it really worth to you?
Obviously the real value of things doesn't always boil down to their intrinsic financial worth. Sentimental value can be just as important, and some things you simply would never want to let go of. You have to look at some things and ask just HOW important they are to you. If there can be a financial criteria for keeping certain items, there should also be sentimental criteria. A box of sentimental keepsakes can quickly turn into a hoard of 200 concert t-shirts. What are they really worth to you?
There's nothing wrong with keeping things, for whatever reason, but if you've got an excuse to purge some of the clutter, now is a great time. Hopefully these questions will help you decide what can stay, and what has to go and if you need more space contact us for self storage Altona. What sort of criteria do you use when going through your stuff? Let us know!
Image credit: Vintage postcard via Blue Mountains Library, Flickr CC