Franchising to increase access and use of LTFP and...
Transcript of Franchising to increase access and use of LTFP and...
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Franchising to increase access Franchising to increase access and use of LTFP and SA in and use of LTFP and SA in
GhanaGhanaCynthia Eldridge, Global SF Manager, MSI
International Conference on FPKampala, Uganda
Tuesday November 17, 2009
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Amua, Kenya
ProFam, Benin
ProFam, Cameroon
NewStart, Lesotho
Blue Star, Ethiopia
Blue Star, Vietnam
20021994 1998 200620042000 20081996
GreenStar, Pakistan Janani, India
Well Family Midwife Clinic, Philippines
Suraj, MSS Pakistan
Blue Star, Ghana
Blue Star, Malawi
Blue Star, Philippines
Blue Star, Sierra Leone
Top Reseau, Madagascar
ProFam, Mali
Dushishoze Centres, Rwanda
New Start, S.Africa
New Start, Swaziland
PSI,Togo
New Start, Zimbabwe
SkyHealth Centers (WHP), India
SEWA/PSSN/Sangini, PSI, Nepal
Congo
PSI,Cambodia
PSI, Uganda
MSI Nicaragua
MSI Honduras
The global view of franchising
Smiling Sun Bangladesh
Source: Slide from Montagu and Montagu, D., et al. (2009) Clinical Social Franchising: An annual Compendium of Programs, 2009. San Francisco: The Global Health Group, Global Health Sciences, University of California San Francisco.
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CentersCenters
Centers
MSI Partner
Outreach
Outreach
OutreachOutreach
Outreach
Technical Support Programme Support
Strengthening Health Systems
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Implementing BlueStar
3. Supply Side: Training
Commodity Supply
1. Analyse market and
conduct research
2. Develop Brand, Services and Products. Charge Franchise Fee
4. Demand Side Activities:Branding
Local Demand Generation
5. Supervision and
Monitoring
Increasedaccess
and uptake of services
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A System of Quality for BlueStar 1
A. MSI Medical Development Team
• Set clinical standards for franchised services
• Conduct competency based training
• Conduct annual quality technical assistance
• Include 1-2 franchisees in global medical development team quality technical assistance
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A System of Quality for BlueStar 2
A. Medical Development Team
• Implement minor and major incident reporting system through Medical Advisory Team
B. Procurement and Logistics Team
• Ensure appropriate commodities and equipment
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Ghana Health ContextCountries Non-public
sectorBolivia (2003) 41%
Burkina Faso (2003) 46%Ethiopia (2005) 20%Ghana (2003) 56%
Kenya (2003) 45%
Malawi (2004) 33%Mali (2001) 45%
Mozambique (2003) 30%
Nigeria (2003) 72%Senegal (2005) 28%
Tanzania (2005) 31%
Uganda (2006) 64%Zambia (2002) 38%Zimbabwe (2006) 31%
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BlueStar Ghana
• Started April 2008• Greater Accra Region• Service delivery
channel for MSIG• 42 clinics, 26
pharmacies, 32 chemical sellers
• LAFP and SA services
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Ensuring quality of service delivery through BlueStar Ghana
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Continuity of Care through BlueStar Ghana
CHW CHW
Catchment
Area
MSIGCentre
Referra
ls
Outreach at Govt Clinic
CHW CHW
Outreach
Referrals
Referrals
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Lessons Learned
1. Evidence-based decision making is vital2. Pilot allows for “teething problems”3. Demand generation activities must be
strategic, start early and be local4. Franchise fees are part of the business
partnership model5. Integration with other MSI core delivery
mechanisms is essential
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SF MSI Team
Dr. Rehana Ahmed – Head of SF (L)Cynthia Eldridge – Global SF Manager (R)
Frank Francisco BlueStar
Philippines
Jamshaid Asghar
Suraj Pakistan
Manty TarawalliBlueStar Sierra
Leone
Senanu ArkutuBlueStar Ghana
Le Thi Kim YenBlueStar Viet Nam
Girma MinasnoteBlueStar Ethiopia
Felistas SibwezaBlueStar Malawi
Ranja RakotomahaninaBlueStar Madagascar
Ferdinand MosehAmua Kenya