Business Investing in Malaria Control: Economic Returns and ... - Path

Figure A.6
Malaria patients in company clinics at Mopani Copper Mines, Konkola Copper Mines and Zambia Sugar
Number of patients
(thousands)
10
Number of patients
(thousands)
10
8
8
6
6
4
4
2
2
0
0
2001 2002 2003 2004 2005 2006 2007 2008 2009
2001 2002 2003 2004 2005 2006 2007 2008 2009
Number of patients
(thousands)
10
8
6
4
2
0
2001 2002 2003 2004 2005 2006 2007 2008 2009
Sources: Health Management Information Systems, Central Statistics Office, Zambia; company data.
Malaria cases that were treated in the company
clinics triggered expenditures. The following
health-care cost categories were identified:
• salaries of health staff;
• costs of materials and medication;
• health-facility running costs and administrative
overhead;
• capital expenditures associated with maintaining
health-facility infrastructure.
Given the near decade-long period of analysis, it
was assumed that all of these costs were variable in
nature and that a reduction in morbidity would result
in a proportional reduction in health-care costs.
Baseline out-patients
Actual out-patients
Baseline in-patients
Actual in-patients
The three companies provided cost estimates
for in-patient and out-patient cases, based on
the framework illustrated above. Their estimates
varied widely, from US$ 55 per in-patient case and
US$ 17 per out-patient case at Zambia Sugar, to
US$ 465 per in-patient case and US$ 36 per outpatient
case at MCM (in 2009 US dollars). According
to interviews with controllers at the firms, this
discrepancy can be explained by the elevated
capital costs associated with the urban referral
hospitals operated by the copper mine companies.
Applying these company-specific estimates to
the company-specific in-patient and out-patient
cases averted, the health-care cost savings are
illustrated in Figure A.7.
BUSINESS INVESTING IN MALARIA CONTROL: ECONOMIC RETURNS AND A HEALTHY WORKFORCE FOR AFRICA
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