Yen Le Kim, MSI Vietnam - Social Franchising for Health
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Transcript Yen Le Kim, MSI Vietnam - Social Franchising for Health
Efficiency of the BlueStar Social Franchise
network and prospect of investment in
reproductive health private clinics in Viet Nam
Marie Stopes International in Viet Nam
Cebu, Oct 22-24, 2014, Cebu, Philippines
SLIDE 1
Content
1
Viet Nam – Health Context
2
MSIVN overview
3
BlueStar Social Franchise
Model – Highlights and Lowlights
4
Challenges
5
The way forward
EFFICIENCY OF THE BLUESTAR SOCIAL FRANCHISE NETWORK AND PROSPECT OF INVESTMENT IN REPRODUCTIVE
HEALTH PRIVATE CLINICS IN VIETNAM
SLIDE 2
Viet Nam – Health context
90 million people, 24.3 million women of RH age (27%); 40.9% under
25
Health Insurance coverage: 65% (2013). FP is not covered.
CPR modern method 76.2% amongst married women. High unmet
need for modern contraceptives amongst youth under 24
High abortion rate (average 2.5-2.8 per woman/lifetime). Around 30%
amongst young women under 20.
Rapid growth of private health sector: >35,000 private
clinics/hospitals serving about 48 million client visits per year
(JAHR-2012) accounting for 32% of the health service market.
Private sector contributes only 14% of FP services (USAID 2010)
Sources: Population Changes and Family Planning Survey 2012; Joint Annual Health Review 2013; *Goodkind D, Abortion
rate in Vietnam: Measurements, puzzles and concerns
EFFICIENCY OF THE BLUESTAR SOCIAL FRANCHISE NETWORK AND PROSPECT OF INVESTMENT IN REPRODUCTIVE
HEALTH PRIVATE CLINICS IN VIETNAM
SLIDE 3
BlueStar Social Franchise Model
Organization: Marie Stopes International
in Vietnam
Year of beginning: 2008
Network of 300 SFs. First tier: 150
Ob/Gyn, 70 GPs; Second tier: 80 Midwives
Franchised services: FP and safe
abortion, Essential RH services as add-on
Locations: Urban/peri-urban areas
Target clients: low income women
Key support: standardization,
training/certifying & accreditation; quality
control; brand promotion/demand
generation; SRH commodities supply;
linkage with public health sector for
support.
EFFICIENCY OF THE BLUESTAR SOCIAL FRANCHISE NETWORK AND PROSPECT OF INVESTMENT IN REPRODUCTIVE
HEALTH PRIVATE CLINICS IN VIETNAM
SLIDE 4
BlueStar Social Franchise Model
1. Increase access
2. Improve service quality
1. Served more than 4.1 million
client visits between 2008 –
2014
2. Provided FP services to
more than 1.3 million clients
3. Offered CAC to 660,000
clients
3. Increase equitable access
1.
950 mobile trips targeting at low
income women
2.
Offered free essential RH/FP
services to about 160,000 factory
workers
3.
Introduced 5 Voucher schemes,
serving 63,000 MA and IUD clients
Objectives
& key
achieveme
nts
1.
More than 2500 service providers
trained and certified on various RH/FP
services; 1,500 participants attended
advanced clinical seminar via BlueStar
club
2.
External QTA scores increased from
76% in 2011 to 85% in 2013. Infection
prevention increased from 45% to 88%
3.
Client satisfaction: 75% to 93%
4. Increase cost effectiveness
1.
2.
Develop financial sustainable
social franchise model
Cost sharing
Cost reduction
Government contributions
Central purchase of high
quality products at discounted
price
EFFICIENCY OF THE BLUESTAR SOCIAL FRANCHISE NETWORK AND PROSPECT OF INVESTMENT IN REPRODUCTIVE
HEALTH PRIVATE CLINICS IN VIETNAM
SLIDE 5
BlueStar Vietnam
Strengths:
Low cost per CYP: less than
USD2/CYP compared to MSI average
of USD7/CYP
Good productivity: over 120
CYPs/franchisee/month compared to
MSI global average of 110
Quality improvement:
From under QTA 50 baseline to
over QTA 90
CS score: from 86% to 95%
Reaching under 25 year old youth
(30% of client visits in 2013)
Strong professional network –
BlueStar club
EFFICIENCY OF THE BLUESTAR SOCIAL FRANCHISE NETWORK AND PROSPECT OF INVESTMENT IN REPRODUCTIVE
HEALTH PRIVATE CLINICS IN VIETNAM
SLIDE 6
BlueStar Vietnam
Why is the BlueStar Vietnam
model efficient?
Strong focus on sustainability
at the core of our strategy
Government contributions
Quality control: joint
monitoring and evaluation
with the government
Social marketing sales
Increasing cost-sharing
approach with franchisees
EFFICIENCY OF THE BLUESTAR SOCIAL FRANCHISE NETWORK AND PROSPECT OF INVESTMENT IN REPRODUCTIVE
HEALTH PRIVATE CLINICS IN VIETNAM
SLIDE 7
Challenges
Sustaining private sector social
franchising model beyond donor
funding is a big challenge.
Provider behavior change: from
willingness to participate in
BlueStar – willingness to invest
in BlueStar. Takes time.
Post abortion family planning:
Providers’ behaviour change (it
may influence incomes?)
Government policies
Baseline
EFFICIENCY OF THE BLUESTAR SOCIAL FRANCHISE NETWORK AND PROSPECT OF INVESTMENT IN REPRODUCTIVE
HEALTH PRIVATE CLINICS IN VIETNAM
SLIDE 8
Lesson learnt and the way
forward
Our response will no longer be general; but targeted
Sustain the quality control intervention
Diversify the services/products provided at BlueStar
network
Financial sustainability of BlueStar model through:
Cost reduction and cost sharing
Diversify/generate income sources: membership
fees, SMPs
Advocate for policy change to extend the scope of
services for 2nd tier providers - midwives
EFFICIENCY OF THE BLUESTAR SOCIAL FRANCHISE NETWORK AND PROSPECT OF INVESTMENT IN REPRODUCTIVE
HEALTH PRIVATE CLINICS IN VIETNAM
SLIDE 9
Thank You
Marie Stopes International in Viet Nam
http://www.mariestopes.org.vn/
BlueStar Viet Nam
http://bluestar.org.vn/
EFFICIENCY OF THE BLUESTAR SOCIAL FRANCHISE NETWORK AND PROSPECT OF INVESTMENT IN REPRODUCTIVE
HEALTH PRIVATE CLINICS IN VIETNAM
SLIDE 10