Collaboration with the private sector. Thursday 20 March 2013

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1 Collaboration with the private sector Thursday 20 March 2013

2 Non-State actors include: nongovernmental organizations: non-profit entities that operate independently of governments private commercial entities: corporate entities that are expected to make a profit for their owners philanthropic foundations: non-profit entities whose assets are provided by donors and managed by their own officials, and whose income is spent on socially useful purposes academic institutions: entities concerned with the pursuit and dissemination of knowledge through research, education and training.

3 WHO s engagement with non-state actors is guided by five overarching principles. If adapted for MoHand governments any engagement with the private sector should: demonstrate a clear benefit to public health recognisethat the MoHis part of the government support and enhance the scientific and evidence-based approach that underpins the MoH swork be actively managed so as to reduce any form of risk to the MoHand government (including conflicts of interest) be conducted on the basis of transparency, openness and inclusiveness.

4 WHO s engagement with non-state actors is limited by four clear boundaries If adapted for MoHand governments any engagement with the private sector should recognize that: Government decision-making is the final prerogative of the MoHand other parts of government The MoH sprocesses in setting norms and standards must be protected from any undue influence MoHdoes not engage with industries that make products that directly harm human health, such as tobacco or arms engagement with the private sector must not compromise the MoH/government s reputation.

5 Broad areas of interaction with the private sector five broad areas of interaction:* participation, resources, evidence, advocacy and technical cooperation *From WHO informal consultation with Member States and non-state actors on WHO s engagement with non- State actors (Geneva, 17 and 18 October 2013),

6 Group work 1: what are the opportunities and threats for engaging with the private sector in the area of NCDs Tables 1 and 2: participation(meetings, consultations, preparing for policies) Tables 3 and 4: resources(human, financial, donations) Tables 5 and 6: evidence (generation and dissemination) Tables 7 and 8: advocacy(increasing awareness of health issues, for changing behavioursin the interest of public health; for fostering collaboration and greater coherence Tables 9, 10 and 11: technical cooperation (technical advice, capacitybuilding, dissemination of knowledge, provision of training, development of training tools and direct support for implementation of programmes)

7 Strengthening Management of Engagement Due diligence:in-depth investigation and verification of all information on a NSA before entering into an engagement. Risk assessment: analysis of the likely impact and the likelihood of occurrence of a risk due to a proposed engagement. Risk management: management decision as to whether to engage as planned, to engage after mitigating risks, or not to engage (on the basis of the results of due diligence on the actor and the risk assessment of the engagement).

8 Risk assessment and management focus on avoiding or mitigating Reputational risks. This concerns a possible negative impact on the MoH s reputation. Such a risk diminishes the value and integrity of the MoHname, brand and emblem, which in turn undermines the MoH swork. Conflict of interest. A conflict of interest creates a risk that professional judgementor actions of the MoHmay be unduly influenced by a vested interest. A conflict of interest can be individual or institutional and can be commercial/financial or an intellectual/policy bias. Undue or improper influence. This concerns the risk that the MoH s engagement with one or more private sector entities will result in undue or improper influence (real or perceived) being exercised on MoH swork. Competitive advantage. This concerns the risk that a private sector association with the MoHwill result in it obtaining an undue competitive advantage (a perceived endorsement by the MoHof the non-state actor or its products or services).

9 Group work 2: engaging with and/or managing the private sector. What are the opportunities and threats for engaging with the private sector in the following areas? Tables 1 and 2: Tables 3 and 4: Tables 5, 6 and 7: Tables 8 and 9: Tables 10 and 11: tobacco use harmful use of alcohol unhealthy diet physical inactivity service delivery

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