|Publisher||Society of Petroleum Engineers||Language||English|
|Content Type||Conference Paper|
|Title||Private Sector Health Investment, Leveraging Resources for Sustainable Health Care|
Chinwe Okala, Co authors Olorunfemi Pitan & Sunday Okegbemiro, Chevron Nigeria Ltd
International Conference on Health, Safety and Environment in Oil and Gas Exploration and Production, 11-13 September 2012, Perth, Australia
2012, SPE/APPEA International Conference on Health, Safety, and Environment in Oil and Gas Exploration and Production
|2 Health, Safety, Security, Environment and Social Responsibility
Private Sector Health Investment, Leveraging Resources for Sustainable Health Care
Community participation is key to developing sustainable healthcare in Africa. A community-directed approach engenders strong partnerships, ownership, political support and participation by the people. A critical question facing business is planning health intervention programmes that empower target communities to take ownership and be part of the solution to addressing their healthcare needs.
Public-Private Partnerships, but also the gains from Private-Private Partnerships and Community Private-Partnerships for health are creating opportunities to support the provision of sustainable healthcare. Public resources in tandem with private sector leadership, efficiency, creativity and diversity are contributing to improving health care outcomes in Africa. The paper will discuss an award winning partnership and investment model, developed and deployed by Chevron Nigeria Limited since 2007; and how it has harnessed these gains and impacted on private sector investment in healthcare in Africa. The model builds on the hub and spoke investment model and utilises peer health education as an entry point.
Based on a needs assessment, the primary initiative was to establish a sustainable health investment programme targeting our workforce, other private sector partners and our communities of operation. Effective preventative measures initially targeting HIV, malaria and tuberculosis and later non-communicable diseases were developed. Gaps and challenges were identified and strategies adopted to mitigate the impact of these diseases.
From surveys, our Operational Excellence Management System, an engaged committed leadership, effective processes and OE culture indicate positive gains. The paper will share the model, best practices, lessons learned and programme future plans. This model can be replicated by private sector partners including other Oil and Gas partners to promote productivity and protect the health of their workforce while still protecting the environment.