World Health Day

On April 7 we celebrate World Health Day to  highlight the need for each person to be able to live healthier life and have better access to health services.

“As we recover from the COVID-19 pandemic, we must implement policies and allocate resources so all can enjoy the same health outcomes. That means achieving the Sustainable Development Goals by 2030”, said on the occasion of the World Health Day 2021 UN Secretary-General António Guterres.

At PPPHealth4All we strive to facilitate the best way to practice healthcare PPPs. Join us as an expert in this challenging thus grateful journey of improving global healthcare system.  Bring your expertise to accomplish PPP projects which make us closer in achieving the SDGs. 

Celebrating Experts in Healthcare PPP Industry

Guess what is in common between Nathaniel Munetsi, Head of Structured Finance at Gauteng Infrastructure Financing Agency in South Africa, Natalia Korchakova-Heeb, Founder of PPPHealth4All in Germany and Christian Kingomber, Managing Partner, 4IP Group Sàrl in Switzerland? They all are working with PPPs/ healthcare sector and celebrating their birthdays today!

Best wishes to you all, wishing you a further success in your careers, and thanks for your contribution to development of healthcare PPPs.

A Guide to Contracting for Health Services During the COVID-19 Pandemic

World Health Organization together with International Finance Corporation issued a new guide to contracting for health services during COVID-19 pandemic.
Government authorities seek to increase the capacity of health systems to respond to COVID-19 while maintaining access to essential health services. Drawing on private sector resources is critical as, in many countries, it is a dominant provider of health
services, including for the poor. One important tool for increasing capacity in this way is contracting. This primer offers a practical introduction to contracting the private sector in support of national COVID-19 responses. Its target audience is policymakers in low and middle-income countries (LMICs) that have, at this time, limited experience of using contracts for health services but are expected to do so in the emergency conditions created by COVID-19.

International Request for Expression of Interest for two PPP Transaction Advisory Services projects in Bangladesh

The Public Private Partnership Authority of Bangladesh  (PPPA) has launched an International Request for Expression of Interest (EOI) (Firm) for two projects:
1) PPP Transaction Advisory Services for “Establishment of 50-Seat Medical College and upgradation and Modernization of Existing Railway Hospital in to 250 beds at Saidpur in Nilphamari” and 
2) PPP Transaction Advisory Services for “Establishment of 50-Seat Medical College and upgradation and Modernization of Existing Railway Hospital in to 250 beds at Paksey in Pabna”.
Deadline for submission: April 27, 2021.

More information

Partnerships for Global Health – A key instrument to achieve the Agenda 2030

On March 23rd, 2021, the GHHG working group “Partnerships for Global Health” is organizing a Working Group Meeting as part of the Week of the Working Groups 2021. The session will particularly discuss the issue of “Partnerships for Global Health – A key instrument to achieve the Agenda 2030”. 

Organizers: GHHG Working Group “Partnerships for Global Health” in collaboration with the Global Health Hub Germany.

Natalia Korchakova-Heeb

Natalia is coordinator of the Working Group on Partnerships for Global Health within the Global Health Hub-Germany, Founder of PPPHealth4All, an award-winning global platform to facilitate sustainable healthcare partnerships in the healthcare sector and Managing Director of SDG.17 Consulting GmbH, PPP-Speaker of the German Health Alliance and Chair of the Health Chapter in the World Association of PPP Units and PPP Professionals (WAPPP).  She translates her passion for the Sustainable Development Goals and public-private partnerships into concrete actions and commitments.
Myron Aldrink

Myron has over 25 years of corporate experience including executive vairous  positions . He also has 15 years of experience with healthcare NGOs including; International Aid, Medical Teams International and International Medical Equipment Collaborative. Mr Aldrink has been a consultant with Johnson & Johnson since 2005 and chairman of the Medical and Surgical Skills Institute (MSSI) in Ghana West Africa Currently, Myron is the Director in the Advocacy for the Global Health Partnerships (USA).

Prof. Dr. Shailey Prasad

Shailey Prasad MD MPH is the Executive Director & Carlson Chair of Global Health at the Center for Global Health and Social Responsibility, and a Professor of Family Medicine at the University of Minnesota. Dr. Prasad has extensive experience working in underserved areas around the world, from forest tribes in southern India to rural Mississippi and other parts of the world, advocating that health is critical to overall development. He has been part of research teams in health services research and rural health and is actively involved in developing primary care in various parts of the world.

Bruce Compton

Bruce Compton is senior director of global health for the Catholic Health Association of the United States. Mr. Compton is responsible for assisting and supporting CHA-member organizations in their outreach activities in the developing world.  Mr. Compton lived in Haiti from 2000 to 2002, and he continues to work in support of health missions in the developing world. He did so in his capacity as founding president and chief executive of Springfield, Ill.–based Hospital Sisters Mission Outreach, a ministry organization bringing surplus medical supplies from Midwest hospitals to medical missions in the developing world.

Description: The Working Group meeting aims to explain different types of partnerships and how partnerships can help achieve Universal Health Coverage by mobilizing funds, augmenting health service delivery and delivering extraordinary results towards the Sustainable Development Goals.

To participate in this session, please CLICK HERE

For more information on the  Global Health Hub-Germany Week of the Working Groups 2021, please click here.

Tribute to Engr. Chidi Izuwah, Member of PPPHeath4All Advisory Board

With deep sadness, we have learned today about the passing away of our dear friend, colleague and the member of the PPPHealth4ll Advisory Board, Engr. Chidi Izuwah. This is a big loss not only for his country of Nigeria but also for a whole international PPP community as Chidi was a driving force for many programmes and initiatives, including PPPHealth4All.

Сhidi was Director-General in the Infrastructure Concession Regulatory Commission of Nigeria where he was responsible for catalysing public and private expertise towards putting in place a PPP regulatory framework and guidelines for the preparation and development of PPP projects.

We will remember him as a person with a big heart and a great affection for Africa’s people. He always wanted to bring the best international practices to the African continent and was sharing his knowledge with our team and giving us valuable advice in his capacity of the member of the Advisory Board.

"My dream is to see a better and healthy Africa via 
the impact of innovative healthcare PPPs."

We will keep warm memories of Chidi Izuwah in our hearts. Our sincerely condolences to his family and colleagues.

Plenary Health achieves financial close on New Footscray Hospital project

MELBOURNE, AUSTRALIA: The Plenary Health consortium has achieved financial close on the single largest health infrastructure investment in the State of Victoria, the $1.5 billion new Footscray Hospital.

The new hospital will feature more than 500 beds, enabling care for almost an additional 15,000 patients and an extra 20,000 people to be seen by the emergency department each year.

It will also deliver more outpatient, palliative care and mental health services ensuring the community can access quality care closer to home.

The hospital is being delivered as a public-private partnership, with Western Health as the public operator of all clinical services and Plenary Health contracted by the Victorian Government to finance, design, construct, and maintain the hospital for 25 years following construction completion. The Plenary Health consortium comprises:

  • Plenary Group as sponsor, investor and asset manager
  • Multiplex as builder
  • Honeywell and Compass Group as facility services providers; and
  • Sojitz Corporation as investor

An integrated design team is led by Cox Architecture and Billard Leece Partnership.

Plenary Chief Investment Officer Paul Crowe said all consortium partners were honoured to be part of such an historic project. “It is a rare privilege to deliver such a significant project, one that will ultimately transform access to health services in Melbourne’s west,” Mr Crowe said.

“In bringing this project to life, the community has always been our focus and we look forward to delivering this hospital for patients and families, for staff, and the people of the western suburbs. “We look forward to working closely with the Victorian Government and Western Health to deliver this much-needed and critical piece of health infrastructure.”

Equity financing is provided by Plenary (70%) and Sojitz (30%). Debt is being provided by leading domestic and international banks NAB, Westpac, Mizuho, Norinchukin, Crédit Industriel et Commercial and Nippon Life. Construction is expected to get underway shortly, and the new hospital is set to be completed in 2025.

About Plenary Group

Plenary is a leading independent long-term investor, developer and manager of public infrastructure with 19 assets under management in Australia worth more than A$23 billion – part of a global portfolio worth more than A$44 billion across Australia, Canada and the US. Plenary adopts a holistic approach to delivering projects that embraces finance, design and construction, commercial development, asset management and operations.

About Multiplex

Multiplex is a premier, global construction company with offices in Australia, India, the UK, the Middle East and Canada. Established in Australia in 1962, it has delivered more than 1,000 projects with a combined value of US$80 billion. It has expertise across the residential, health, retail, commercial, tourism, education, engineering and infrastructure sectors.

About Honeywell

Honeywell Building Technologies is transforming the way every building operates to help improve the quality of life. HBT is a leading building controls company with operations in more than 75 countries supported by a global channel partner network. Commercial building owners and operators use its hardware, software and analytics to help create safe, efficient and productive facilities. Its solutions and services are used in more than 10 million buildings worldwide.

About Compass Group

Compass Group is one of Australia’s largest food and support services company, employing more than 11,000 people in over 478 locations. Providing world-class food and support services to clients in Australia for more than forty years, Compass Group nourishes the bodies, minds and souls of thousands of people every day through food and support services focused on health and wellbeing.

About Sojitz Corporation

Sojitz is a leading trading and investment company consists 423 subsidiaries and affiliates located in Japan and throughout the world. Sojitz provides solutions to the project utilising global network and more than 150 years’ experience of coordinating projects in a broad range of sectors.

Christopher Whitefield

Executive Director, Communications
+61 3 8888 7754
+61 418 530 806

More information

PPPHealth4All Persona – Ann M. Casanova, International Global Health Consultant

We continue interviewing experts in PPPs and global health. And today on the occasion of Women’s International Day, we are talking with Ann M. Casanova. Ann is an independent consultant based in the US with more than 20 years of experience in international development in Latin America, Africa, and Asia. She worked for 6 years in global health for International Finance Corporation (IFC), which is the private sector lending arm of the World Bank, authoring over 20 publications on a range of topics including PPPs. Thank you, Ann, for being with us today.

Thank you very much for inviting me, Natalia, I’m very excited to be here with you and your audience as we celebrate International Women’s Day together and as we discuss some interesting PPPs. Yes, I have written extensively about the ‘secret sauce’ of what makes private hospitals and clinics successful. And I’m looking forward to discussing those with you and your audience. 

What made this project successful?

That’s a great question. So what made this project successful? it solved many problems for the state of Bahia, the state hospital did not have access to imaging. So the patients who got care, were getting highly invasive surgeries. And that increased the health risk, and it was also costlier to the public health system. Those that were getting surgeries had longer recovery times. So, for instance, a patient that needed a simple gallbladder removal surgery, the recovery time would take 35 days to turn over the bed, and that was having a domino effect on other patients that were waiting for that hospital bed. But with this PPP, it was reduced to five days. So the result is accelerating bed turnover, and more patients had access to care. Now for the patients that were still waiting for care, it was a very stressful time because they had to endure long delays to get a diagnosis. There’s one woman that I spoke with who waited a year and a half to get a biopsy to detect if she had breast cancer. That’s an extremely long period of time. And for some patients, that translates into a death sentence. So this was a big problem. And the PPP was a game changer. And I’m happy to report that at the end, it was beneficial.

In 2015, the state of Bahia established a statewide PPP and a company called Alliar and its consortium won the tender. Alliar is one of the top 10 diagnostic imaging companies in Brazil. It operates a network in 43 cities and in 10 states in Brazil. And they won the contract to build, operate and staff new diagnostic imaging centers in 11 hospitals in the state of Bahia. So why outsource? Well, Alliar brought a depth of expertise that was scarce in Baia. They are a large scale network that brings inefficiencies. So, for instance, Alliar was able to acquire expensive equipment at lower cost. So, for instance, one MRI machine at that time would cost about $1.5 million, but Alliar had established a contract with Siemens given their size and their needs for 60 MRI machines over the period of three years, and that volume allowed them to secure preferential pricing. And Alliar also had addressed skill shortages for highly specialized radiologists that were lacking in the market. And they established a solution using telemedicine where they centralized command centers and staffed those with top radiologists. And this meant that a patient living in the Amazon could have a top radiologist living in Sao Paulo interpret their images. So this increased the quality of care. And it also meant that patients were getting results much quicker in the space of two days.

Ann, to whom would you attribute the success (IFC, government, private partner) or it was a teamwork?

That’s a great question. So to whom do I attribute the success? It was definitely teamwork, all of the players played an important role. The government recognized that it needed a different strategy and that a PPP was the solution. IFC provided advisory services to the state of Bahia just structure the PPP and in 2012, IFC also provided a $50 million in financing for earlier to grow its network. And of course, Alliar is working in partnership with the government and the hospitals to provide a rapid solution. 

What are the lessons learnt for other regions/jurisdictions?  

What are the lessons learnt for other jurisdictions? Another great question. Definitely PPPs work. They solve problems for the government. And in this case Alliar was able to deploy a solution with greater speed to market, it improved the quality of care that resulted in better health outcomes and while reducing the cost to the state. So it was able to generate a more robust package with just one simple tender and it accelerated access within its first year of the PPP Alliar had conducted 183,000 exams, and when fully implemented, it will serve about 6 million patients over the course of 11 years. So PPPs are a win-win for all but especially for the patients and Adeni, who was one of the first patients to benefit from the PPP, said: ‘I got my life back!’

There’s a very interesting example of public private cooperation. Georgia had a problem, the country of Georgia had a problem. For 70 years, the health care system was funded and delivered through the state. But after the collapse of the Soviet Union in 1991, investment in health plummeted, and along with it, the quality of care. So for decades, patients were leaving the country to get good care. Now, fast forward to 2013 patients were really struggling, people were spending 1/3 of their income on health care, and some were even forgoing health care altogether. And that led to a political outcry. So one political party promised basic universal, basic universal health coverage, and they won the presidential election, so they had to deliver quickly. The problem was that Georgia had a limited tax base, had a very small population with about 3.7 million people, high levels of unemployment, and 25% of the population lived below the poverty line. So Georgia did not have the resources to become a provider itself. And the private sector had already been investing in infrastructure upgrades. So the government decided on a public private collaboration, the government decided it would not be a provider rather, it would take on the role of a policymaker, regulator and a payer, and it would reimburse the private sector to deliver treatments to patients for private facilities. So in Georgia, universal health coverage is funded by the government, but it’s 85% delivered by the private.

So Georgia is an example of good partners working well together. The model of cooperation aligns the strengths and the incentives of both sides. And it brings benefits. The benefits to the government are fiscal agility. And this is seeing through an asset light model that shifts the private sector, it shifts to the private sector, high capex investments. So for instance, one company, Georgia Healthcare Group, invested $300 million to transform the infrastructure. That was kept off the government’s books. Second benefit to the government is speed to market. Georgia Healthcare Group turned around and built 50 hospitals in 2-3 years. And thirdly, they improve the quality of care. They introduced western standards and established protocols and procedures, and invested in training medical staff. Now, the private sector also has benefits as well. It saw rapid growth, because now it has a reliable source of patient volumes. It’s able to scale and generate efficiencies, because large scale providers can deliver better quality at lower cost. And fourthly, it had a reliable payment source, the government of Georgia pays on a timely basis, which is roughly about 4,5 months. And this is really critical, because we’re seeing examples in other countries where providers are not paid on a timely basis. And this causes significant cash flows for private sector providers, and it sours the relationship. But this is working well in Georgia. So Georgia is a very interesting model of cooperation.

How PPPHealth44All could contribute to improvement of global health?

So thank you, Natalia. I guess I’d love to give some wishes to PPPHealth4All. So as the world embraces universal health coverage, PPPs will take on greater importance. Governments are realizing that they cannot do it alone, and they don’t have to. The private sector can deliver more services, they can accelerate speed to market and they can provide good quality at lower cost. Now one critical area for the future will be training on how to structure PPPs effectively. So I applaud your important work in bringing greater visibility to this.

As we are celebrating Womens’ International Day- what kind of message you would share with peers-women professionals?

Yes. Finally, on the occasion of International Women’s Day, I’d love to share some gender wishes with the audience. There’s a strong business case for having more women in healthcare leadership. There are numerous studies from McKinsey, from the Peterson Institute, from the ILO, they’re multiple. And they all conclude that there is a strong correlation between the number of women in decision making roles. So women on boards, women in executive committees and women in senior management, and profit increases, these companies are seeing profit increases of between 5-20%. And in Africa, there are some companies that are reporting profit increases of 30%. So having more women at the top improves the bottom line and it also contributes to GDP growth. There are other benefits, there’s increased innovation, there’s better decision making, and there’s the ability to gauge consumer needs. But the problem is that in health care women, although they make up 75% of the healthcare workforce, few have really reached the top. So here organizational policies matter. Women need mentoring, they need sponsorships, and women need business skills. So I invite CEOs and government officials, both men and women to create a workplace culture that embraces women and gender balance, because women pay dividends.

Thank you, Ann for the interesting insights you have shared with us today.

Thank you for inviting me today. I enjoyed our conversation. And I hope to inspire others, to use PPPs to increase access to affordable quality health care around the world. Have a great day.

Technical Consultant for the Phase 0 Preliminary Regional Assessment and the Project Concept Development for the Ukraine Health PPP

IFC is seeking the assistance of a Technical Consultant (the “Consultant”) to conduct identification of bankable transaction structures and technical, economic and financial / affordability assessment of the following options:

  • Hospital consolidation PPP: construction of a new multi-profile hospital at the site of the LEH. The model envisions attracting a private investor to finance, design, build, equip and maintain a new multidisciplinary hospital (PFI model) via consolidation of existing outdated public hospitals. Under the model, the staff and other resources of the old public hospitals will be consolidated and will continue delivering clinical services in the newly constructed hospital. The outdated participating hospitals will be closed or used for other purposes.
  • Laboratory PPP: the Project envisions attracting a private investor to build, equip and operate a network of laboratories using hub-and-spoke model and delivering a wide range of quality medical tests to participating public healthcare facilities in Lviv to patients referred and reimbursed for by public facilities (the “Public patients”) and patients paying out-of-pocket and/or referred by private clinics or self-referred (the “Private patients”);
  • Imaging PPP: it is expected that the private operator will be attracted to finance, equip, maintain, operate a network of imaging centers and to deliver imaging diagnostics services to public and private patients and hospitals, part of which could be interpreted through telemedicine-based IT solutions.
Deadline for submission of EoI – 11 March 2021.


PPPHealth4All Joins Effort to Improve Global Health

PPPHealth4All joins effort to improve global health by endorsing ethical principles for short-term global health engagements.
Advocacy for Global Health Partnerships (AGHP) announced on 3rd of March 2021 that PPPHealth4All has endorsed the Brocher Declaration and its call for the international community to make every effort to maximize the value and minimize the harm of short-term engagements in global health. PPPHelath4All joined dozens of universities, corporations, not-for-profits, and health delivery organizations committed to the principles included in the Brocher Declaration.

“PPPHealth4All and their work with Public Private Partnerships (PPPs) to help meet the U.N. Sustainable Development Goals are a significant addition to the growing list of organizations actively working towards the implementation of the principles outlined in the Brocher Declaration.” said Myron Aldrink, Acting Director at AGHP. He went on to say “PPPHealth4All will be an asset as we work to ensure appropriate partnerships and globally”.

According to the Declaration the following principles should guide global health engagements:
1) Mutual partnership with bidirectional input and learning;
2) Empowered host country and community define needs and activities;
3) Sustainable programs and capacity building;
4) Compliance with applicable laws, ethical standards, and code of conduct;
5) Humility, cultural sensitivity, and respect for all involved
6) Accountability for actions.

“The Brocher Declaration and the principles outlined are synergistic with our work on partnerships to attain the U.N. Sustainable Development Goals,” says Natalia Korchakova-Heeb, Founder of PPPHealth4All. She added: “By actively working towards the implementation of these principles PPPHealth4All and their collaborators agree to develop sustainable partnerships, build local capacity, advance accountability, and improve global health outcomes”.

You can find out more about AGHP and consider endorsement of the Brocher Declaration at