Zuellig Family Foundation and Bridging Leadership Framework

Zuellig Family Foundation

http://www.zuelligfoundation.org/

To respond more effectively to the challenges of the Philippine health sector, the Foundation recast its strategies to strengthen the capabilities of the country’s public healthcare systems and improve access to healthcare for the poor, especially in rural areas. This strategic reorientation coincided with the repositioning of the Foundation’s institutional identity. To denote its autonomy from the business operations of the Zuellig Group, the Foundation adopted a new name: Zuellig Family Foundation (ZFF). While the subsidiaries and affiliates of the Zuellig Group continue to pursue their respective Corporate Social Responsibility programs, ZFF concentrates its efforts and resources on the specific philanthropic mission articulated by the Zuellig family: to promote effective and sustainable healthcare systems in the Philippines, with an emphasis on primary healthcare services in rural communities.

ZFF stands as a defined manifestation of the Zuellig family’s desire to sustain a legacy of making healthcare an operative factor of nation building and improving the quality of life for all Filipinos.

Strategy — The ZFF Health Change Model

The development strategy of the Zuellig Family Foundation is linked to its “ZFF Health Change Model,” which is premised on the assumption that local health leadership—the mayor, the municipal health officer and community leaders—is the key to changing systems and inclusive programs that lead to better health outcomes of the poor. These health outcomes will improve if health inequities are greatly reduced.

ZFF selects municipalities with high health burdens but with local chief executives committed to improving the health outcomes of their constituents.

Since health inequities in the Philippines are complex, the ZFF model builds on the bridging leadership approach developed at the Asian Institute of Management-Center for Bridging Leadership that was specifically designed to address inequities; and an established Theory U and Process, a social technology of change and innovation associated with Scharmer, Senge, Jaworski and Kahane.

Once a partner-municipality, ZFF provided health leadership and governance intervention to its health leadership team who goes through a two-year, four-module face-to-face program. In between modules is a practicum phase, during which the leaders address the building blocks of the health system. This is being implemented in ZFF municipalities located in more challenging geographical areas.

The model also has a variation being replicated with the Department of Health (DOH). The variation is a one-year, two-module program in which training interventions are provided by an academic partner while coaching of the health leadership team is provided by the DOH regional support group.

http://www.zuelligfoundation.org/index.php?option=com_content&view=article&id=238&Itemid=132

Bridging Leadership Framework

Bridging Leader

OWNERSHIP; CO-OWNERSHIP; CO-CREATION

Ownership

Reflect on personal values - understand the social problem - make a personal response and commitment to solve the social problem

Co-ownership

Engage stakeholders through dialoque - shared vision

Co-creation

Work with stakeholder to create new, widely acceptable and sustainable strategies