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Strengthening Global Health Systems: The Impact of 20+ Years of Public-Private Partnership in Tanzania

SpeakerS:

Dr. Teri Reynolds, Unit Head, Clinical Services and Systems, World Health Organization
Dr. Catherine Shari, Emergency Medicine Specialist, and Physician, U.S. Embassy in Tanzania
Dr. Erasto Sylvanus, Head, Emergency Medical Services, Ministry of Health, Tanzania
Dr. Hendry Sawe, Executive Director, Abbott Fund, Tanzania
Dr. Juma Mfinanga, Head, Emergency Medicine Department, Muhimbili National Hospital
Melissa Brotz, President, Abbott Fund & Vice President, Global Marketing and External Affairs, Abbott

With Principal Programming Sponsor

“This is a story of practical action that can be taken elsewhere; it's a story of investment in people and processes.” Dr. Teri Reynolds
“In 2010, the first full capacity public emergency department opened at the hospital that I was working in, and I was among the first group of doctors that were posted to work in that department.” Dr. Hendry Sawe
“At that time, emergency medicine was very naive in our country, but we moved there and tried to make sure that it's developed in our country.” Dr. Juma Mfinanga
“Graduates from this program showed exceptional qualities and leadership skills; wherever you placed us, we would shine and bring the theme of quality emergency care to light.” Dr. Catherine Shari
“Overall is bringing the emergency care from the hospitals to the community, and this one is the most impactful thing that we are heading, and I think the future is brighter.” Dr. Erasto Sylvanus
“Act in good faith and always be transparent and open, and build that reciprocal trust over time.” Melissa Brotz

Key takeaways:

  • Global strategy and action plan for emergency care: The World Health Organization (WHO) is collaborating with member states to develop a global strategy and action plan for emergency care, providing a framework for coordinated action and concrete steps to improve emergency care systems worldwide.
  • Infrastructure investment to health systems: Initial infrastructure investments in Tanzania evolved into educational partnerships, which were leveraged for sustainable health system change and strengthening, demonstrating how partnerships can lead to significant, long-term improvements in national health care capabilities. 
  • Critical role of listening: Successful, sustained partnerships require active listening to the needs of governments and local communities, ensuring that health initiatives are contextually relevant and address specific needs. 
  • Integration of emergency care: Emergency care has become a core component of health care systems in many countries, with training embedded in medical curricula and active ministry support, significantly enhancing national emergency preparedness. 
  • Empowerment through education and leadership: Establishing emergency medicine residency programs empower local physicians to lead, enhancing health system sustainability and emergency care quality. 
  • Business architecture for financial sustainability: Incorporating business architecture is essential to achieve the goals of philanthropy, education, and clinical care, ensuring financial sustainability and long-term success of health initiatives. 
  • Replicability of the model: Tanzania’s success in emergency care serves as a replicable model, demonstrating that investing in people, processes, and partnerships can transform health systems globally. 

Action items:

  • Develop and implement global strategies for emergency care: Support and participate in the development of WHO’s global strategy and action plan for emergency care, ensuring it addresses the specific needs of different countries and regions.
  • Foster multi-sector partnerships: Encourage collaborations between governments, NGOs, foundations, and the private sector to align on common health care visions and work towards shared goals for health system strengthening. 
  • Prioritize listening to local needs: Emphasize the importance of listening to local governments and health care workers to tailor health initiatives to the specific contexts and needs of communities. 
  • Integrate emergency care: Advocate for the inclusion of emergency care training in medical and nursing curricula and support ministries of health in prioritizing emergency care in national health agendas.
  • Invest in education and training programs: Allocate resources to develop and sustain educational programs, such as emergency medicine residency programs, to empower local health care professionals and build in-country expertise. 
  • Incorporate business architecture into health initiatives: Recognize the importance of financial planning and sustainability by integrating business architecture into health care projects. 
  • Replicate successful models in other regions: Explore opportunities to adapt and apply the successful strategies used in Tanzania to other countries, considering local contexts to improve global health systems.
  • Enhance emergency preparedness and response capacity: Strengthen emergency care infrastructure and systems to improve overall preparedness for public health emergencies, including responses to pandemics like COVID-19. 
  • Utilize WHO resolutions and tools: Leverage instruments provided by WHO resolutions, such as toolkits and guidelines, to advance emergency care systems at the national level. 

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