Public Private Partnerships. the Western Pacific & Cambodia
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1 Public Private Partnerships Selected Experiences in the Western Pacific & Cambodia National Forum on Public Private Partnership in Health 7 November, 2012 Dr. Pieter JM van Maaren Representative, World Health Organization in Cambodia
2 PPP by categories, range of partnership & funding Source: Global Strategy for Women s and Children s Health, p.20
3 Objectives of Public Private Partnerships Developing a product e.g. International AIDS Vaccine Initiative. Distributing a donated dor subsidized dproduct e.g. initiatives to distribute leprosy medicines (WHO Novartis) Strengthening health services e.g. Eli Lilly WHO partnership pto address multi drug resistant TB
4 Other PPP examples Public sector programmes with private sector participation: p Roll Back Malaria, Safe Injection Global Network, and Stop TB Partnership GlobalAlliance for Vaccines and Immunization Legallyindependent public interest entities: Global Fund to Fight HIV/AIDS, TB and Malaria
5 PPP Health Experiences in the Western Pacific Public private mix in Tuberculosis Control Philippines Malaria Public Private Mix (PPM) for Malaria Diagnosis and Treatment in Lao PDR Health services contracting in Papua New Guinea under the Partnership Model (Churches & Faith Based Organizations) Cambodia: Policy direction, Regulation and licensing of public and private health care professionals, facilities & pharmaceutical outlets
6 Public Private Mix DOTS (PPMD) in Philippines: >10% additional TB cases detected & treated By 2009: > 200 PPMD units established and operational Over 7000 private physicians trained Through PPM approach 11% additional TB cases identified ifi d in areas implementing i PPM
7 PPM objectives for Malaria Diagnosis and Treatment in Lao PDR 1. Increasing access to diagnostics and treatment for the population, through private sector 2. Increasing quality of service in private sector, especially regarding adherence to treatment guidelines 3 Enhancing comprehensiveness of malaria case 3. Enhancing comprehensiveness of malaria case reporting & data, by including private sector
8 Malaria Diagnosis in public & private sectors Private sector (PPM): Percentage of blood testing for P blic Sector P t f bl d t ti malaria (P. f), 4 provinces, 8 pilot dustricts, Sep Aug 2010 (N=28888) n=25489, 88% n=3399, 12% Positive Negative Public Sector: Percentage of blood testing for malaria (P. f), 4 provinces, 8 dustricts, Sep Aug 2010 (N=932982) n= % n= 14588, 16% Positive Negative
9 PNG Health Partnership Model 9
10 PNG Health Partnership principles 1. NDoH is a steward of the unified system. 2. Health Partners: NGOs, churches, international NGOs, industry groups and the private sector 3. Government policy sets principles for partnership arrangements 4. Guidelines for contracting the provision of services (outputs) both for for profit and non profit organizations 5. Consistency with the national health plan & no duplication 6. Capacity and accountability, focus on quality 7. Contribution to universal access, equity and sustainability 8. Priority on the needs of vulnerable groups 10
11 PPP in the Health Strategic Plan Promote effective public and private partnerships in service provision based on policy, regulation, legislations, and technical standards through: Use of contracting and Special Operating Agency (SOA) Development and implementation of an accreditation system Strengthening joint planning between public and private sectors and coordinated dhis and surveillance reporting Reinforcing implementation of health laws and regulations
12 Regulation of Health Professional Education in Cambodia: Example of mutual advantage National Exam:dialogue through national committee, clear National Exam: dialogue through national committee, clear standards for graduates, capacity building opportunities through preparation of written and clinical exam
13 Lessons Learned for Public/Private Partnerships Importance of working to mutual advantage Need opportunities for strategic dialogue to create joint understanding, d such as this PPP Health lhforum Overlap between public and private creates conflicts of interest tand silences dialogue Few formal representative bodies of private sector which makes dialogue difficult Policy imperative for management of PPP to ensure Universal Coverage, Universal Accessand Quality Services
14 Future for PPP in Cambodia: Cambodia Mid Term Review HSP AchieveUniversal CoverageandPrimaryHealthand Careservice through a pluralistic health system Strengthen regulatory frameworks for private & public providers (e.g. registering and accreditation of clinics, laboratories, hospitals and practitioners) Strengthen regulatory frameworks for private income within the public sector (e.g. user fees & financial incentives) Reduce out of pocket and catastrophic health expenditure through social health protection mechanisms
15 Cambodia Mid Term Review HSP (continued) Capacity development for contracting in SOAs, Public Administrative Enterprises and the evolution of new Social Health Insurance institutions Strengthen joint planning between public and private sectors andcoordinated surveillance andhis Developand reinforce implementation of public health laws and regulations Develop policy for private / public research agenda
16 Cambodia sub TWGH for PPP/ IHP+: progress and plans Regular meetings with presentations tti to increase understanding di about private sector engagement: Malaria, TB, Health Professional Councils Health Forum for further understanding: learning from international experience Dialogue and information sharing also at Pro TWGH level; next stage reporting Disseminate Government policy and existing regulation Needs to expand membership to the for profit private sector 16
17 PPP Health Forum: Seeking Public/Private i Mutual ladvantage Investment in mutual dialogue for achieving Universal Coverage for the Cambodian Health Service Share implementation experience and plans; nationally and regionally Disseminate e government e policy, strategy egyand regulation Learn from private sector: creating demand; environment needed for quality service provision Mutual capacity building gains: training, information, communication structures
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