Public-private partnerships to build human capacity in low income countries: findings from the Pfizer program

Abstract

BackgroundThe ability of health organizations in developing countries to expand access to quality services depends in large part on organizational and human capacity. Capacity building includes professional development of staff, as well as efforts to create working environments conducive to high levels of performance. The current study evaluated an approach to public-private partnership where corporate volunteers give technical assistance to improve organizational and staff performance. From 2003 to 2005, the Pfizer Global Health Fellows program sent 72 employees to work with organizations in 19 countries. This evaluation was designed to assess program impact.MethodsThe researchers administered a survey to 60 Fellows and 48 Pfizer Supervisors. In addition, the team conducted over 100 interviews with partner organization staff and other key informants during site visits in Uganda, Kenya, Ghana, South Africa and India, the five countries where 60% of Fellows were placed.ResultsOver three-quarters of Fellowships appear to have imparted skills or enhanced operations of NGOs in HIV/AIDS and other health programs. Overall, 79% of Fellows reported meeting all or most technical assistance goals. Partner organization staff reported that the Fellows provided training to clinical and research personnel; strengthened laboratory, pharmacy, financial control, and human resource management systems; and helped expand Partner organization networks. Local staff also reported the Program changed their work habits and attitudes. The evaluation identified problems in defining goals of Fellowships and matching Organizations with Fellows. Capacity building success also appears related to size and sophistication of partner organization.ConclusionPublic expectations have grown regarding the role corporations should play in improving health systems in developing countries. Corporate philanthropy programs based on "donations" of personnel can help build the organizational and human capacity of frontline agencies delivering health services. More attention is needed to measure and compare outcomes of international volunteering programs, and to identify appropriate strategies for expansion.

Effects of International Volunteering and Service: Individual and Institutional Predictors

“…Residents may gain language skills (Chelikani and Khan 1990), teaching technologies (Lusk and Rogers 2001), clinical and work skills (Vian et al 2007b), and social services (Davis Smith et al 2002;. However, local people may be better able to provide these social benefits, and in some cases, volunteers may gain more than host communities gain on some measures (Rehnstrom 2000).…”

“…Some employers, who sponsor international service among employees, believe that IVS develops confidence, breadth of experience, and ability to embrace diversity on the job (Cook and Jackson 2006). Other employers may not recognize the human capital skills gained in an international volunteering experience (Thomas 2001;Davis Smith et al 2002;Brook et al 2007), and some may not know how to benefit from employees' new skills (Vian et al 2007b). At the same time, IVS potentially puts employees out of touch, interrupting their education and employment, and interfering with promotions and other advancement opportunities (Rolles 1999;Cook and Jackson 2006).…”

“…IVS may develop ''higher order'' skills and abilities that contribute to increased capacity to generate income and economic growth (Thomas 2001, p. 7;see also, Grusky 2000;Jones 2004Jones , 2005. These may include technical skills (SOS 1999a;Schröer 2003); language, communication, and problem solving skills (SOS 1999a;CEC 2001;Sherraden and Benítez 2003;Hammer 2005;Moskwiak 2005;Universalia 2005;Brook et al 2007;Fantini with Tirmizi 2007;Kelly and Case 2007), and leadership, organizational, human relations, and team building skills (Grusky 2000;Thomas 2001;de Gilder et al 2005;Jones 2005;Vian et al 2007b).…”

“…On one hand, IVS provides additional staff resources (volunteers) which may increase the quality, efficiency, or volume of services provided by the host organization (Vian et al 2007b). IVS may also add to cross-cultural skills and knowledge in host organizations.…”

Maximizing the benefit of health workforce secondment in Botswana: an approach for strengthening health systems in resource-limited settings

“…These strategies include a focus on restructuring human resources (HR) to enable a skill mix that matches the needs of the population, attracting and retaining health workers to rural areas to manage uneven distribution of HR, and improving access to HR information for evidence-based policy development and implementation 5. Building human and organizational capacity for high performance is important for expansion of quality health services 7. Specific interventions include task-shifting,8–10 preservice and in-service training/mentoring,11 and global health fellowships 7,12,13.…”