The Role of the Private Sector and Social Franchising in UHC: A Case Study from Kenya Joyce Wanderi, PS Kenya September 18 th, 2015
A refresher: What is social franchising? Branding Training Standards Commodities
Approximately 43% of Kenyan’s rely on the private sector for FP (KDHS 2008) Private sector especially the lower levels that serve majority of Kenyans have varied quality Social franchising, organizes the private sector reducing variability in quality of care It also offers a way of scaling up successful solutions to meet a greater need Why social franchising?
Typical Profile of Tunza clinic 4 ~55% are in urban areas serving urban & peri-urban ~60% of facilities are small, outpatient only ~80% are run by a nurse and refer complicated cases
Text SIFPO support in Kenya Expanding competence of providers to include LARC – Implants and IUCDs Strengthening quality monitoring to ensure client safety and informed choice Increase in scale of the network to increase access points Addressing demand for services
Impact: Changes in IUCD & Implant Method Mix in Tunza -
Impact: Increase in the Scale of the Network
H TC/ HIV care & treatment Cervical cancer ANC, Skilled delivery, PNC One key lesson learned - Integrated Service Delivery
Challenges encountered…. Managing quality efficiently in the context of increased scale and scope Skills erosion through staff turnover Patient management – referrals and follow up systems due to lack of automated record keeping
The Future 1: Supporting Integrated Service Delivery and Evidence Based Decision Making ASSESS: undertaking quality assessments IMPROVE: provision of structured feedback PLAN: Work planning / scheduling of visits MONITOR: Monitoring performance of network providers over time
The Future 2: Navigating New Health Financing Towards Universal Health Coverage A maternal health focused savings card The expanding National Hospital Insurance Scheme An out- patient oriented micro insurance scheme
The Future 3: Coordination! Coordination! Coordination!
Thank you