Exploring Partnership Governance in Global Health Proceedings of a Workshop–in Brief (2018) / Chapter Skim
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Exploring Partnership Governance in Global Health: Proceedings of a Workshop - in Brief
Exploring Partnership Governance in Global Health: Proceedings of a Workshop - in Brief
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The workshop examined what role governance assumes in global health PPPs through presentations and discussion on transparency and accountability, operational challenges, legal considerations, barriers and strategies for engagement, examples of governance structures and lessons learned, and measurement. CORE ROLES OF TRANSPARENCY AND ACCOUNTABILITY IN THE GOVERNANCE OF GLOBAL HEALTH PPPs To open the workshop, Michael R
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With these caveats, Reich emphasized that the objectives of the simplified matrix are to improve conceptual clarity and help identify concrete options for action in planning, assessing, and adjusting PPP governance. He concluded by expressing his hope that the matrix would be used by global health PPPs in practice, helping to improve their understanding and their plans for governance.
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The governance structures of the two largest global health PPPs, Gavi and the Global Fund, attempt to put into practice a philosophical shift in development articulated in the 2002 Monterrey Consensus: prioritizing country ownership, results, accountability and transparency, and engagement of all sectors. Dybul emphasized that these two PPPs have succeeded because of their strong public, private, and civil society support.
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He encouraged acknowledging it in the governance structure and defining roles based on unique resources. Yamada recounted that during the early stages of the Bill & Melinda Gates Foundation, the foundation had financial resources but limited legitimacy.
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This issue can become complicated in some countries where the local government asserts ownership rights to all data collected in their country. Miller added that the Gates Foundation has an open-access policy requiring published data it funds directly or indirectly to be published in an open-access journal; at times aligning open-access policies across partners can be challenging.
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LESSONS LEARNED FROM GOVERNING PPPs IN GLOBAL HEALTH1 To provide detailed perspectives on the decision-making processes when developing and adapting the governance of global health partnerships, the workshop included panel presentations on the governance models and lessons learned from five specific partnerships: Access Accelerated (AA) , DREAMS, the Global Health Innovative Technology Fund (GHIT)
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The flexible governance structure has allowed the partnership to add new partners and subcomponents and expand into more countries. Marks shared that developing common metrics for evaluating the partnership led to hard but productive conversations on what constituted success for each partner.
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Mehta emphasized that a significant change between the phases was the strong focus on community engagement in the latter phase. Avahan had five levels in its governance structure: organizational governance focused on processes and systems, donor oversight to regularly review progress, partner meetings for ongoing coordination and mutual accountability, government oversight to monitor role clarity and expectations, and the community advisory group.
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Lauren Shern, National Academies of Sciences, Engineering, and Medicine, served as the review coordinator. SPONSORS: This workshop was partially supported by Anheuser-Busch InBev; Becton, Dickinson and Company; Bill & Melinda Gates Foundation; Catholic Health Association of the United States; ExxonMobil; Fogarty International Center of the National Institutes of Health; GE; Global Health Innovative Technology Fund; Intel; Johnson & Johnson; Medtronic; Merck; Novartis Foundation; PATH; PepsiCo; Procter & Gamble Co.; The Rockefeller Foundation; Safaricom; United Nations Foundation; University of Notre Dame; UPS Foundation; U.S.
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