Global Health Transitions and Sustainable Solutions The Role of Partnerships: Proceedings of a Workshop (2019) / Chapter Skim
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4 Several Models for Sustainable Partnerships and Private-Sector Engagement
4 Several Models for Sustainable Partnerships and Private-Sector Engagement
Pages 49-72
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From page 49... ...
CATALYZING AND SCALING PROMISING SOCIAL ENTERPRISES Chris West of Sumerian Partners moderated a discussion with Liza Kimbo of LiveWell in Kenya and Caroline Bressan of Open Road Alliance on catalyzing and scaling promising health-sector social enterprises in LMICs. Kimbo gave an account of her journey from running a retail pharmacy chain to becoming the founder of a health enterprise and one of the largest chains of health clinics in Kenya.
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From page 50... ...
West then described the stages of development for these social enterprises: • Innovation stage: Concept developed but not implemented • Growth stage: Moved beyond concept, implemented and generat ing some level of revenue FIGURE 4-1 Issue focus in Africa. SOURCE: As presented by Chris West on June 14, 2018.
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From page 51... ...
. West shared four factors he believes are necessary for social enterprises to reach scale: an enabling policy environment, appropriate funding, business and technical skills support, and market linkages.
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From page 52... ...
Eventually, she joined another entrepreneur to collectively set up community drug shops in rural areas. This business model evolved into several franchised primary health care drug shops and ultimately expanded to primary health care clinics staffed initially with community health workers and finally with nurses.
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From page 53... ...
Much of its work is in sub-Saharan Africa. Open Road Alliance has data, she said, that identify the types of roadblocks social enterprises experience.1 Ultimately, the organization will develop a robust dataset that can predict what the top three roadblocks a health care social enterprise, for example, is likely to run into, what its roadblocks might be, and what solutions can be applied.
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From page 54... ...
On the issue, Chris West said that over the past 10 years of setting up and funding more than 150 social enterprises run by men and women, he has found no difference in the quality or competency of the organizations; however, women were significantly less funded than men. David Greeley with the American International Health Alliance asked Kimbo about how successful the USAID support of social franchising and social marketing programs has been.
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From page 55... ...
He feels it is on the global health community -- the public sector, donors, and investors -- to collect the data and better understand the market risks and potential. LEVERAGING CORE COMPETENCIES OF PRIVATE-SECTOR COMPANIES Simon Bland of the Joint United Nations Programme on HIV/AIDS (UNAIDS)
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From page 56... ...
NOTE: KEMRI = Kenya Medical Research Institute; KEMSA = Kenya Medical Supplies Authority; KMTC = Kenya Medical Training College; MOH = ministry of health; NACC = National AIDS Control Council; NQL = National Quality Control Laboratory; PPB = Pharmacy and Poisons Board; SAGA = semi-autonomous government agencies; UHC = universal health coverage. SOURCE: As presented by Nduku Kilonzo on June 14, 2018.
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From page 57... ...
Kilonzo then described several examples of how the ministry of health is engaging with the private sector. The ministry is currently engaged in a $1 billion medical equipment supplies PPP program that leverages the private sector for a variety of hospital items linked to product management and capacity building.
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From page 58... ...
A final point is: Is the global health community actually ready for a new system in which countries have transitioned to fully financing their full health systems? Philips's Journey to Primary Care in Kenya Providing an example of leveraging a private-sector company's competencies to support a country's health priorities, Kroezen presented P hilips's journey into primary care in Kenya.
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From page 59... ...
The company expects that the primary care model can develop into a large and profitable business for Philips over the coming years. In rolling out the CLC solution, Philips learned it needed different business models depending on the county, scope, and source of financ FIGURE 4-4 The Community Life Center value proposition for primary care.
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From page 60... ...
Philips developed this PPP model with Amref, the largest African-based health nongovernmental organization, and the government of Makueni County, 1 of the 47 counties in Kenya. This model seeks to improve the primary care system in a number of ways, including building community health units, aligning the port folio of services with the national standard, and upgrading facilities with the CLC solution.
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From page 61... ...
Partnerships to Address Harmful Alcohol Use Goldberg, Piquet, and Clark collectively presented a PPP model focused on addressing an underlying risk factor for NCDs -- harmful alcohol use. The partnership model presented was instigated as part of AB InBev's Global Smart Drinking Goals.
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From page 62... ...
A performance indicator used for this initiative is the percentage of alcohol consumed by people under 18 years old as measured by an annual survey independently conducted by HBSA, the leading measurement and evaluation partner of the Global Smart Drinking Goals program, that is supported by the AB InBev Foundation. Piquet also emphasized the success of the Global Smart Drinking Goals' road safety program, which, according to the government, has averted an estimated 144 deaths during the 16 months that the program has been running.
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From page 63... ...
He is often questioned, he said, about why a multinational oil company makes significant investments in health. xxonMobil's engagement in global health started in earnest with the E merger in 2000 of Exxon Corporation and Mobil Corporation, Jones recalled.
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From page 64... ...
Buford provides oversight and guidance to the company's Medicine and Occupational Health Department. Her department is tasked with providing health support wherever ExxonMobil is operating in the world.
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From page 65... ...
Most Africans have a mobile phone, Makai notes, and Safaricom is taking advantage of the extensive deployment of mobile phones to ensure that its subscribers have access to quality health care. It engages in a number of strategic partnerships with the Kenyan government to bring its technology solutions to the health issues the government is trying to address.
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From page 66... ...
Jones explained the foundation's strategy has shifted over time, and the current focus is primarily on health care infrastructure and capacity building in the areas where it is operating. Jones emphasized the fact that the foundation's support does not replace that of governments, agencies, or international health authorities.
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From page 67... ...
Following its approval, the minister of health set up an ICT department and, within the ICT department, a national e-health program management office charged with the day-to-day operations of the implementation. Since that time, the ministry of health, under the leadership of the minister, has set up the necessary governance structures called for in the national strategy.
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From page 68... ...
Business expertise about how to launch and maintain software is necessary in many digital health programs. However, many private-sector companies have been challenged trying to develop successful long-term business models for their engagement in digital health.
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From page 69... ...
The limited private-sector environment is not conducive to PPPs. Following Smith's remarks, Stanton described recent action within the donor community for digital health to support more sustainable solutions.
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From page 70... ...
Smith agreed and added that one of the big causes of handwringing in the digital health space has been the lack of an evidence base. There has been enormous excitement around the potential of these tools to improve health outcomes and to strengthen health systems, and next to that mountain of excitement, the actual evidence has looked a little bit like a molehill.
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From page 71... ...
Stanton commented that the global health community does not yet know what the role of the private sector will be in the next decade. As donors, there is a responsibility not to close any doors but to stay open to opportunities to achieve mutual goals through partnerships.
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