For low-income populations, especially in Myanmar, private providers are the main source of medical care. Social franchising uses commercial franchising strategies to respond to the health needs of these communities. It builds on the existing private sector infrastructure and strengthens the capacity of private clinics, pharmacies, and community health workers to deliver quality services.
PSI is one of the largest providers of health products and services in Myanmar, in large part, due to its social franchising network of private healthcare providers. PSI/Myanmar’s Sun Quality network is comprised of Sun Quality Health (SQH), which serves urban and peri-urban areas, and Sun Primary Health (SPH), which serves rural regions. For providers, this model of healthcare offers trainings, subsidized products, quality assurance, common branding, and demand generation activities. For the people of Myanmar, it expands their choice of qualified providers who can address their most pressing health needs and are accessible in their communities.
By Christopher Purdy, Executive Vice President of DKT International. This originally appeared on The Broker blog.
If we want to increase jobs and reduce poverty, we must emphasize markets and the private sector, and include them in the post-2015 development discussion. Failure to engage the private sector in development is like trying to swim from New York to Amsterdam; you can do it but everyone else will have already arrived before you.
There is little doubt about the influence the private sector has on economies and societies. According to the Overseas Development Institute (ODI), the flow of foreign private investment into the developing world dwarfs official development assistance (ODA) by about 4 to 1, even in the aftermath of the global economic recession.
Like the public and NGO sectors, the private sector is far from perfect. And the underlying motive of generating profits does not always align well with humanitarian principles of development. However, there are an equal number of positive examples of how the private sector is helping to improve lives in the developing world. Indeed, broad development is severely impeded without active participation from a vibrant private sector. InterAction, the US consortium of international NGOs, echoed this sentiment in a 2011 policy paper which encouraged the US government and other donors to engage private sector actors not only in fundraising but also in the innovation and creativity that can promote better development.
By Christine Dugay, Development Analyst, and Pete Trolio, Director, Global Advisory and Analysis for Devex
There is considerable excitement regarding the role that corporations and their foundations are playing in global health. PSI and other prominent global health organizations are expecting this trend to continue and are counting on the private sector, particularly large multinational companies, to implement innovative and scalable health programs, establish new partnerships, and provide much-needed funding to catalyze sustainable change.
In order for organizations and individuals to engage with these companies, the global development community still requires a better understanding of exactly how multinationals are contributing to global health. The short and easy answer is that, in recent years, corporations have supported a wide range of initiatives across the global health value chain, from research and development to manufacturing and supply, and to direct delivery of products and services in various areas of the developing world.
A more detailed answer can be uncovered through an analysis of two major global industries, which are perhaps more involved in social development than any others: pharmaceuticals and oil. Here, Devex assesses the 2011 financial commitments, strategies and programs of three leading pharmaceutical companies – Pfizer, Merck and GlaxoSmithKline PLC – and three major oil companies – Exxon Mobil Corp.,Chevron and Royal Dutch Shell PLC – all of which are positioning themselves as private sector philanthropic leaders through social investment and global health spending.
Justine Greening was appointed the United Kingdom’s Secretary for International Development in September 2011 to advance the government’s value-for-money agenda. She spoke with Impact about the U.K.’s global health strategy and how the participation of the private sector is essential to deliver the plan in the post-MDG 2015 era.
Impact: The U.K. government’s global health strategy focuses on three key areas: global health security, international development and trade for better health. Why?
Justine Greening: The “Health is Global” strategy published in 2011 sets out the responsibilities which government departments (beyond the Department of Health) have for delivering health outcomes in the U.K. and internationally. The refreshed strategy shows clear outcomes for research, the management of pandemic flu, health in conflict situations and priorities for improving health in the poorest countries. This is helping departments to invest their efforts in more concrete goals with the greatest impact.
For DFID, this means investing in health programs and research to improve the lives of the very poorest people. For example, we have committed to providing an additional 24 million women access to family planning by 2020, averting 20 million unwanted pregnancies and saving the lives of 42,000 girls and women. And by investing in research and development and countries’ health systems, we are helping the poorest people get access to life-saving medicines.
David McGuire, President and CEO of The QED Group LLC, wrote a piece on Devex Impact last week about how the private sector was a critical but misused partner in development. Mr. McGuire talks about the “give us your money and we’ll do good things” attitude that a lot of NGOs have. Guilty as charged.
For a long time I saw PPPs as a way of getting a company to put in some money to kick in the USAID contribution, and not as a real partner. As I’ve started to work in the social enterprise sector, I’ve had to re-think and re-frame how I feel about business models being used to further development goals. That led to a rethink of my previous interactions with the private sector.
I have mixed feelings – I’m kicking myself for all the missed opportunities to engage the private sector in a meaningful way. I would never treat a donor or another partner like a check, so why would I treat a private sector partner that way? Mostly because I just assumed they didn’t actually “care” about the communities the way I did. I thought they just wanted to throw money at the problem so I could fix it and they could say they were making a difference. In retrospect, these partnerships might have produced a lot more if I’d taken a different approach to communicating with partners – language, process, and definitions of success can make or break successful partnerships between the private sector and NGO partners.
By Hsin-yi Lee, Intern, Strategic Partnership Unit
As the days draw closer to the upcoming Global Fund November Board Meeting, a lot is happening within and surrounding the global health body. The Global Fund will determine the specifics of a new funding model and decide the future for its Affordable Medicine Facility- malaria (AMFm) pilot program. Both decisions are very important and have led to spirited discussions regarding the future of the Global Fund.
The Center for Global Development recently launched the Global Fund Forum, in which they invited thinkers and practitioners to contribute posts on their views on the Global Fund reformation.
In the post by Swedish Ministry of Foreign Affairs, Ambassador Anders Nordstrom, he said the Global Fund should have had discussions on the allocations model after “some more serious work based on the new strategy defining the Global Funds strategic role in different country contexts.”
We are proud to share that the Tunza Family Health Network was recognized at the Health Market Innovation Awards as the 1st Runner-Up in the category of Most Innovative Health Market Innovation. The awards recognized the innovative spirit of health services throughout East Africa. “We want to give them an opportunity to share their insights on local healthcare realities, spotlight their success and salute their perseverance and continued improvement on these projects when no one was watching,” said IHPMR Chairman Dr. George Masafu.
Eligible programs were narrowed down and then scored by a panel of judges “omprised of members with many years of experience in the Healthcare sector cutting across the region in public and private sectors, policy formulations and with remarkable diverse academic qualiﬁcations.”
Here is a short summary of what the Tunza Family Health Network does, what it has accomplished to date and why it earned the special recognition.
The Tunza Family Health Network was launched in Kenya in 2008 to serve low income populations. The Tunza franchise promises friendly, quick and affordable services offered by qualiﬁed health providers. The franchise currently has a membership of 265 privately owned clinics in all of Kenyan’s eight provinces. The franchise activities are coordinated by PSI/Kenya as the franchisor.
While at at the World Economic Forum in Davos this week, PSI’s Kate Roberts took some time to make a pair of videos on topics that she believes to be important. In the first, she shares her vision of how public-private partnerships can bring about more effective change in the world. In the second video, Kate is inspired by the young leaders who are taking part in the Global Shapers program.
Check out the videos!
Key quote: “Use private sector strategies to build markets and to deliver healthcare and behavior change communications to those people who really need it the most”
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