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Exploring Partnership Governance in Global Health: Proceedings of a Workshop (2018)

Chapter: Appendix B: World Caf Reports on Internal Governance of Individual Partners and Impacts on Approaches to PublicPrivate Partnerships

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Suggested Citation:"Appendix B: World Caf Reports on Internal Governance of Individual Partners and Impacts on Approaches to PublicPrivate Partnerships." National Academies of Sciences, Engineering, and Medicine. 2018. Exploring Partnership Governance in Global Health: Proceedings of a Workshop. Washington, DC: The National Academies Press. doi: 10.17226/25069.
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Appendix B

World Café Reports on Internal Governance of Individual Partners and Impacts on Approaches to Public–Private Partnerships

During the workshop, the participants engaged in a World Café discussion at their tables during which they answered two questions:

  • Based on your experiences, what have been the main barriers your organization has experienced when engaging in public–private partnerships (PPPs)?
  • How have you or your organization overcome or managed these barriers to engagement?

In this short session, Jo Ivey Boufford and Kevin Etter summarized examples of some responses from individuals from the six participating groups. None of these examples should be construed as reflecting consensus by any of the small working groups. Regarding the first question (see Table B-1), Etter said there were a few themes that the session highlighted, including alignment and understanding among the partners, measurement, and trust, but overall the groups identified a rich and diverse set of challenges.

Boufford then summarized the answers to the second question on how to address these challenges (see Table B-2). The solutions included investing time at the start of the partnership to institutionalize the partnership and earn buy-in from leadership. Other solutions included being able to adapt to change, being transparent and honest, deploying appropriate metrics, and establishing mechanisms for resolving disagreements and barriers to understanding.

Suggested Citation:"Appendix B: World Caf Reports on Internal Governance of Individual Partners and Impacts on Approaches to PublicPrivate Partnerships." National Academies of Sciences, Engineering, and Medicine. 2018. Exploring Partnership Governance in Global Health: Proceedings of a Workshop. Washington, DC: The National Academies Press. doi: 10.17226/25069.
×

TABLE B-1 Responses to World Café Question 1: What Are the Main Barriers Your Organization Has Experienced When Engaging in PPPs?

Group 1 Group 2 Group 3 Group 4 Group 5 Group 6
Failure to document vision, mission, intent Alignment of expectations; definition and measure of success; leadership differences; adaptability Identifying the champions: skill sets and expertise; retention of relationships Lack of metrics/agreed performance Alignment: defined purpose of PPP Assumptions; private-sector mistrust; speaking the same language; power dynamics
People: champions and host lost; capacity Risk: political, financial, reputation, legal Lacking the right indicators to measure success of the partnership Lack of management capabilities Measure and evaluate comparative value-added of PPP Lack of trust: difference in ideology
Understanding the business and players Local ownership: exit strategy and sustainability Alignment of interests: evolution and redefinition Lack of mutual understanding in motivations, assumptions, purpose, and language Transaction costs Strategy seen as luxury versus necessity

NOTES: This table shows examples of responses from individual participants and should not be construed as reflecting group consensus. PPP = public–private partnership.

SOURCE: As presented by Jo Ivey Boufford and Kevin Etter on October 26, 2017.

Suggested Citation:"Appendix B: World Caf Reports on Internal Governance of Individual Partners and Impacts on Approaches to PublicPrivate Partnerships." National Academies of Sciences, Engineering, and Medicine. 2018. Exploring Partnership Governance in Global Health: Proceedings of a Workshop. Washington, DC: The National Academies Press. doi: 10.17226/25069.
×

TABLE B-2 Responses to World Café Question 2: How Have You or Your Organization Overcome or Managed These Barriers to Engagement?

Group 1 Group 2 Group 3 Group 4 Group 5 Group 6
Invest time up front on common purpose Document everything Institutionalize partnership with buy-in from leadership and staff Use metrics to manage Plan with candor Invest time up front to discuss goals, roles, and responsibilities
Realize disagreement will happen; document pattern for resolving disagreement Establish or build in mechanisms for change in advance Cultural liaison to guide partnership and align interests and expectations Define relevant qualification for leaders (and be willing to act if change is needed) Articulate key performance indicators to be evaluated Understand motivations of each partner and be honest about limitations
Define the end game Involve local ownership from beginning; be transparent about sustainability goals/road map Be open to rethinking roles; leave room for innovation from the beginning Reminder of agreed purpose; declare prejudices; understand common interests; apply metrics to guide decision making Passion, initiative, efficiency Experience success and be honest in failure

NOTE: This table shows examples of responses from individual participants and should not be construed as reflecting group consensus.

SOURCE: As presented by Jo Ivey Boufford and Kevin Etter on October 26, 2017.

Suggested Citation:"Appendix B: World Caf Reports on Internal Governance of Individual Partners and Impacts on Approaches to PublicPrivate Partnerships." National Academies of Sciences, Engineering, and Medicine. 2018. Exploring Partnership Governance in Global Health: Proceedings of a Workshop. Washington, DC: The National Academies Press. doi: 10.17226/25069.
×

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Suggested Citation:"Appendix B: World Caf Reports on Internal Governance of Individual Partners and Impacts on Approaches to PublicPrivate Partnerships." National Academies of Sciences, Engineering, and Medicine. 2018. Exploring Partnership Governance in Global Health: Proceedings of a Workshop. Washington, DC: The National Academies Press. doi: 10.17226/25069.
×
Page 81
Suggested Citation:"Appendix B: World Caf Reports on Internal Governance of Individual Partners and Impacts on Approaches to PublicPrivate Partnerships." National Academies of Sciences, Engineering, and Medicine. 2018. Exploring Partnership Governance in Global Health: Proceedings of a Workshop. Washington, DC: The National Academies Press. doi: 10.17226/25069.
×
Page 82
Suggested Citation:"Appendix B: World Caf Reports on Internal Governance of Individual Partners and Impacts on Approaches to PublicPrivate Partnerships." National Academies of Sciences, Engineering, and Medicine. 2018. Exploring Partnership Governance in Global Health: Proceedings of a Workshop. Washington, DC: The National Academies Press. doi: 10.17226/25069.
×
Page 83
Suggested Citation:"Appendix B: World Caf Reports on Internal Governance of Individual Partners and Impacts on Approaches to PublicPrivate Partnerships." National Academies of Sciences, Engineering, and Medicine. 2018. Exploring Partnership Governance in Global Health: Proceedings of a Workshop. Washington, DC: The National Academies Press. doi: 10.17226/25069.
×
Page 84
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Solving the world’s health challenges requires multidisciplinary collaborations that bring together the talents, experiences, resources, and ideas from multiple sectors. These collaborations in global health frequently occur through public–private partnerships (PPPs) in which public and private parties share risks, responsibilities, and decision-making processes with the objective of collectively and more effectively addressing a common goal. However, these numerous stakeholders bring varying strengths and resources to global health partnerships, but they also bring their own organizational cultures, regulations, and expectations. Managing partnerships among them is complex and requires intentional and thoughtful governance. Over the last several decades, as the number of interested stakeholders, resources invested, and initiatives launched within the global health field has grown, effective governance of global health PPPs has become increasingly critical.

To explore the role of governance in PPPs for global health, the Forum on Public–Private Partnerships for Global Health and Safety convened a workshop. Participants explored best practices, common challenges, and lessons learned in the varying approaches to partnership governance. They also highlighted key issues in the governance of PPPs for global health with the goal of increasing their effectiveness in improving health outcomes. This publication summarizes the presentations and discussions from the workshop.

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