Symposia
Dissemination & Implementation Science
Simone Schriger, M.A. (she/her/hers)
Doctoral Candidate
University of Pennsylvania
Los Angeles, California
Agnes Binagwaho, MD, M(Ped), PhD (she/her/hers)
Vice Chancellor
University of Global Health Equity
Kigali, Kigali, Rwanda
Moses Keetile, MSc, MA (he/him/his)
Deputy Permanent Secretary for Health Policy, Research and Development
Ministry of Health and Wellness
Gabarone, South-East, Botswana
Vanessa Kerry, MD, MSc (she/her/hers)
CEO
Seed Global Health
Boston, Massachusetts
Joel Mubiligi, MD, MBA (he/him/his)
Executive Director
Partners in Health in rwanda
Kigali, Kigali, Rwanda
Doreen Ramogola-Masire, MD (she/her/hers)
Acting Dean of the Faculty of Medicine
University of Botswana
Gabarone, South-East, Botswana
Michelle Roland, MD (she/her/hers)
Former Country Director for CDC in Botswana and Tanzania
Centers for Disease Control and prevention
Gabarone, South-East, Botswana
Frances Barg, PhD, MEd (she/her/hers)
Emeritus Professor CE of Family Medicine and Community Health
University of Pennsylvania
Philadelphia, Pennsylvania
Corrado Cancedda, MD, PhD (he/him/his)
Director of the Botswana - University of Pennsylvania Partnership
University of Pennsylvania
Pennsylvania, Pennsylvania
Despite the exponential growth of global health partnerships over the past 20 years, evidence for their effectiveness remains limited. Furthermore, many partnerships are dysfunctional as a result of inequitable partnership benefits, low trust and accountability and poor evaluation and quality improvement practices. In this presentation, I will describe a theoretical model for partnerships developed through interviews of seven global health experts. Through semi-structured interviews and an open-coding approach to data analysis, and inspired by Maslow’s hierarchy of needs, we identify 12 global health partnership pillars spanning across three interconnected partnership levels. The six transactional pillars, which are the most foundational of the pillars, are governance, resources and expertise, power management, transparency and accountability, data and evidence and respect and curiosity. The four collaborative pillars (which build on the transactional pillars) are shared vision, relationship building, deep understanding and trust. The two transformational pillars (which build on the collaborative pillars and allow partnerships to achieve their full potential) are equity and sustainability. The theoretical model described in this presentation will be complemented by real-life examples, which demonstrate both the cost incurred when global health partnerships fail to live up to these pillars and the benefits gained when global health partnerships uphold them. I will also present key lessons learned from these interviews as well as best practices that global health partnerships should adopt to further increase their strength and improve their effectiveness in the future. To continue improving health outcomes, including mental health, and reducing health inequities globally, we need global health partnerships that are transformational, not just rhetorically but de facto. These actualized partnerships should serve as a catalyst for the greater societal good and not simply as a platform to accrue and exchange organizational benefits.