Publications

    Sue K, Rosenberg J, Weintraub R. Addressing Tanzania’s Health Workforce Crisis Through a Public-Private Partnership: The Case of TTCIH. Harvard Business Publishing. 2016.Abstract

    Set in rural Tanzania, this case traces the founding and development of the Tanzanian Training Centre for International Health (TTCIH) from the early 2000s through 2015. It begins with an overview of the political, socioeconomic, and epidemiological context of Tanzania, followed by a detailed description of the human resource for health crisis in Tanzania and the landscape of available health care training programs. The case then explores the origins and evolution of TTCIH, launched through a unique collaboration between private industry, a public health institute, local stakeholders and educators, and the Tanzanian Ministry of Health and Social Welfare. It describes the evolution of TTCIH as leaders strive to make it self-sustaining and responsive to Tanzania’s health workforce crisis. The case highlights the challenges of successfully integrating corporate management practices and values into a global health program and the role of strategic leadership to sustain TTCIH.

    Teaching Note available through Harvard Business Publishing.

    TTCIH Income and Number of Students, 2005–2013
    TTCIH Income and Number of Students, 2005–2013

    Learning Objectives: A productive class discussion will allow students to appreciate the challenges of designing sustainable, high-quality health training institutions in low-resource settings; the training and resources needed to support task shifting and to address health workforce shortages in health care delivery; and, the importance of maintaining a sound strategy for medical education programs in the midst of changing national health needs and the evolving medical education landscape.

    Keywords: Global health, public health, health care delivery, education, government, value creation, Human Resources for Health, health care, nongovernmental organizations, Public-Private partnerships, learning, revenue growth, organizational effectiveness

     

    Redditt V, ole-MoiYoi K, Rodriguez W, Talbot JR, Weintraub R. Malaria Control in Zambia (Condensed Version). Harvard Business Publishing. 2012.Abstract

    The case delves into the history of malaria control efforts in Zambia, including control and treatment policy changes in the in the early 2000s that set Zambia apart from other countries. Because by 2005 Zambia was still falling short of its targets, the National Malaria Control Center (NMCC) resolved to intensify its efforts by developing one national plan to improve coordination, data collection, partner involvement, and ultimately, rapidly scale-up interventions to meet the national malaria targets. The new NMCC director, Dr. Elizabeth Chizema, helped the program achieve success through several key interventions described in the case. With improved monitoring and evaluation, Chizema could demonstrate progress in malaria control, but she worried that partners might lose interest in helping Zambia given the low burden, and the program still had many challenges to overcome. This is a condensed version of the case Malaria Control in Zambia

    Teaching Note available through Harvard Business Publishing.

    Plasmodium Falciparum life cycle
    Plasmodium Falciparum life cycle. Source: United Nations Integrated Regional Information Networks. Killer Number One: The Fight against Malaria. 2006; 47.

    Learning Objectives: To understand the development of a successful malaria control program over time and the components that led to its success including the value of setting bold national goals, the merits of a health system with centralized governance and decentralized implementation, the importance of multiple coordinated interventions as opposed to a "silver bullet" approach for malaria control, and the use of data as an outcome measure, planning tool, and fundraising tool.

    Supporting Content: This is a condensed version of the case Malaria Control in Zambia.

    Keywords: National strategy, supply chain management, malaria eradication and control, leadership

    Park P, Bhatt A, Rhatigan J. The Academic Model for the Prevention and Treatment of HIV/AIDS. Harvard Business Publishing. 2011.Abstract

    This case traces the development of the Academic Model for the Prevention and Treatment of HIV/AIDS (AMPATH), and its founding organization, the Indiana University – Moi University (IU-MU) Partnership in Eldoret, Kenya. The case opens with a discussion of AMPATH’s new Home-Based Counseling and Testing Program (HCT) and its prospects for improving HIV care in Western Kenya. After providing some background on the general political, economic, and health situation in Kenya, it follows the development of the IU-MU Partnership from 1990 to 2000, its subsequent entry into HIV care services through AMPATH in 2001, and AMPATH’s rapid growth to become the largest provider of HIV services in Kenya. It then describes the organizational and operational characteristics of AMPATH and concludes with the organization wrestling with the opportunities and operational challenges that HCT presents.

    Teaching Note available through Harvard Business Publishing.

    AMPATH Center in Eldoret, Kenya
    AMPATH Center in Eldoret, Kenya. Source: Case writer. (Exhibit 12 in "The Academic Model for the Prevention and Treatment of HIV/AIDS " case.)

    Learning Objectives: To understand the development and design of a large scale HIV care program in a resource-limited setting and to examine how HIV treatment programs can effectively configure their services to provide maximum value to the populations they serve.

    Keywords: Service expansion, the role of academic medical centers, HIV treatment and prevention, home-based counseling and treatment

    Kleinman S, Talbot JR, Harris J, Ellner A. The AIDS Support Organization (TASO) of Uganda. Harvard Business Publishing. 2011.Abstract

    This case traces the development of The AIDS Support Organization (TASO), a Ugandan non-governmental organization, from 2001 to 2006. One of the first organizations to become involved in HIV/AIDS in the late 1980s, TASO began as a meeting place for people infected and affected by HIV/AIDS, helping people to live positively. The organization provided free counselling, social support, limited medical care, community mobilizing, advocacy and networking. TASO worked alongside government facilities and trained government medical personnel in HIV counselling. After many years, TASO got a new director who brought management skills, a commitment to professionalizing the organization, and a drive to expand services. TASO began incorporating antiretroviral therapy (ART) into its offerings. The ART delivery model combined home and clinic-based care in order to maximize patient adherence. The case follows the development of the organization and scale up of services and raises the question of how to deliver care most cost effectively while maintaining its values and meeting the changing needs of the population and clients.

    Teaching Note available through Harvard Business Publishing.

    Training health workers to care for HIV/AIDS patients in Uganda. Credit: Sarah Kleinman; TASO
    Training health workers to care for HIV/AIDS patients in Uganda. Credit: Sarah Kleinman; TASO

    Learning Objectives: Students should learn how a healthcare delivery organization can expand and evolve over time in response to changes in external context and the needs of its clients; how public and private organizations can coordinate to meet the varied needs of a population; and the importance of leadership, management, and strategic vision in creating successful global health programs.

    Keywords: Service expansion, Home- and clinic-based care, HIV prevention and treatment.