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Country Ownership of Health A Private Sector View Krista Thompson VP/GM, Global Health, BD. Legal Entities Plant locations Corporate Office. About BD. (Becton, Dickinson & Co). Medical technology company $7.5B 29,000 employees Four Areas of Focus Reducing the spread of infection - PowerPoint PPT Presentation
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Helping all peoplelive healthy lives
Country Ownership of Health A Private Sector View
Krista Thompson VP/GM, Global Health, BD
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About BD
Legal EntitiesPlant locationsCorporate Office
(Becton, Dickinson & Co)
Medical technology company
• $7.5B
• 29,000 employees
Four Areas of Focus
1. Reducing the spread of infection
2. Advancing global health
3. Enhancing therapy
4. Improving disease management
Products relevant to HIV/AIDS
AD Immunization Syringes Blood Collection CD4 Testing TB Diagnostics
3
Private Sector View of Country OwnershipPresentation Outline
1. Why country ownership is important to the private sector1. Why country ownership is important to the private sector
2. What BD has learned from health systems strengthening efforts2. What BD has learned from health systems strengthening efforts
3. How to leverage private sector competencies to build capacity3. How to leverage private sector competencies to build capacity
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Why does the private sector care about health?
Healthy Economy
Healthy Workforce
Market Development
Healthy Community
Healthy Economy
Needed to develop markets
Healthy Community
Creates a better economy
Healthy Workforce
More productive workforce
For Healthcare companies (like BD)
Functioning Health Systems
Needed for healthcare markets
Specifically large multinational corporations
5
Representing the Private Sector
Employee Program
Community HealthcareStrengthening Healthcare Systems
Financial and Project Management Support
Random sampling of just a few companies working in this area
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Country ownership through the private sector lensSome common themes
Critical to sustainability of collective efforts
Define country ownership at the right level Too high—nothing will move forward
Too fragmented—not replicable or sustainable
Attract and build more in-country resources
Needed for effective utilization of resources Must have integrated processes within countries
Define performance metrics at country level for common benchmarks
Help eliminate waste
Not just about what countries should do to take ownership What are we doing to encourage/inhibit effective country ownership?
We need to care about the communities in which we work
“If we define country ownership such that the government serves as the steward for the health of its citizens, we have a chance at success.”
Stefaan VanderBorght, Heineken
“Engagement from associates on the ground is a crucial first step.”
David Pitts, Standard Bank
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Private Sector View of Country OwnershipPresentation Outline
1. Why country ownership is important to the private sector1. Why country ownership is important to the private sector
2. What BD has learned from health systems strengthening efforts2. What BD has learned from health systems strengthening efforts
3. How to leverage private sector competencies in capacity building3. How to leverage private sector competencies in capacity building
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Strengthening Laboratory Systems
DevelopHuman resources
Build Alliances to Develop Local Capacity &
Ownership
Network Laboratories
Ensure Quality
Improve Infrastructure & Maintain it
Introduce New Technology
Develop Leaders
Plan Strategically
Fundamental Building Blocks
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BD/PEPFAR Public Private PartnershipsBuilding capacity in support of ARV programs
Laboratory Strengthening 2007 $18MM over 5 years
ICN Wellness Centers 2008 $1.25MM
Safer Blood Collection 2009 Train up to 10,000 healthcare workers
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Laboratory Strengthening Program
Goals
1. Support country-specific programs to develop laboratory systems and quality improvement strategies
2. Improve the quality of laboratory diagnostics through health personnel training
3. Implement quality control and assurance guidelines
4. Strengthen TB reference sites
5. Improve access to TB diagnostics
Original Framework of MOU
Country Operational PlanMinistry of Health
BDCDCMOH Other
MOA
Work plan
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Laboratory Strengthening Program
Technical Assistance
Process Improvement
Resource Utilization
Strategic Facilitation
Training Classroom and Field
Trainer Mentorship
Quality Management
Specimen Referral
Curriculum Development
Leadership Development
Planning Meeting Facilitation
Project Management
Evolution of activities and outcomes
MozambiqueUganda South Africa Cote d’Ivorie Ethiopia
Implementation Phase Initiation Phase Planning Phase
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ChallengesExecution a bit harder than it looks on the slide
Country Operational PlanMinistry of Health
BDCDCMOH Other
MOA
Work plan
Prioritizing capacity building in the face of short-term crises
Defining what needs to be done and alignment
Getting commitments
Coordinating multiple stakeholder efforts
Keeping commitments
Funding restrictions—due to multiple processes
Per-diem system prevents reaching the “right people”
Budgeting for implementation following successful pilots
Embracing institutional change
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Safer Blood Collection
Started by focusing on one country – Kenya
Launched in June 2010 – pilot training in eight facilities
Post training assessments showed significant improvement
Implementation planning, surveillance, training reinforcement, best practice model development all underway
Country ownership off to a good start
“The MOPHS recognizes the need for partnerships between the private, development partner and the government to achieve its goal of providing quality health services”
“…acknowledge with gratitude the role BD has been playing for the successful implementation of the Kenya Safe Phlebotomy Project”
Improving safety for HCW and patients
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Private Sector View of Country OwnershipPresentation Outline
1. Why country ownership is important to the private sector1. Why country ownership is important to the private sector
2. What BD has learned from health systems strengthening efforts2. What BD has learned from health systems strengthening efforts
3. How to leverage private sector competencies to build capacity3. How to leverage private sector competencies to build capacity
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Private Sector Competencies
Management and Leadership Development
Project Management
Budget Oversight and Financial Management
Governance
Procurement Systems
Human Resources
Communications
Capabilities that may be needed for effective country ownership
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Engaging the private sector in capacity buildingPoints for all parties to consider
INCENTIVES
Demonstrate corporate social responsibility and global citizenship
Boost workforce productivity, morale and attract better employees
Invest in capacity and establish long-term business presence in developing markets
In a global economy, strengthen links with wider range of overseas partners and collaborators
DISINCENTIVES
Need for “quick wins” to overcome skepticism on both sides
Reputational risk of failed programs
Challenging to measure success
Transition to and sustainability of local ownership for program efforts
SUMMARY
Country ownership of health is critical, but is certainly not a one-sided problem
The private sector has 1) an economic and human interest; 2) the needed competencies; and 3) the willingness to participate in building the capacity to make effective country ownership a reality
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Thank You