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International Services

Global Business Development

Health

Sector Network Health and Social Protection Africa

22.February 2010

MOMBASA

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Framework for GTZ IS business Specific area of intervention according to „Generalvertrag“

Implementing concepts and expertise of german TC for fair prices All projects authorized by BMZ („§3-Genehmigung“)

IS is integral part of GTZ Separation between IS and „GnB“ for tax purposes („wirtschaftlicher

Geschäftsbetrieb“) Establishement of „GTZ International Services“ in 2002

Charakteristica of IS business clients are in country Commissioning, liquidity and before all financial result are existential Not based on „Selbstkostenerstattungsprinzip“ Acquisition of contracts in international competition need for highly efficient financial and risk management

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Advanteges of IS business for BMZ and German Government

Is offers international clients the concepts and expertise of German TC German Know-how is used by EU programs as well as by multilateral and bilateral

funders German Know-how benefits for designing and implementing projects of partner

countries GTZ IS involves as a principle in fair partnerships German, international and local

privat sector enterprises GTZ is, thus, becomes an intersting instrument of the German Government for the

implementation of the „Koalitionsvertrag“: Visibility of German Tc

Efficiency of multilateral and EU-TC

Linking economic and development cooperation

TC commissioned by anchor and „Schwellen“- countries

Reinforcement of kex sectors e.g.: health

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Contribution of IS to GTZ business goals

Implemetation of Längerfristige Unternehmensplanung (LUP) Pillar II: Extensuon of „Drittgeschäft“ Conceptual, strategic and financial contribution Enhancement of competitiveness of GTZ

Evolution and contribution of International Services Part of „GTZ-Umsatz“ 20 % (2002: 13 %) Contracts on hand since 2002: ca. 2,1 Mrd. Euro > 330 experts in 250 projects in over 90 countries Development of additional areas of competence Enhancement of business processes, e.g. project-, finance- and risk management Additional know-how on needs in partner countries and on goals in donor instruments

IS owes its success directly to the „brand“ GTZ Clients ask for „GTZ“ as a brand : Many IS contracts evolve from GnB projects

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Strategy IS+5: Growth by quality

Focus on development of „clusters“: since July 2008 Three main markets Six themes Regional concentration Brand „GTZ“ Bigger volumes Earnings potential

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GTZ IS+5: Markets

Towards the development of 3 market segments

Importance of political direct acquisition

Access to political decision makers

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Turnover (GL) 2008 by market segments

Mio. € %

Bi- and multilateral IZ/EZ: 144,1 53,5

EU-Commission 70,626,2

UN-Organisations 46,6 17,3

Ohters 26,9 10,4

National development markets: 121,545,1

Government of Ethiopia 92,934,5

Governments of Golf states 26,29,7

Others 2,4 0,9

Privat sector and Others 3,7 1,4

269,3 100

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Forecast: business potential bi- and multilateral IZ/EZ

Potential: up to 200 Mio. Euro incoming orders / year

All themes, especially key sectors

Depends on donors ODA-Quotes

National development markets Potential: up to 250 Mio. Euro incoming orders / year

Priority themes: renewable energies, construction/infrastructure, water, health, vocational training, governance

Risks of shortfall, currency and inflation

Privat sector and Others (foundations and enterprises) Potential: up to 50 Mio. Euro incoming orders / year

Themes: renewable energies, CSR, sustainability

Further business development needed

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concentration on six themes in priority on national

marketsManagement

of constructionprogrammes

Renewable energies

(environment/climate)

Health Vocational training

Water Governance

GTZ IS+5: Themes

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Program-Management with Capacity Development

GTZ IS+5: business model

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Organisation Chart Department 7International Services

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Headquarter

Regional Offices

Gulf States

Riad Office

Abu Dhabi Office

Supraregional & Procurement

Personnel Administration

Personnel Recruitment

Controlling

Finance Team

GTZ IS Brussels702

Gulf States & Supraregional

704

GTZ IS Ethiopia705

Global Business Development

706

Human Resources

708

Strategy & Finance

709

Focus Regions707

Director GeneralDr. Elmar Kleiner

Finance

Latin America

Afghanistan

Central & East Africa

Portfolio Development

South Asia

Middle East, North Africa &

Turkey

West Africa

Potential Regions

Pretoria, Jakarta, Belgrad

Water

Infratstructure

Renewable Energy

Health

Vocational Training

Governance

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Thematic Business Development:achievements in 2009

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SBD Concept

Rules and Roles

Processes

Instruments and Products

thematic responsiblity and job description for senior business developers (SBD) ready (January 2009)

rules for Business Developer vis à vis Thematic leader definition of roles for interaction between IS, GnB and external actors (May 2009, Decision by FK)

pyramidal approach integrated in ITAMIS (FK: July 2009) first report on progress of SBD concept

structure of business development plan (January 2009) pyramidal appraoch for acquisition of large business opportunities (FK: May 2009) 3 business plans finalized:

Water (June 2009), Vocational Training (October 2009) and Infrastructure (draft July 2009)

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Preparation of new themes for 2010

Renewable energy Governance

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December 2009 2010

Health

Systematic market analysis country and opportunities

study in the field of hospital management and e-health

Akquisition

Technical dialogue

Hospital management: where are we?

Partnerig with e.g. EPOS

SBD Health: Dr. Cornelius Oepen since November 2009

Starting with participation in WHO Meeting „ Role of District Hospitals in Primary Health Care Renewal“ (11-12 November 2009)

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Hospital Management as

• specific theme:• equipment and facility management• waste management• new technologies (e-health, m-health, telemedicine)

• entry point to health systems management• quality improvement, health management information systems

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Hospital services for patient centered care Core fonctionsm-Health

Telemedicine

- General- Maternity- Surgery- Pediatrics- e-Health- Nursery- Reha

Diagnostic- imaging- laboratory

Chronic patients

Source: The World Health Report (WHR) 2008

Facility management- equipment-power/water- waste

Administration- personnel- finance

Specialists- ophthalmo- ORL- dental

Advisory body

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District Hospital: basics

• Catchment area, profile• Needs assessment: patient centered, local• Service package: clinical, care/nursing,

diagnostic, medicines etc. • Funding: public, insurance schemes, out of

pocket, …• Continuum of care: entry point to be at HC;

referral to DH and back to HC/Family Doctor

WHO 2010

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District Hospital: daily work

• Staff: training, • Utilities and equipment: supply, maintenance

and repair schemes• Financial management: budget planning,

control, economic behaviour• Management/administration• Health management information system, data

collection, record keeping

WHO 2010

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District Hospital: systemic

• Community participation: board, „watchdog“, local government

• Guidelines & protocols, standards & regulations

• Quality assurance: accreditation/certification, systemic quality improvement/bench marking,

• Outreach: training/supervision of HC, research (action research, operational research)

• Relations to District Health Management Team

WHO 2010

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District Hospital: roles

• Driver for District health system: dynamize• Awarding performance: valorizing, incentives,

support for less performers• Empowering teams for informed decision

making• Excellence approach using also new

technologies: e-health, m-health, telemedicine

WHO 2010

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Market analysis (Prof. Norbert Krüger)1. Facts and figures on 41 countries where IS status

is recongnized2. Weighing and analysis3. List of academic institution for cooperation by

country

Countries with high potential:Turkey, Oman, Saudi Arabia, China, Columbia and Vietnam

Countries with medium potential:Jordan, Peru, Turkmenistan and Thailand

Countries with low potential:Syria, Philippines, Rwanda, Sierra Leone, Ethiopia, Angola, Mozambique and Uganda

Final Ranking: 1. Jordan2. Peru3. Ethiopia4. Angola

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0

5

10

15

20

25

30

35

2000 2001 2002 2003 2004 2005 2006

Gross capital formation (% of GDP)

Year

Gross capital formation (% of GDP)

Angola

Benin

Burkina Faso

Burundi

Congo, Dem. Rep.

Kenya

Liberia

Madagascar

Malawi

Mali

Mosambik

Namibia

Niger

Rwanda

Sierra Leone

Tanzania

Uganda

Zimbabwe

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Model 1: hospital „chain“

Hospital 1

Hospital 2

Hospital 3

Hospital 4

TimelineY1 Y2 Y3 Y4 Y6Y5 Y7 Y8

Capacity development

Planning & construction

ManagementImplementatio

nFollow up

Lessons learned

Hands-on TA

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Next Steps:

1.Finalising GEP by end of February2.Task force3.Participation in SN Health4. Communikation „ins Haus“5. Acquisition already launched:

• Yemen: MoU• Tunesia: private hospital• Angola: hospital „X“• Jordan: first contacts

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Vielen Dank für die Aufmerksamkeit…

und auf gute Zusammenarbeit!