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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