1. REVERSING THE RESOURCE CURSE : THE ROLE OF PUBLIC PRIVATE PARTNERSHIPS Lessons from the AGA Malaria Program in Ghana A Presentation made by Sheila Khama During a Ford Foundation/ACET Collaborative Dialogue Held in Accra on August 26-29, 2013

2. PROGRAM GOALS 2 PHASE 1 To reduce infection rates and related disease burden by 50% by 2007 PHASE 2 To sustain the gains from Obuasi and scale up indoor residual spraying to 40 other districts by 2015

3. PROGRAM HISTORY 3 2004 AngloGold Ashanti plc commences the program in Obuasi 230 000 residents, Original seed capital of US$ 3m, 2006 Control Center Opens (H.E), 2007 death reduction rate of 50 %, 2008 GFATM invites AGA to partner, 2008 GFTAM receives US$130M to implement, 2011 the State grants tax exemption, ABOUT THE PROGRAM economics,

4. PROGRAM STRUCTURE DONOR: Global Fund STATE ORGANS National Malaria Control, Ministry of Health, Ghana Health Service, Obuasi Municipal Assembly, Environmental Protection Agency, IMPLEMENTOR: AGA plc. DEVELOPMENT PARTNERS UNDP WHO 4 Oversight Committee STATE ORGANS National Malaria Control, Ministry of Health, Ghana Health Service, Obuasi Municipal Assembly, Environmental Protection Agency, Noguchi Institute of Medical Research,

5. PROGRAM RESULTS 5 S 94% of structures in targeted sprayed, 15 district covered, 800 000 direct beneficiaries, 75% infection/ 90% cost reduction in company, 2yrs 6900 to 282 lost days, 7000 cases to less 1000 district hospital p.m. in 2010, 4000 champions trained, 800 employed half yearly, A1 Rating for implementation by GFATM,

6. PROGRAM IMPACTS SOCIO-ECONOMIC Improved quality of life, Increased productivity, Increased school attendance, Reduced child mortality, Increased direct benefits to community, Increased scientific know- how, Improved data management HEALTH Low medical bills, Lower burden on state institutions, Greater cost efficiency, Efficient service delivery, Availability of data for policy and planning, Model for replication, 6

7. LESSONS FOR RESOURSE CURSE DIALEMNA Options to the conventional model, Structure agreements to reflect dev. goals, Know investors strengths and capitalize, You do not have to do everything/facilitate, Combine fiscal receipts with direct community benefits, Seek out strategic partners, Capture value beyond the project, Alternative to lack of absorptive capacity, Have a sustainability game plan, 7

8. IMPORTANT QUESTIONS Program sustainability, Program Modeling, Leadership transition, Environmental effects, Socio-behavioral impacts, Protection/ownership of proprietary rights, 8

9. 9 DISCUSSSION