12.01.2014 seite 1 seite 1 international services global business development health sector network...
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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!