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Results of Brokering Regional PPPs-- more than just money
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Results of Brokering Regional PPPs-- more than just money


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  • Good afternoon, My name is Elizabeth Macgregor Skinner and I work with Abt Associates. Today I will be speaking to you about the Results of brokering regional PPPs and how it brings more than just money. I hope to provide examples of successful company engagement in ppps or alliances in health, highlight the opportunities and challenges of regional collaboration to address health problems that hinder social development
  • Point o this slide is to address the many terminologies and muddled issues around PPPs, Alliances and attempt to define it for this project: Classically, A PPP in health was often a health financing agreement that was commonly used to pay for health infrastructure. The Term PPP admittedly is very loosely applied in this presentation, as is the word ‘alliances’ What I hope to refer to are collaborations between resource partners to address health and development issues The area is a hot topic, ever evolving and mixed with motives from different partners – but the point in this case is, that interests align on an issue and action and resources are dedicated to addressing it.
  • To Achieve the outcomes, our approach focuses on four key areas: Engaging partners This includes identifying companies operating regionally that have an interest in public health Identifying partners that have resources to bring to activities Aligning the interest with USAID’s interest at the regional and Mission levels For example, in LAC, one of the most strategic issues for health business is in the area of Diabetes detection and treatment. Diabetes has not however, registered on the USAID list of priorities. USAID’s health interest areas are often those affecting the poorest of the poor in LAC. These populations are not often in the consumer base for companies – but they may be in their supply chain Forming the alliance Defining the roles and responsibilities of the partners Identifying the funding, goals and objectives of the alliance – alliances without these are random handshakes at best Developing and signing a Memorandum of Understanding Keeping the mission engaged in the process – challenging when you need to vet something with a COT as well as 2-3 Mission health staff in separate countries Developing Activities After coming to an agreement, we develop a scope of work and conduct a proposal solicitation to identify implementing partners. We then award a grant and coordinate the corporate partners’ contributions Given our lack of presence, we have often depended on Missions or implementing organizations to suggest approaches that can be funded. Advancing knowledge Along the way, we document lessons learned from a variety of levels: From the activity itself, From the investment partners in terms of the benefits or challenges from the alliance itself The process of building alliances
  • Last year, in order to gain feedback about our project and the process of alliance building with USAID, we gathered 25 corporate and USAID partners in a meeting in Washington. Our consultative meeting gave us this feedback about our project and partnering with USAID
  • --finding regional implementation partners has been a challenge…and so far, we have worked with different implementation partners in each country. Under the K-C alliance, we are going to try to identify a “regional” partner…that can support in multiple countries. be ready to define what we mean by higher pay-off
  • Pilot Approaches – Examples ICT for Health, medical diagnostics, integrate diabetes testing Resource direction Community Health among underserved populations Addressing neglected disease New Resources Requires open mindedness and creativity
  • Transcript

    • 1. Results of brokering regional PPPs – more than just money Elizabeth Macgregor-Skinner June 15, 2011
    • 2.
    • 3. The 4th Sector Health Project
      • Latin America and Caribbean
      • Leverage resources through PPPs
      • Increase corporate engagement in health
      • Build relationships with multinationals
    • 4. Why should companies partner?
      • Access health knowledge & technical expertise
      • Introduce new products/technologies
      • Strengthen stakeholder networks
      • Reduce financial burdens
      • M&E
      • Social responsibility
    • 5. Why regional partnerships?
      • USAID
        • Global & local Missions
        • Regional health priorities
        • Regional implementation partners
      • Companies
        • Define markets regionally
        • Regional management structures
        • Address global priorities
        • Speed expansion
    • 6. What partners bring
      • USAID
        • $$ Resources
        • Development expertise
        • Credibility
        • Partner networks
        • Convening ability
      • Companies
        • Skills, services, products
        • Access to markets
        • Technology
        • $$ Resources
        • Communication and marketing know-how
    • 7. Partnerships align interests Partnership Opportunity
    • 9. 4th Sector Health regional partnerships in >12 countries
    • 10. Improving Access to Clean and Safe Drinking Water During Emergencies
      • Goal: Reduce incidence of Diarrhea and child illness
      • Preposition clean drinking water for emergencies
      • P&G donations of PUR and reduced pricing; logistics
      • Nicaragua, Guatemala, Honduras
      Catholic Relief Services
    • 11. Improving nutrition and food security among coffee farmers in Latin America
      • Goal: Reduce under 5 malnutrition
      • Improve health, nutrition and livelihoods of populations in GMCR’s supply chain
      • GMCR interested in long-term sustainability of specialty coffee sources; contribute funding and know-how
      • Regional learning includes Bolivia and Guatemala
    • 12. Increasing health programming among RedeAmérica members
      • Goal: Increase corporate investment in health as part of grass-roots development
      • Strengthen program efforts of 70+ LAC corporations
      • Develop health framework to outline best practices
      • Create local ties to health partners
      • Monitor future investments
    • 13. Testing use of ICT tools for maternal & child health
      • Goal: Improve MCH through use of mobile technology
      • Track and manage pregnant women and newborns in Nicaragua
      • Infrastructure for mobile expansion to rural areas by Claro and Ericsson
      • Documenting cost/benefit and feasibility
      • Regional learning through LAC Open Source working group
    • 14. What we learned
      • Opportunities for regional engagement are in multinational’s interest
      • A broker is needed to navigate borders/interests
      • The regional model facilitates expansion
      • Funding relies on global and local decision makers
    • 15. Key challenges
      • Timeline to negotiate
      • Understanding multinational corporate structures
      • Aligning USAID priorities
      • Defining engagement at multiple levels
      • Finding regional implementation partners
    • 16. Opportunities beyond resources
      • Bring new resources to development and health
      • Pilot approaches for emerging health issues and new technologies
      • Target resources to critical but underfunded health priorities
      • Longer term partnerships with flexibility to meet health gaps
    • 17. How can we spur more PPPs in Health
      • Engagement & educate companies on health issues
      • Understand and accept corporate interests
      • Determine mutual interests and alliance value
      • Clear management plan
      • Learn and expand
      • Give PPPs visibility
    • 18. Thank You!