Building Public-Private Partnerships in Food and Nutrition Workshop Summary (2012) / Chapter Skim
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2 Why Partner?
2 Why Partner?
Pages 9-22
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From page 9... ...
This chapter summarizes the discussion and presentations that addressed the "why" of partnering. It includes results from the pre-workshop survey on "deeply held beliefs" around public–private partnerships and report-back results from the first breakout session on sector goals for multisectoral collaboration.
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From page 10... ...
In Richard Black's opinion, both the private and the public sectors play vital roles in modifying the food supply for public health purposes. As Black, vice president of global nutrition and chief nutrition officer at Kraft Foods, put it, the private sector needs to be part of the conversation because it makes the majority of food consumed in North America.
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FIGURE 2-1 This map of the interrelationships of the factors that influence obesity is displayed here to illustrate its complexity. 11 SOURCE: Foresight, 2007.
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government biosafety level 3 and 4 laboratory capacity as two unique resources that government entities can contribute and specialized manufacturing facilities and knowledge about the chemistry of biologically active compounds in food as two unique resources that industry partners can contribute. Other key benefits of partnership identified at various times during the workshop include the "team spirit" and enthusiasm fostered by the concerted effort and the sense of ownership among the various entities; enhanced credibility resulting from broad stakeholder involvement (one participant referred to the "greater probability of success" with a "broader buy-in")
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government continuing to downsize and look more toward private-industry funding to assist its public health efforts. Woteki mentioned a recent directive issued by President Obama aimed at increasing collaborative work between the public and private sectors and accelerating the transfer of federal research into the marketplace.
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FINDING COMMON GROUND FOR COLLABORATION A major goal of the workshop was to reach an understanding of the different sectors' paradigms -- or deeply held set of assumptions, values, and beliefs about the way things are or should be that established boundaries or a framework to solve problems -- and goals around multisectoral collaboration. To help reach that goal, participants were asked to articulate in the pre-workshop survey their sector's paradigms (Figure 2-2)
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Lastly, again, only three government representatives responded to the survey, but those that did mentioned funding and management of the potential for bias as key goals for public–private partnership. Despite some major differences in the way the different sectors think about multisectoral collaboration and what they hope to gain from such collaboration, Finegood remarked there were also some important commonalities.
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assessment (e.g., pooling data aimed at better understanding of how eating habits influence weight and health status)
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WITH BENEFITS COME RISKS6 Partnerships aimed at producing meaningful change typically involve some degree of risk taking. At several times during the course of the workshop, several participants identified risk mitigation as an integral part of the public–private partnership planning process.
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Government Public health Health protection Regulating safety and labeling; conducting research Health promotion Marketing healthy behavior; conducting research on success Services delivery Fostering the availability and use of healthful products Assessment Monitoring health status and program results Vision McGinnis pointed to Healthy People 2020 as an example of the government sector exercising its vision of "what can be achieved over the next decade if we set ourselves to the task." Industry Food sales Food production Researching and developing new and marketing products; developing strategies to move new products into the market Returning profits to Researching new products and shareholders strategies Assessment Assessing how well products are selling and whether strategies need to be shifted Vision Predicting what the market will look like in the future and evaluating the implications of that prediction NGO Awareness Mobilizing public That is, around perceived action shortfalls and injustices
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risks to the public sector partner may be so great that there should be a presumption against the partnership proceeding. Marks outlined some of the risks to the public sector partner and, in doing so, drew on the United Nations System Standing Committee on Nutrition's (UNSCN's)
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One participant remarked, "One of the frustrating things I see is that the folks that are making the food every day and are responsible for getting it right every day seem to be not having as much say-so as they ought." Another participant referred to the "arrogance" of academic partners who think that they know what all the problems are. A couple of workshop participants pointed out how academic investigators who don't trust industry risk losing touch with the problems that industry perceives as being the most important.
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Other risks identified by workshop participants at various times during the course of discussion include the inappropriate sharing or use of information outside the partnership; the presence of ineffective partners who do not take action or who do not "really jump in and roll up their sleeves along with everybody else in the partnership"; the likelihood that a partnership constitutes a tacit endorsement of a company or product; the presence of a "halo shadow," whereby another product or activity within a certain entity might cast a shadow on the partnership; the likelihood that a partnership project is too focused and, as such, does not address all options for dealing with a specific problem; and the presence of partners with spurious motives.
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22 PUBLIC–PRIVATE PARTNERSHIPS IN FOOD AND NUTRITION public–private partnerships could be framed to include public participation. One participant noted the very effective role that nonprofit organizations have played over the years in engaging industry in constructive conversations.
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