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MSH – GSMFEL - INRUD

Explore how private sector initiatives, like the Essential Medicines Franchise, can improve medicine access and use in Ghana. This case study highlights the impact on public health objectives, surveillance, and sustainability. The franchise model involves advocacy, training, branding, and procurement strategies to ensure customer loyalty and quality service delivery.

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MSH – GSMFEL - INRUD

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  1. Improving Access and Use of Medicines through Private Sector Initiatives: A case for an Essential Medicines Franchise in Ghana

  2. MSH – GSMFEL - INRUD • Presented By Kwesi E. Eghan • Co Authors • Marsden Andy • Staley Robert • Mensah Daniel • Idun John • Arhinful Kojo • Dodoo Alex • Ofori Adjei David MSH GSMFEL INRUD

  3. Background Demographics source: 2000 census data Population: 19 Million Population Density: 79.3 pers/sq.km Male: 49.5% Sex Female: 50.5% Locality Rural: 56.2 % Urban: 43.8% Growth Rate: 2.7% Economic Indicators GNI per capita $340 Inflation Rate 2003 23.6% Per Capita Health Spending $8 PHARMACIES 1028 CHEMICAL SELLER 7000 Ghana is a tropical country situated in the West Coast of Africa and located between latitudes 4 ˚ & 11˚ North of the equator Life Expectancy: 58 Maternal Mortality Rate: 214 HIV Prevalence: 3.8%

  4. Background and setting • Access to medicines in the rural and peri-urban Ghana is characterized by - Comparatively high price -Inadequate availability of essential medicine - poor quality of services • Almost 66%of Ghanaians visit the Licensed Chemical Seller ( LCS)

  5. CAREshop Franchise • A unique private- public sector initiative In Ghana to achieve public health objectives of improving access to medicines • First private drug outlet data source for improving public health surveillance in Ghana

  6. Study Question • Can we enhance the access to medicines and improve rational use of medicines by private sector initiatives? • Specifically, can the above objectives be achieved through an essential medicines franchise in a sub-Saharan African country with limited resources?

  7. Establish new structures Option 1 Health care Providers Add new function Option 2 Modify existing operations Improving access to medicine through a franchise Modify existing function Option 3 Establish new structures Option 4 Product Suppliers Add new function Option 5 Modify existing operations Modify existing function Option 6 Framework of Franchise Options* *number of options could potentially double as each franchisee could buy products exclusively or partially (fractionally) from the franshisor

  8. Improving Access to Medicines through Chemical Seller Franchises Advocacy Shop Remodeling & Branding Training Geographic Areas Selection of franchisee Agree on development approach Procurement & Distribution Identify and Secure Sources of Funding Supervision & Support Contractual Arrangement / Setting Up Franchisor 1 Identification Of Partners

  9. Phase 3 Phase 2 Pharmacies Phase 1 Pharmacies

  10. This is where a large graphic or chart can go.

  11. SUSTAINING COMPETITIVE ADVANTAGE • Improved Quality of Health Service Delivery Achieving through: CUSTOMER LOYALTY & BRAND DEVELOPMENT HEAD OFFICE DISTRIBUTION NETWORK SUPERVISORY VISIT TRAINING SUPPLIES

  12. Training Introduction to Franchising Business & Entrepreneurship Development Action Planning Drug Management Managing Simple Aliments

  13. Training: Use of Structured Questionnaires • to obtain information from patients and clients to manage diarrhoea, malaria, anaemia, worm infestation etc • identify conditions require referral to appropriate health professionals • understand the concepts of rational drug use

  14. Training : Use of structured Question • W-WHAM • What does it stand for? • W – who is the medicine for? • W – what are the symptoms? • H – how long have they had the symptoms? • A – action already taken including what medicines have been tried • M – medicines (including herbal remedies) being taken for other problems

  15. PROCUREMENT AND LOGISTICS • List of 214 products 174 generic has been agreed upon with LCS. • Drugs are negotiated for, at very competitive prices, thus enhancing the access to affordable drugs. • A consistent and reliable delivery/supply system to CAREshops has been implemented

  16. Procurement and Logistics • Sales per shop is 30-100USD per day • Franchisees pay for work gear, re-modelling of shop however they part pay for cost of modular training. • Franchisor obtains favorable trade terms with Manufacturers because of size of purchase

  17. Supervision • A productivity enhancement tool that captures issues on - Drug Management - Customer relations/services - Record Keeping This tool is being used to ensure that care shops deliver services in line with set standards

  18. Data collection • Data is collected on complaints and drug consumption. • Data collection in the shops have been kept to a minimum by designing and using a unique and easy to complete • Combined Patient - Cash Record Register.

  19. Intervention • An Essential Medicines Franchise network – branded as CAREshops was set up in the Volta Region as a pilot. • A Structured modular training programme was implemented for the accredited CAREshop Managers. This was over a 10 week period with 2 week breaks in between modules. • A group purchasing program and a logistically sound distribution network was established by GSMFEL CAREshop Franchisor • Regular monthly supervisory and mentoring visits were conducted with the CAREshop • Periodic impact assessment of programwas is undertaken through - Review of Records, - Drug Availability and Affordability surveys, - Mystery shopping and Field observations . .

  20. Outcome Measures • Based on the training needs assessment a Pre and post training knowledge assessment was conducted. • Data was collected on the availability of tracer drugs in CAREshops • Level of stocking and supply of insecticide treated nets– a key indicator in relation to contemporary initiatives in malaria control were and prevention in CAREshops were measured

  21. Most LCS had no formal training in Drug Supply Mgt, Business and Entrepreneurship and Managing Simple Ailments The number of LCS obtaining a 60% basic score before and after training was measured This tool will be reapplied in Oct 2004and Jan 2005 Results 1- Improvement in knowledge of CAREshop operators

  22. RESULT 2Tracer Drug Availability CAREshop Franchise

  23. RESULTS • Improvements( compared to 2002 SEAM Regional Baseline Assessment) • Availability of 15 tracer drugs (franchise to non franchise :70% to 83%) • Increase in knowledge level of franchised Chemical Sellers • Availability of ITN (franchise to non franchise : 3% to 7%

  24. Discussion • Measurable improvement in medicine supply & use by CAREshops( group purchasing and distribution system • Increase in knowledge & practice level of Franchise Chemical Sellers observed • Working with the private sector requires an understanding of the motivations of private sector providers These motivations include, but in most cases are not limited to • financial benefits • image enhancement • increased skill and competence leading to increased commitment to proper sale and supply of medicines

  25. Next Steps ….. • Conclude and Implement Access dimensions for evaluation • Evaluation to measure the CAREshop Program impact on * Quality of Dispensing (communication and counseling) * Quality of Stocked products * Appropriateness of Recommendations * Affordability and availability of essential medicines * Acceptability /satisfaction with the CAREshop outlets • Assess the enablers and constraints of the franchise program implementation Post intervention regional assessment planned for October 2004 and March 2005

  26. Challenges of the CAREshop Project • Communicating the concept of Franchising • Obtaining buy- in from all stakeholders • Supervision is seen sometimes as an intrusion by Franchisee • Ensuring financial sustainability through robust re-design and financial risk taking measures on the part of Franchisor.

  27. Conclusion • Private sector initiatives can improve access to medicines • Franchising of essential medicine suppliers provides opportunity for training, improvement in service delivery and cost of reduction in supply chain • Regular monitoring and an understanding of the motivation private sector providers is essential for success

  28. Research and Policy Implication • Can Models such as franchising be replicated in other setting • The arguments for expanded drug list for rural drug outlets can franchising be the solution • Franchise shops can be used for testing/piloting policy changes with drug outlets

  29. BRANDING Customer focused Affordable Reliable Efficient shop

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