Rapid Assessment Advisor Jobs in Dai At Dar es Salaam




INTRODUCTION:

Through INVEST, USAID/Tanzania seeks to unlock the potential of private
capital foreign direct investment, diaspora, and local to drive inclusive
growth. Increasingly, private investors and businesses are looking to emerging
markets for better returns and new market opportunities. Encouraging
investment in high-impact areas requires new forms of collaboration between
USAID and the investment community. Specifically, USAID can leverage its
resources – grants/seed capital/subsidy funds/etc., technical assistance,
guarantees, and convening power – to help raise awareness of investment
opportunities, lower transaction costs, and mitigate the risk of investments
that generate positive social, economic, and environmental impact.

Through INVEST’s flexible buy-in mechanism, USAID Missions and Operating Units
can access an unprecedented network of firms and individuals that have the
range of technical expertise needed to identify opportunities and effectively
mobilize private capital toward development priorities. Using a lean approach
tailored to high potential opportunities, relevant parts of the network will
come together to research, develop, and build specific solutions that align
private capital with development needs.

BACKGROUND:

Service level agreements SLAs between faith-based FB hospitals and the
Government of Tanzania GOT are being terminated. SLAs have provided
significant financial resources and critical medical staff for FB hospitals.
Forty-four percent 44% of all operating hospitals in Tanzania are owned and
managed by the FB community, while 43% of all operating hospitals are GOT
owned and managed.

The Christian Social Services Commission CSSC represents the FB hospital
network. A March 2020 study conducted at a CSSC hospital, Sengerema Hospital,
revealed that more than 60 percent of its operating funds have been through
its SLA. More than 80 percent of the staff 214 healthcare workers were
seconded to the hospital and on the government payroll. A new government
hospital is being constructed not far from Sengerema and it is anticipated
that many of the current staff at Sengerma will be transferred to the new
public hospital. Many CSSC hospitals, which have been designated hospitals,
will face very similar problems as public hospitals in their vicinity come
into operation

The GOT is expanding its network of 37 hospitals to 67 hospitals, some in the
vicinity of existing FB hospitals. Because there is a severe shortage of
health workers in the current public network with infrastructure that requires
enhanced maintenance, it will take some time to raise the level of public
healthcare to desired levels. This gives the FB hospital network a window of
opportunity to develop a new niche in the national hospital system.

The challenging situation facing the CSSC healthcare network offers USAID an
opportunity to participate in a significant transformation of the private
health sector in Tanzania. The CCT and TEC religious leadership is now
receptive to adopting market-based policies and practices that will increase
the network’s self-reliance.

OBJECTIVES :

INVEST is seeking a consultant to complete a rapid assessment validate the
interventions identified in the GH/CII exercise and propose solutions for
intervention design in support of the USAID/Tanzania Mission in creating a
pathway to a self-reliant, market oriented CSSC hospital network. This
activities completed under this scope of work will be relayed to the Phase 2
activity, implemented by a procured partner, to design solutions per the
validated interventions and findings from the rapid assessment.

ACTIVITIES:

Through a combination of desk-based research and stakeholder interviews,
INVEST is seeking a consultant, to conduct an analysis to validate underlying
hypothesis and determine requirements for the proposed solutions. The
interventions, which are outlined in the problem statement below, were
proposed in the 2018 GH/CII deep dive. The assessment should culminate in an
analysis and validation of the revolving fund as an appropriate blended
finance solution, including requirements for each solution set, and a proposal
of solutions to be pursued in phase 2, and/or propose additional or
alternative solutions that may be determined as more appropriate after the
analysis. The assessment should also culminate with evidence, data, and
examples of how CSSC hospitals can improve revenue generation, lower costs,
etc.

Problem: CSSC hospitals must improve their long-term financial sustainability
and strengthen their business model to improve their market competitiveness.

Result: CSSC hospitals can compete with public and commercial sector hospitals
and are financially self-reliant.

Objective 1a : Establish a sustainable bridge financing mechanism that
buttresses CSSC hospitals against cash flow problems due to delayed NHIF
payments.

Intervention 1a.1.: Create a revolving fund for CSSC hospitals

As shown below, a revolving fund, initially capitalized by a loan from a local
bank or other financial institution, will be supplemented by user fees paid by
FB hospitals that need access to working capital loans.

Instead of the traditional reliance on collateral, bank loans will be
disbursed against NHIF receivables and hospitals will repay the loans, plus
interest, after they receive NHIF reimbursement. The activity will first
target regions where the religious leadership and hospital administration
demonstrate the highest commitment, capacity, and need for support in
achieving national and USAID health goals. Over time as the pool of funds
increases, more facilities can join and take out and repay loans. Eventually,
the initial loan will be repaid to the bank and the revolving fund will become
self-sustaining.

Intervention 1a.2: CSSC HQ staff provide technical assistance to member
hospitals to reduce errors in completing NHIF claims, which contribute to
delayed payment.

Objective 1b : Enhance the market competitiveness of CSSC hospitals

Intervention 1b.1 : A notional network-wide market segmentation strategy is
emerging under the leadership of the CSSC office in Dar-es-Salaam. However,
more bottom-up evidence is needed. Some hospitals have already implemented
innovative market-based solutions, such as Selian Lutheran Hospital in Arusha.
CSSC would like to document examples of successful revenue generation,
reduction in operating costs, and innovative practices at Selian Lutheran
Hospital and 4-5 other progressive hospitals, which will be shared by CSSC
throughout the network.

The intervention described above is meant to support a holistic shift within
the CSSC network away from dependence on government and donor grant funding
and towards a more sustainable business model. There may be opportunities to
streamline or combine some of these interventions or modify them depending
upon what is ultimately needed to help support the CSSC hospitals.

ILLUSTRATIVE DELIVERABLES

The activities under this scope of work will take place over a 6 to 8 week
period beginning July/August 2020.

Deliverables may include:

Phase 1: Assessment report to validate or restate hypothesis, identify
potential solutions and draft requirements for the proposed solutions.

DURATION AND PLACE OF PERFORMANCE

On/about July 15, 2020 – on/about August 30, 2020. Place of Performance will
be Tanzania.

REPORTING

The consultant will report to the INVEST Activity Manager who will be
responsible for technical supervision and acceptance of all deliverables.



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URL:: Link to Apply

[ **Submit your CV and Application on Company Website : Click Here**
]https://chm.tbe.taleo.net/chm04/ats/careers/requisition.jsp?org=DAINC&cws=1&rid=5169&source=Glassdoor

Closing Date : 23rd July, 2020



Rapid Assessment Advisor Jobs in Dai At Dar es Salaam


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