The Zuellig Family Foundation: A Strategic Philanthropic Approach to Integrated Care

摘要: In 2008, the Zuellig Family Foundation (ZFF) was established with aim of improving health rural poor in hard-to-reach areas Philippines. At that time, Filipino lacked basic medical care, let alone integrated care. Statistics from 2008 underscored conditions poor: 40% Filipinos went through life without ever seeing a doctor. UNDP Philippines reported Maternal Mortality Ratio (MMR) had stalled after reaching 162 2006, making it unlikely to reach Millennium Development Goal (MDG) target 52. UNICEF estimated 11 women died every day complications childbirth, and these deaths were mainly little or no education. These dire not helped by decentralized system, which put community hands politically elected mayors, local officials frontline workers. Struck grim statistics, ZFF decided make MMR focus its efforts improve communities. The developed programs reduce maternal mortality according MDG5 targets, tracked progress toward them. Drawing on Pharma’s experience strengths creating distribution networks, set up network centers services for child health. served as nodes, connecting different social surrounding focal point also springboard poor. Care infants children followed naturally, did other including disaster relief resilience-building. connections created beyond integration To support this structural integration, tapped management expertise create Health Leadership Governance Program brought together offices officers charge health: leaders providers. program focused training providers work collaboratively outcomes. provided Change Program, roadmap change clearly indicated steps be taken From 2013, dramatic reductions municipalities where worked. first cohort fell 167 42, second 193 55 third 141 41. As result success, Department approached 2013 begin public–private partnership scale 94 609. scheduled run 2016 would include geographically isolated even poorer populations. accepted challenge embarked an expansion academic partners funding agencies such USAID. 2014 annual report, worked 525 partner 26 million Filipinos. evaluate impact further scalability model programs, among cohorts’ municipalities. end 2014, all but one fallen significantly (e.g., 225 51, 502 227). strategic vision scale. It structured, goal-oriented took culture into account. applied business knowledge capabilities strategic, results-oriented program. consciously prototyped adjusted them suit conditions. This made program, scalable transferable regions. case shows care need always initiated government. is significant organization — case, private family foundation can bring remote,