Title Page, Copyright

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pp. 1-6

Contents

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pp. vii-viii

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Foreword

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pp. ix-x

The Milbank Memorial Fund is an endowed operating foundation that works to improve health by helping decision makers in the public and private sectors acquire and use the best available evidence to inform policy for health care and population health. The Fund has engaged in nonpartisan analysis, study, research, and communication ...

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Preface

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pp. xi-xiv

A boy leads a blind man, holding onto a stick. It’s a familiar and evocative sculpture for those who visit the headquarters of the World Health Organization, the Carter Center, the World Bank, and Merck. I thought of that sculpture recently when I started using a cane because of a fracture. ...

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Acknowledgments

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pp. xv-xviii

Our greatest debt is to Dr. William H. Foege, who gave us our earliest insights into what it takes to achieve real collaboration. He gave unstintingly of his time, introduced us to key players on the international scene, and was a continuous source of both learning and inspiration. ...

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Chapter 1 Introduction: Why Collaboration Matters and Why It Happens Too Rarely

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pp. 1-14

In the mid-1980s several organizations involved in global health wrestled with how to get a stalled immunization effort back on track. They formed the Task Force for Child Survival, a partnership that quickly reinvigorated the effort and allowed the organizations to reach the goal.1 ...

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Part 1 Challenges Affecting Collaboration

When we started the research for this book, we were keenly aware of some of the changing dynamics in global health. More diverse players were now at the table when a coalition convened, for example, and many more donors were supporting global health efforts. But how, exactly, did these changes affect collaboration? ...

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Chapter 2 The Diverse Landscape of Global Health

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pp. 17-30

In 2003 two of our authors, Mark Rosenberg and Margaret McIntyre, experienced firsthand the impact external forces can have on a partnership. They were working on a drug-resistant TB effort in Peru with the Partnership Against Resistant Tuberculosis: A Network for Equity and Resource Sharing (PARTNERS) TB Control Program.1 ...

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Chapter 3 Nature of the Disease/Threat

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pp. 31-51

Once in a rare while, global health reaches a critical threshold in technology or strategy for controlling a disease/threat. Smallpox during the middle of the twentieth century is a good example: a vaccine had been developed in 1796, but it was the technological advances in the 1950s for delivering the vaccine — a bifurcated needle and a freeze-dried process ...

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Chapter 4 Cultural and Social Challenges

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pp. 52-66

In chapters 2 and 3 we’ve described two challenges to developing real collaboration — the diverse landscape of global health and the nature of the disease or threat. The third major area consists of the cultural and social challenges of working with a diverse group of human beings. ...

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Part 2 Insights from Past Partnerships

With such complex challenges facing global health initiatives, we knew it was impossible to try to devise a simple formula for achieving real collaboration. At the same time, partnerships clearly need some kind of guidance. We asked ourselves how we could frame the lessons learned from the partnerships we were examining in a useful way. ...

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Chapter 5 Lessons along the Partnership Pathway

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pp. 69-84

In a book about climbing the world’s second-highest mountain, K2 in the Himalayas, photographer Jim Curran describes the experience of seeing the peak from base camp: “There it was, unequivocal, real, present, impassive and quite monumentally huge. A great triangle that hung like a gigantic backdrop to the silent amphitheatre of Concordia. ...

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Chapter 6 The First Mile

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pp. 85-107

Chapter 5 described the photographer Jim Curran’s awe at the colossal peak of K2 rising before him when he arrived at base camp. After this initial surge of exuberance, he and his fellow climbers settled down to the more mundane tasks of a base camp — acclimating themselves, agreeing on roles, and preparing for the climb. ...

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Chapter 7 The Journey: Discipline and Flexibility in Management

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pp. 108-126

Jim Curran, the photographer who joined a group of climbers on K2, describes what it felt like to leave base camp and begin his journey up the mountain: “Would so many people moving up and down the mountain work out for good or bad? If harmony and co-operation prevailed, ...

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Chapter 8 The Journey: Complementary Leadership Roles

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pp. 127-142

Photographer Jim Curran’s mountain-climbing team began to run into serious problems in their journey up the treacherous slopes of K2. Unfortunately, their leader was unable to guide them through these difficulties. ...

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Chapter 9 The Last Mile

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pp. 143-156

The mountain climbers we’ve been following up the slopes of K2 struggled as the weather turned dangerous. Without strong leadership they had never become a real team, and conflicts began to surface. Photographer Jim Curran describes their state of mind: ...

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Chapter 10 Ways for Donors to Encourage Collaboration

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pp. 157-175

Dramatic forces have swept through global health since the mid-1980s, shattering the architecture that had given shape to the field, multiplying the number of participating organizations, and increasing the expectation that recipient countries should participate in decision making. ...

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Chapter 11 Conclusion: The Purpose of Real Collaboration

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pp. 176-178

Throughout this book we’ve described an exceptional kind of partnership — the kind that becomes an integrated team and then goes on to achieve far more than anyone anticipated. Like author Jim Collins in his book Good to Great in the Social Sectors and Jon Katzenbach and Douglas Smith in The Wisdom of Teams, we’re talking about excellence and the rewards it brings.1 ...

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The First Mile Toolkit

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pp. 179-196

As a participant in a newly launched global health project, you are about to begin the exciting yet sometimes daunting First Mile. As pointed out in Chapter 5, the First Mile of a partnership is characterized by optimism and a sense of possibility, but it can also be intimidating. To make the task a little less overwhelming, we have provided you with a toolkit. ...

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The Journey: Management Toolkit

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pp. 197-210

The Journey of a global health partnership will present many challenges— logistical, technical, financial, personal, or social in nature. Chapter 7 includes examples of partnerships that have faced such challenges and emerged even stronger than before. ...

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The Journey: Leadership Toolkit

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pp. 211-221

As mentioned in Chapter 8, fulfillment of several leadership roles is extremely important in global health partnerships. The most successful partnerships fill the needed leadership roles not through a single, strong individual but through complementary leadership in both internal (team) roles and external roles. ...

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The Last Mile Toolkit

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pp. 222-232

With the goal in sight and the imminent dissolution of the partnership just around the corner, several important exercises will enable a smooth transition and increase the likelihood of program sustainability once the partnership leaves it in the hands of local stakeholders. ...

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The Donor Toolkit

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pp. 233-242

A pivotal force for ensuring that the lessons of collaboration are applied is the donor community—the global agencies, bilaterals, multilaterals, NGOs, foundations, and private-sector organizations that have made a commitment to global health. In every successful partnership we profiled, donors played a highly supportive role in providing strategic guidance, ...

Appendix 1. Coalitions and Collaboration in Global Health: A Dialogue Hosted by the Task Force for Global Health (formerly the Task Force for Child Survival and Development)

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pp. 243-244

Appendix 2. Coalitions and Collaboration in Global Health: A Symposium for Global Health Leaders.

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pp. 245-248

Works Cited

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pp. 249-252

Index

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pp. 253-262