Exploring Lessons Learned from Partnerships to Improve Global Health and Safety Workshop in Brief (2015) / Chapter Skim
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Exploring Lessons Learned from Partnerships to Improve Global Health and Safety: Workshop in Brief
Exploring Lessons Learned from Partnerships to Improve Global Health and Safety: Workshop in Brief
Pages 1-8
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Recognizing the complexity and scale of global health and safety challenges, Laura Herman from FSG emphasized the amount of resources needed to address them and the limits of available resources and organizational capacity of governments, civil society, and philanthropy. She noted that as generators of income and wealth, the private corporate sector has resources and capacity to offer, along with these other global health and safety stakeholders.
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Herman defined shared value as corporate policies and practices that enhance competitiveness of the company while advancing social and economic conditions in the communities in which it sells and operates, including reconceiving markets and products, reconfiguring value chains, and enabling local cluster development. She added that shared value suggests that all profit is not necessarily equal: "Profit that involves shared value actually enables society to advance and [helps]
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To promote community ownership, Omaswa suggested growing capacity from within by supporting local institutions and governments to expand locally driven research, strengthen management and leadership, improve sharing of information, close the implementation gap, and improve monitoring and evaluation of performance. He recommended that partners or potential partners should advocate and promote good governance and accountable governments, and support local academic and technical professionals through professional associations, academies, universities, and think tanks.
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In response to these challenges, P&G transformed the water packet distribution into a philanthropic effort and built strong partnerships with nonprofit organizations as distributors and educators of the product. Tummon Kamphuis noted that while the Safe Drinking Water Program is run as a philanthropic initiative, P&G still benefits from return on its investment in the program through employee recruitment and retention; opportunities to gather data and learn about potential consumer bases in LMICs from communities, local nongovernmental organizations (NGOs)
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He noted that while it took several years to negotiate guidelines and build trust within the group, they now have an established track record from their coordinated response to a dozen disasters since 2007, and the collaborative efforts have strengthened UPS's individual objectives. Developing a Shared Vision and Strategy Among Partners Gliber emphasized the value of engaging partners, particularly partners that represent target communities, before the formal partnership formation stage.
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He noted that the development of the governance model was the result of sustained dialogue among partners throughout the partnership formation stage during which potential conflicts of interest were discussed openly. Allowing for Course Corrections In addition to establishing partners, developing shared goals and strategies, and establishing governance structures, Watters commented on the need to create mechanisms that allow partnerships to course correct during their operations.
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Although complex, it is an opportunity to assess how to better leverage resources in countries, including country offices of intergovernmental organizations, corporations with country offices, and local NGOs and civil society, and consider new models for coordination, funding, and the role of the Secretariat. Sustainability Several workshop speakers and participants discussed the challenges of sustainability and their strategies for addressing it.
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SPONSORS: This workshop was partially supported by Air Products; Anheuser-Busch INBEV; Becton, Dickinson & Co; Bill and Melinda Gates Foundation; CARE USA; Catholic Health Association of the United States; Estee Lauder Companies; ExxonMobil; Fogarty International Center/ National Institutes of Health; Fondation Mèrieux USA; GE Energy; Global Health Innovative Technology Fund; Johnson & Johnson; Lockheed Martin Corporation; Medtronic; Merck; PATH; PepsiCo; Pfizer; Procter and Gamble Company; Rockefeller Foundation; Takeda Pharmaceuticals; United Nations Foundation; University of Notre Dame; UPS Foundation; U.S. Agency for International Development; U.S.
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