Harvard Case - Monitoring and Evaluation for the Novartis Access Initiative
"Monitoring and Evaluation for the Novartis Access Initiative" Harvard business case study is written by Anya L. Guyer, Veronika J. Wirtz, Michael Reich. It deals with the challenges in the field of Social Enterprise. The case study is 12 page(s) long and it was first published on : Jan 10, 2020
At Fern Fort University, we recommend that Novartis Access adopt a comprehensive and integrated monitoring and evaluation (M&E) framework that aligns with its mission, strengthens its impact, and enables continuous improvement. This framework should be built upon a foundation of robust data collection, rigorous analysis, and transparent reporting, ensuring accountability and driving informed decision-making.
2. Background
The Novartis Access Initiative, launched in 2015, aims to improve access to essential medicines for patients in low- and middle-income countries (LMICs). This initiative leverages Novartis's expertise in pharmaceutical development and manufacturing to provide affordable and high-quality medicines for a range of diseases, including malaria, tuberculosis, and HIV/AIDS. The case study highlights the challenges Novartis faces in effectively monitoring and evaluating the initiative's impact, particularly in complex and diverse LMIC settings.
The main protagonists in the case study are:
- Novartis: A global pharmaceutical company aiming to expand access to essential medicines in LMICs through the Novartis Access Initiative.
- The Access Initiative Team: Responsible for managing and implementing the initiative, facing challenges in collecting and analyzing data to effectively measure impact.
- Patients and Healthcare Providers: The intended beneficiaries of the initiative, whose experiences and perspectives are crucial to understanding the program's effectiveness.
- Partner Organizations: NGOs, governments, and other stakeholders involved in implementing the initiative, contributing to its reach and impact.
3. Analysis of the Case Study
The case study highlights several key issues:
- Lack of a Standardized M&E Framework: The initiative lacks a consistent and comprehensive M&E framework across different countries and disease areas. This makes it difficult to compare results, identify best practices, and track progress towards overall goals.
- Data Collection Challenges: Collecting reliable and accurate data in LMICs presents significant challenges, including limited infrastructure, data security concerns, and cultural barriers.
- Limited Data Analysis Capacity: The initiative lacks sufficient resources and expertise for analyzing the collected data, hindering the ability to draw meaningful insights and inform decision-making.
- Lack of Stakeholder Engagement: The M&E process lacks sufficient engagement with key stakeholders, including patients, healthcare providers, and partner organizations, limiting the understanding of the initiative's impact and potential for improvement.
Applying Frameworks:
- Stakeholder Theory: The case study emphasizes the importance of engaging with diverse stakeholders, including patients, healthcare providers, governments, and NGOs, to ensure that the M&E framework aligns with their needs and perspectives.
- Social Impact Measurement: The case study highlights the need for robust and standardized metrics to measure the initiative's social impact, including access to medicines, treatment outcomes, and patient satisfaction.
- Triple Bottom Line: Novartis Access should consider the impact of its initiative on the environment, society, and the economy, adopting a holistic approach to evaluating its performance.
4. Recommendations
To address the challenges and enhance the effectiveness of the Novartis Access Initiative, we recommend the following:
- Develop a Comprehensive M&E Framework: Novartis should develop a standardized M&E framework that is aligned with its mission, goals, and key performance indicators (KPIs). This framework should be tailored to specific disease areas and country contexts, while ensuring consistency across the initiative.
- Strengthen Data Collection and Analysis: Invest in robust data collection systems and methodologies, ensuring data quality, security, and privacy. Develop data analysis capabilities within the initiative team, or partner with external organizations with expertise in data science and impact evaluation.
- Enhance Stakeholder Engagement: Actively engage with patients, healthcare providers, partner organizations, and governments in the M&E process. This includes conducting regular surveys, focus groups, and interviews to gather feedback and ensure the initiative's responsiveness to local needs.
- Adopt a 'Theory of Change' Approach: Develop a clear and articulated 'theory of change' that outlines the expected pathways through which the initiative will achieve its objectives. This will provide a framework for measuring impact and identifying key interventions.
- Implement Impact Investing Principles: Consider adopting impact investing principles to measure the social and financial returns of the initiative. This involves developing a clear investment thesis, defining impact metrics, and tracking progress towards achieving both social and financial goals.
- Leverage Technology for M&E: Utilize technology, including mobile data collection tools, data visualization dashboards, and online platforms, to improve data collection, analysis, and reporting. This can also facilitate communication and collaboration among stakeholders.
- Build Capacity within Partner Organizations: Provide training and support to partner organizations to enhance their capacity for data collection, analysis, and reporting. This will ensure the sustainability of the M&E framework and empower local stakeholders to contribute to the initiative's success.
5. Basis of Recommendations
These recommendations are grounded in the following principles:
- Core Competencies and Mission Alignment: The proposed M&E framework aligns with Novartis's mission to improve access to essential medicines and its commitment to corporate social responsibility.
- External Customers and Internal Clients: The recommendations prioritize the needs of patients, healthcare providers, and partner organizations, ensuring that the initiative meets their expectations and addresses their concerns.
- Competitors: Novartis should benchmark its M&E practices against other pharmaceutical companies and social impact initiatives, leveraging best practices and innovative approaches.
- Attractiveness: The proposed M&E framework will enhance the transparency and accountability of the initiative, attracting potential investors, partners, and donors.
- Assumptions: The recommendations assume that Novartis is committed to improving the effectiveness of the Access Initiative, and that it has the resources and commitment to implement the proposed changes.
6. Conclusion
By adopting a comprehensive and integrated M&E framework, Novartis can effectively monitor and evaluate the impact of the Access Initiative, ensuring its effectiveness, transparency, and sustainability. This framework will provide valuable insights for decision-making, enable continuous improvement, and contribute to the initiative's long-term success in improving access to essential medicines in LMICs.
7. Discussion
Other Alternatives:
- Outsourcing M&E to External Consultants: While this approach could provide expertise and resources, it may limit the initiative's control over data collection and analysis, and potentially reduce stakeholder engagement.
- Adopting a Minimalist M&E Approach: This approach could be less resource-intensive but may not provide sufficient data to measure impact and inform decision-making.
Risks and Key Assumptions:
- Data Collection Challenges: Despite efforts to improve data collection, challenges in LMICs may persist, requiring ongoing adaptation and innovation.
- Financial Resources: Implementing a robust M&E framework requires significant financial resources, which may need to be secured through partnerships or increased investment.
- Stakeholder Engagement: Sustaining stakeholder engagement requires ongoing efforts and commitment from Novartis and its partners.
8. Next Steps
- Form a dedicated M&E team: Establish a dedicated team within the Access Initiative responsible for developing and implementing the M&E framework.
- Pilot the framework: Pilot the proposed M&E framework in a few selected countries or disease areas to assess its effectiveness and gather feedback.
- Secure funding: Secure the necessary financial resources to support the implementation of the M&E framework.
- Develop a communication strategy: Develop a clear communication strategy to engage stakeholders and disseminate the results of the M&E process.
- Regularly review and adapt: Conduct regular reviews of the M&E framework to ensure its effectiveness and adapt it to evolving needs and contexts.
By taking these steps, Novartis can transform the Novartis Access Initiative into a model of social impact measurement, demonstrating its commitment to improving access to essential medicines and driving positive change in the lives of patients in LMICs.
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Case Description
This case is located within the multinational pharmaceutical company Novartis, as key managers decide what kind of monitoring and evaluation to implement for one of its social business programs, Novartis Access. This new program will expand the company's reach into traditionally underserved markets in low- and middle-income countries using a basket of 15 medicines for non-communicable diseases offering them at public and faith-based facilities at a lower price than sold in the private market. Novartis Access is being launched in late 2015 in Kenya, with a long-term goal of operating in 30 countries. The case focuses on Michael Fürst, Senior Manager for Corporate Responsibility Strategy and Innovation, who must prepare a plan for monitoring and evaluation for Novartis Access to present to Harald Nusser, Head of Novartis Social Business. In order to prepare for his first meeting with Harald Nusser, Michael Fürst needs to identify the value and risks of monitoring and evaluating (and their differences) and make a proposal about what kind of monitoring and evaluation to adopt (if any), and how to overcome internal and external challenges.
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