tion in partner intention and strategic focus. He identified six strategic elements to consider when thinking about the value of potential partnerships. His presentation is summarized at the end of this chapter.
Over the course of the workshop, participants raised many examples of public–private partnerships. Several models that were discussed in more detail are highlighted below. Andrea Baruchin provided an overview of several models of public–private partnerships being coordinated and/or managed by FNIH. William Dietz of CDC and Rob Post of the USDA Center for Nutrition Policy and Promotion also discussed the types of partnerships in which their agencies are engaged.
Foundation for the National Institutes of Health1
The FNIH was created and authorized by the U.S. Congress specifically to develop public–private partnerships in support of the NIH mission. The foundation is a nonprofit NGO with an independent board of directors. The current board of directors is a mix of representatives from academia, philanthropy, and industry; the director of NIH and the commissioner of the U.S. Food and Drug Administration (FDA) are on the board as ex-officio members. Since its formation in 1996, FNIH has raised approximately $590 million in support of more than 400 projects. Because it has no endowment, FNIH depends on both unrestricted and restricted donations. Additionally, because the foundation must raise money to support not only its programs but also its own administrative costs, all partnerships include an administrative fee. At any one time, the organization is managing about 100 projects, ranging in size from very large (e.g., the Biomarkers Consortium; see below) to very small (e.g., the many research projects, fellowships, awards, and other special activities established by individual donors). The foundation works with all 27 NIH institutes and centers and with a range of partners, including corporations, other foundations, academia, federal agencies, and philanthropic individuals. The FNIH has received a 4-star Charity Navigator rating for the past 5 years in recognition of the fact that most of its money, specifically, 94 cents of every dollar, directly supports programs.
Baruchin described the FNIH as a “neutral third party” that brings partners together and as a “facilitator” to ensure that all partners’ voices are heard. She emphasized the “flexible” structure of FNIH partnerships, which come in multiple shapes and sizes, depending on partners’ needs.
1 This section is largely a summary of Andrea Baruchin’s presentation.