SLIDE 1 Efficiency of the BlueStar Social Franchise network and prospect of investment in reproductive health private clinics in Viet Nam Marie Stopes.

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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

EFFICIENCY OF THE BLUESTAR SOCIAL FRANCHISE NETWORK AND PROSPECT OF INVESTMENT IN REPRODUCTIVE HEALTH PRIVATE CLINICS IN VIETNAM

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Content

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Viet Nam – Health Context1

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MSIVN overview

BlueStar Social Franchise Model – Highlights and Lowlights

Challenges

The way forward

EFFICIENCY OF THE BLUESTAR SOCIAL FRANCHISE NETWORK AND PROSPECT OF INVESTMENT IN REPRODUCTIVE HEALTH PRIVATE CLINICS IN VIETNAM

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Viet Nam – Health context 90 million people, 24.3 million women of RH age (27%); 40.9% under

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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

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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

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BlueStar Social Franchise Model

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

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

1. Develop financial sustainable social franchise model Cost sharing Cost reduction Government

contributions2. Central purchase of high

quality products at discounted price

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%

Objectives & key

achievements

1. Increase access 2. Improve service quality

3. Increase equitable access 4. Increase cost effectiveness

EFFICIENCY OF THE BLUESTAR SOCIAL FRANCHISE NETWORK AND PROSPECT OF INVESTMENT IN REPRODUCTIVE HEALTH PRIVATE CLINICS IN VIETNAM

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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

BlueStar Vietnam

EFFICIENCY OF THE BLUESTAR SOCIAL FRANCHISE NETWORK AND PROSPECT OF INVESTMENT IN REPRODUCTIVE HEALTH PRIVATE CLINICS IN VIETNAM

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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

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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 policiesBaseline

EFFICIENCY OF THE BLUESTAR SOCIAL FRANCHISE NETWORK AND PROSPECT OF INVESTMENT IN REPRODUCTIVE HEALTH PRIVATE CLINICS IN VIETNAM

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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

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Thank You

Marie Stopes International in Viet Nam

http://www.mariestopes.org.vn/

BlueStar Viet Nam

http://bluestar.org.vn/