Präsentation zum Thema: "Greenstar Social Marketing Pakistan"— Präsentation transkript:
1Greenstar Social Marketing Pakistan Andrea Godon – Senior Project Manager KfW EntwicklungsbankAugust 25/ , Bonn
2Country Health Portrait: Pakistan General indicatorsHealth financingPopulation 180 millionPeople living in poverty: ~30%Fertility rate: 3.3 (India 2.6, Bangladesh 2.2)Contraceptive prevalence: 33% (India 47%, Bangladesh 52%)Unmet need: 25%Maternal Mortality Rate (per 100,000 live births): 260 (India: 200, Bangladesh: 240) in Balochistan: 785Infant Mortality Rate (per 1,000): 59 (India: 47, Bangladesh: 37)Public Health Expenditure/BIP: 0.4% (India & Bangladesh 0.9%)Private Health Expenditure/BIP: 1.8% (India 4.1%, Bangladesh 2.2%) 98% Out-of-pocket payments80% of population consults private health care facilities
3Greenstar Social Marketing, Pakistan History and missionFounded in 1991 as a local NGO and subsidiary of PSI (Population Services International)Mission: improving the quality of life among low-income people throughout Pakistan by increasing access to and use of health products, services, and information through social franchising and social marketingServices DataSocial FranchisingEquityQualityCenterofExcellenceAccessStandardsTraining & CMEsSupportive SupervisionSupplies and MarketingFranchisee(Private practitioner)Franchisor (Greenstar)
4German Financial Cooperation Projects with Greenstar Objectives & Components Reproductive Health, Phase I ( )Rural Family Planning, Phase II ( )Mother & Child Health Program FATA (2010 – 2014)RegionKhyber PakhtunkhwaKhyber Pakhtunkhwa, Azad Jammu & Kashmir, Gilgit- Baltistan, Northern PunjabFATA (Federally Administered Tribal Areas)ObjectivesImproved quality, access, availability, affordability and utilization of quality RH and MCHCostsEUR 6 MioEUR 12 MioEUR 750,000ComponentsStrengthening and expanding the social franchise networkTraining of Greenstar providers at all levelsSupply and distribution of the products of reproductive healthDevelopment and monitoring of BCCDesign and implementation of a voucher schemeTraining government and private sector medical providers on MCHTraining Traditional Birth AttendantsStrengthening the health system by refurbishing Lady Health Workers’ Health Houses and Government MCH CentresEstablishing a Toll Free HelplineSollen Phase I und II in einen Kasten?Flood Relief MeasuresExtension to rural areasEstablishment of MCH clinic at Afghan Refugee Camp in Islamabad
5Salient Results Reproductive Health, Phase I (2008-2011) Rural Family Planning, Phase II ( )Mother & Child Health Program (2010 – 2013)Completed end of 2011OngoingOngoingReproductive Health1.5 million CYP achieved>600,000 beneficiaries>700 private medical advisors trainedVoucher Scheme4000 vouchers sold, redeemedFlood Relief ActivitiesFree distribution of bed-nets, clean delivery kits, domestic water cleaning sachets/tablets, nutritional products1 million CYP achieved>50,000 beneficiaries496 private medical advisors trained1 Afghan refugee clinic and 26 rural clinics established 8 Mobile Service Units functioning220 medical providers trained on MCH368 TBAs oriented on safe birthing techniques100 health houses re-furbished20 MCH centers upgraded1 toll free help line functionalSollen Phase I und II in einen Kasten?Moving to new and difficult geographic areasEnhanced liaison with other partners
6Challenges Challenges Franchise System Socio-Cultural Challenges Providers‘ compliance with quality standardsPrice control mechanismsManagement of a rapidly growing networkCommodity securitySocial taboosChallengesInstitutional ChallengesStrong dependence on donor support Cost coverage rate of only 25%Cooperation with the ministries No capacities for directing, monitoring or evaluationPolitical Challenges
7Lessons Learnt/Conclusion 1. Behaviour Change Communication is a key component for success2. Cost efficiency SustainabilityAccess for low-income groups3. building strong and lasting bonds with the public sector is of high priority4. very rapid scale-up of providers creates difficulties in monitoring the outlets and managing incoming information5. Monitoring quality is of paramount importance6. Further evaluation of the program’s impact on access and equity neededOpportunities to expand as private sector continues growingSocial franchising well-suiting approach to expand and improve reproductive health servicesSocial franchising provides a mechanism for expanding access to high quality reproductive health services
9Inhalt 1 Country Health Portrait 2 Portrait of the NGO Greenstar 3 Greenstars Work4KfW: FC in the Pakistani Health Sector?
10Greenstar Social Marketing (Guarantee) Limited History and missionFounded in 1991 as a local NGO and subsidiary of PSI (Population Services International)Mission: improving the quality of life among low-income people throughout Pakistan by increasing access to and use of health products, services, and informationSocial FranchisingSocial MarketingIn: 96 Pakistani districtsAim: distribution of its more than 20 health care and family planning productsWith: 65 physicians, 7,000 clinics and other health facilities, 42 medical detailers and 75,000 retail outlets also: community-based distribtionContribution: Standards, Trainings&CMEs, Supportive Supervision, Supplies and MarketingIn: 107 Pakistani districtsAim: promoting its health care and family planning productsWith: 24,000 drug stores and pharmacies, 33 medical detailers, 51,000 retail outletsKönnen wir irgendwoher greenstars Logo bekommen?