The Zuellig Family Foundation: A Bridge to a Better Future
In 2008, the chairman of the Zuellig Family Foundation and former Secretary of Foreign Affairs for the Philippines, asked the foundation’s president to take up the challenge of providing health care for the poor of the Philippines. The foundation’s president was particularly struck by the health inequities between the urban rich and the rural poor. The rich had a life expectancy above 80 and the poor below 60; the maternal mortality ratio was 15 among the rich but over 150 among the poor. The foundation’s president had spent much of his career working to bridge fundamental divides within Philippine society. Within four years, he led the foundation to complete a health care program with remarkable success in selected areas of the country, which transformed the inert and broken health care system into a living, thinking, intelligent network of stakeholders. A dignitary praised the program and asked the foundation’s president to roll out the program country-wide. Could the foundation succeed with such a broad undertaking while preserving the efficacy, soul, and sustainability of the program?
Collection: Ivey Business School (Canada)
Ref: IVEY-9B16M189-E
Format: PDF
Number of pages: 16
Publication Date: Nov 3, 2016
Language: English
Review date: Nov 29, 2016
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Description
In 2008, the chairman of the Zuellig Family Foundation and former Secretary of Foreign Affairs for the Philippines, asked the foundation’s president to take up the challenge of providing health care for the poor of the Philippines. The foundation’s president was particularly struck by the health inequities between the urban rich and the rural poor. The rich had a life expectancy above 80 and the poor below 60; the maternal mortality ratio was 15 among the rich but over 150 among the poor. The foundation’s president had spent much of his career working to bridge fundamental divides within Philippine society. Within four years, he led the foundation to complete a health care program with remarkable success in selected areas of the country, which transformed the inert and broken health care system into a living, thinking, intelligent network of stakeholders. A dignitary praised the program and asked the foundation’s president to roll out the program country-wide. Could the foundation succeed with such a broad undertaking while preserving the efficacy, soul, and sustainability of the program?
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Year: 2008-2016
Geographic Setting: Philippines
Industry Setting: Health Care Services;
Learning Objective
This case is suitable for modules in leadership and change, corporate social responsibility, strategic philanthropy, social innovation, corporate philanthropy, and public health and development. It can be used in undergraduate, graduate, or executive audiences. After completion of the case, students will be able to do the following: ·Consider what can be achieved by businesses, individuals, and families who set out to do good. ·Evaluate an innovative approach to health and social change through strategic philanthropy. ·Provide insights into how social and health change can be achieved in the context of a geographically challenging, resource-poor, developing country.
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