How we achieve high level corporate partnerships with companies - - PowerPoint PPT Presentation

“How we achieve high level corporate partnerships with companies given the health advocacy and promotion priorities of the UICC and some

• f the challenges that arise in a

global context.”

World Cancer Declaration

3 Key Questions

• Can we deliver the World Cancer

Declaration targets without engaging the private sector?

• Which corporate players should we work

with and partner?

• Conflict of interest in Global Advocacy?

Essential to our future

Not essential to our future

Corporate impact

Nearly 70% of the working population is employed by the private sector

Key Questions

• Can we deliver the World Cancer

Declaration targets without engaging the private sector?

• Which corporate players should we work

with and partner?

• Conflict of interest in Global Advocacy?

An extreme view

• An NGO should not associate itself in any way

with a private sector company because there is an inherent conflict of interest.

• Taking restricted or unrestricted funding is

irrelevant

• An NGO which takes private sector funding is a

“BINGO” (Business Interest NGO) and their view will be affected by the relationship

• An NGO which does not is a “PINGO” (Public

Interest NGO)

Ranges of possibilities

• Within the UICC membership we have a

wide range of NGOs which do or do not have relationships with the private sector

• Some have relationships with sub-brands
• f large corporate entities, but not the

main corporate.

• Some have local or regional relationships

but not global relationships.

• Restricted and unrestricted

UICC enjoys positive partnerships with many organisations

Ecosoc status with the United Nations Formal Relations with WHO Partner with IAEA and IARC

UN AGENCIES

UICC enjoys positive partnerships with many organisations

It’s not simply black and white

Avoid ¡ Talk ¡ Partner ¡

Partner Assessment Framework

Direct Impact on Cancer and NCDs CSR/Foundation Activity Workforce Wellness Approach Advocacy Activity Scale of Impact Appetite for Change Cause Nil Negative Hinders Local Negative Solve Active Effective Helps Global Positive Conflict High Low

Avoid ¡ Talk ¡ Partner ¡

Complementary Skills/Expertise/Assets Weak Strong

Example 1: tobacco company

Direct Impact on Cancer and NCDs CSR/Foundation Activity Workforce Wellness Approach Advocacy Activity Scale of Impact Appetite for Change Cause Nil Negative Hinders Local Negative Solve Active Effective Helps Global Positive Conflict High Low

Avoid ¡ Talk ¡ Partner ¡

Complementary Skills/Expertise/Assets Weak Strong

Example 3: food and beverage

Direct Impact on Cancer and NCDs CSR/Foundation Activity Workforce Wellness Approach Advocacy Activity Scale of Impact Appetite for Change Cause Nil Negative Hinders Local Negative Solve Active Effective Helps Global Positive Conflict High Low

Avoid ¡ Talk ¡ Partner ¡

Complementary Skills/Expertise/Assets Weak Strong

3 Key Questions

• Can we solve the global cancer and NCD

challenge without engaging the private sector?

• Which corporate players should we work

with and partner?

• Conflict of interest in Global Advocacy?

Global advocacy involves everyone.

• Everyone is involved in global advocacy for health – UN, WHO,

governments, private sector, academia, civil society, individuals, you.

• Alliances both formal and informal form on a regular basis linked to

a theme, an issue or in opposition to another view

• Players can adopt several positions on the same issue (or change

position quickly for no apparent reason)

• Strange alliances emerge and unexpected positions can be adopted

– sometimes linked to completely unrelated issues

• There are few “pure” right/correct views, and compromise

(consensus) dominates thinking as a “good result”

• Trading takes place
• The words used are incredibly important
• Many players are skilled diplomats and politicians – not enthusiastic

amateurs

• There are many tourists and side shows

It’s not simply black and white – advocay response

Avoid/ ¡ counter ¡ Talk/ ¡ ¡ coerce ¡ Partner/ plan ¡

Key things for success

• Know what you want – Proposed Outcomes

Document from the NCD Alliance

• Support your demands with evidence
• Have a plan and the resource to execute the plan
• Understand who can influence the outcome you

want (in the UN system, member states, individuals, other organisations)

• Get to them professionally and effectively
• Choose your partners/allies wisely, issue by issue
• Counter the opposition
• Stay the course

Impact on partnerships

• You don’t have to agree on everything
• Transparency in the relationship is critical
• A firewall on policy issues is critical
• Use independent scientific evidence to

substantiate all positions you adopt

• What’s the economic argument for action?

– Head, heart and pocket

Measuring success

• A UN High Level Meeting on NCDs
• An increased understanding and awareness of

NCDs around the world – no longer the forgotten diseases

• A global goal to reduce premature deaths throgh

NCDs by 25% by 2025

• A commitment to agree 10 targets and many

indicators to measure progress, by the end of 2012

• NCDs in the replacement MDGs in 2015