Communicating for Social Change

PS Kenya uses an evidence-based Social Behavior Change (SBC) approach that allows for a deeper understanding of the
underlying issues preventing a target group from adopting healthy behaviours.

STRENGTHENING LOCAL CAPACITY TO DELIVER BETTER HEALTH CARE

WHAT IS ‘SOCIAL FRANCHISING’?

Social Franchising applies commercial franchising strategies to the health sector to efficiently expand access to higher quality healthcare that is affordable to underserved communities. Social franchising works by creating a network of health care providers that are contractually obligated to deliver specified services in accordance with franchise standards under a common brand. Social franchising is a cost- effective way to improve access, quality and equity of health service delivery via the private sector. .

WHAT DOES SOCIAL FRANCHISING ADDRESS?

• Social Franchising addresses:
• Unmet need for greater access to quality, affordable health services
• An overburdened public health system, an under – regulated private sector
• Low participation of private sector in delivering preventive health care
• Lack of incentives for health providers to deliver quality health care
• Limited professional development opportunities for health care professionals particularly in the private sector
• Limited access to health financing mechanisms for private sector health system

HOW IS SOCIAL FRANCHISING SUCCESS MEASURED?

• Success is measured relative to the four globally accepted objectives of social franchising:
• Increased access to providers (scale) and services offered (scope)
• Improved quality standards
• Increased equity in serving all population segments
• Maximized cost – effectiveness

Success is also measured in terms of the role the social franchise plays in strengthening the total health system in a country.

HOW DO STAKEHOLDERS BENEFIT?

Clients: Benefit from increased access to high-quality services at affordable prices

Franchisees: (members of the network) benefit from increased clinic revenues that are generated through an expanding clientele; professional satisfaction (ability to improve their quality of care and increase client satisfaction); rewards (e.g. financial); enhanced reputation due to certification and bran affiliation; bulk purchasing rates, networking opportunities, insurance buy-in opportunities.

Franchisors: are able to achieve greater health impact by offering a range of services that respond to target audience needs at scale

Governments: benefit from improved national health indicators and a more organized and regulated private health sector.

Through Provider Behaviour Change (PBC), PS Kenya enhances the capacity of pharmacy providers to offer the right information, counselling and appropriate referrals..

Making Markets Work for Sara

Developing markets involves identifying market failures and determining the most appropriate interventions needed to improve demand and supply, as well as the enabling environment to result in an equitable and sustainable healthy market.

PS Kenya’s Market Development Approach

We view this approach as a process to better understand consumer needs and health markets to improve sustainable market performance with a vision towards universal health coverage (UHC). It involves identifying market failures and determining the most appropriate interventions needed to improve demand and supply as well as the enabling environment to result in an equitable and sustainable healthy market. PS Kenya uses the market development approach as an umbrella term that incorporates total market approach (TMA), markets for health (M4H), markets for the poor (M4P), market dynamics, market facilitation, market shaping, and market transformation.

What’s the Problem?

Market systems are not working effectively to equitably address the health needs of all potential consumers across all population segments in the market. Poor understanding of market failures limits the ability of our response to improve access to and use of high quality, affordable health services and products.

How does PSI use the market development approach?

There are four questions we seek to answer when using the market development approach:

1. Who is the market failing? We consider potential consumers (total NEED for a product or a service) and actual consumers (total USE of a product or service) in a market. We conduct robust equity analysis of this gap through the lenses of age, gender, geography, wealth quintile and risk behaviors to help determine who the market is failing among non-users as well as users.
2. How is the market failing? We conduct market mapping to identify the key players in the relevant health market, the functions they are or are not performing, and how the enabling environment influences their capacities and incentives to perform in terms of meeting demand and supply in the market. We also measure market performance in terms of health trends, quality of use of health products and services as well as the availability of quality, affordable products and services in the market.
3. Where do we work in the market? We determine this based on where PSI is best positioned to further the market performance and market development at scale and sustainably. We use this to design interventions to influence the incentives and/or capacities of relevant market players as well as create a conducive environment to improve overall market performance.
4. How will we get there? We determine the steps to achieve our interventions’ goal and the metrics that will track our progress in getting there. Most importantly, we conduct an exercise to determine ‘who does and who pays’ for the interventions today as well as for the future vision of the market, in order to ensure sustainability of the market beyond the life of the project.