Patricia Pittman1, Marla E Salmon2. 1. Associate Professor, Department of Health Policy and Management, Milken Institute School of Public Health, The George Washington University, Washington, DC. Electronic address: ppittman@gwu.edu. 2. Professor, Department of Psychosocial and Community Health Nursing, School of Nursing, University of Washington, Seattle, WA; Professor, Department of Global Health, School of Public Heath, University of Washington, Seattle, WA.
Abstract
BACKGROUND: Health system transformations in the United States are creating new opportunities for nursing innovation, although financial sustainability has limited the expansion of nurse managed clinics. PURPOSE: We explore case studies of nursing enterprises in the developing world and discuss their potential for informing related work in the United States. METHODS: Cases were selected from the Center for Health Market Innovations. DISCUSSION: We describe a professional association network of clinics in Tanzania, a social franchise in Kenya, and a cooperative in the Philippines. All programs empowered nurses to own, lead, and advance their professional influence. They had a social mission of improving access to care for disadvantaged populations, while increasing employment and autonomy of women. They also provided a shared platform for branding, purchasing, and quality assurance. CONCLUSION: Organization sponsors in these models may be relevant to different actors in the United States. Each demonstrates the importance of a collective approach to advancing nursing enterprises.
BACKGROUND: Health system transformations in the United States are creating new opportunities for nursing innovation, although financial sustainability has limited the expansion of nurse managed clinics. PURPOSE: We explore case studies of nursing enterprises in the developing world and discuss their potential for informing related work in the United States. METHODS: Cases were selected from the Center for Health Market Innovations. DISCUSSION: We describe a professional association network of clinics in Tanzania, a social franchise in Kenya, and a cooperative in the Philippines. All programs empowered nurses to own, lead, and advance their professional influence. They had a social mission of improving access to care for disadvantaged populations, while increasing employment and autonomy of women. They also provided a shared platform for branding, purchasing, and quality assurance. CONCLUSION: Organization sponsors in these models may be relevant to different actors in the United States. Each demonstrates the importance of a collective approach to advancing nursing enterprises.