There is a wide range of ways to ch

There is a wide range of ways to change the organizational incentive regime of health
services. In many Latin American countries, including Argentina and Brazil, decentralization
has led to a shift in decision-making control and often revenue rights and responsibilities
from central to lower levels of government. The devolution of central control to provinces
in Sri Lanka is another form of decentralization. The creation of semi-autonomous hospitals
in Indonesia shifted decision-making and control even further down the line to the
level of facilities. In Hungary, during the early 1990s, general practitioners were transformed
from civil servants into semi-autonomous practitioners on contract with local governments
and the newly created National Health Insurance Fund.

結果 (繁體中文) 2:

有各種各樣的方法來改變的健康的組織激勵機制
服務。在許多拉丁美洲國家，包括阿根廷和巴西，分權
導致了決策的控制和經常收益的權利和責任的轉變
，從中央到下級政府。中央控制各省下放
斯里蘭卡是權力下放的另一種形式。半自治醫院的創建
在印度尼西亞轉移的決策和控制，甚至進一步向下行至
設施水平。在匈牙利，在90年代初，全科醫生轉化
，從公務員到半自治的實踐者與當地政府合同
和新成立的國家醫療保險基金。

結果 (繁體中文) 3:

有一個廣泛的方法來改變組織激勵制度的健康服務。在許多拉丁美洲國家，包括阿根廷和巴西，權力下放導致了決策控制的轉變，往往從中央到下一級政府的收入權利和責任。中央控制的省份
下放在斯里蘭卡是另一種形式的權力下放。印尼半自治區醫院的創建，將決策和控制的進一步下降到設施的水准。在匈牙利，90年代初，全科醫生從公務員到半自治的從業人員與地方政府的契约和新成立的國家健康保險基金。