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Enhancing Governance for Health through Multi-Stakeholder Collaboration

Wicked problems in public health require the involvement of various stakeholders to learn from each other, create new relationships, and achieve common goals. Governments alone may not have the capacity to provide sufficient services, while market forces alone may not generate public value. Adopting a multi-stakeholder model can facilitate governance and policy-making by bringing together diverse stakeholders. Stakeholder analysis involves identifying key players, weighing pros and cons for legitimacy and efficiency, and considering influence and participation. Collaboration among businesses, civil society, governments, and other organizations is essential for addressing complex health challenges.

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Enhancing Governance for Health through Multi-Stakeholder Collaboration

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  1. Health in All Policies 7. The Role of Non- Governmental Stakeholders Carmel Williams, Manager Strategic Partnerships Public Health Services SA Health otago.ac.nz/uowsummerschool

  2. Wicked Problems Wicked Problems • Wicked problems are socially defined • So getting the “whole system in the room” to enable people to learn from one another is both useful and necessary. • Social learning is more likely to be successful if it evolves as stakeholders meet, interact, and inform one another’s actions. Kickbusch

  3. The 21st century approach to The 21st century approach to governance for health governance for health Global Commitments Overall societal goals New strategic relationships Interconnected forms of government Citizens voice and participation SOCIAL DETERMINANTS EQUITY SUSTAINABILITY Kickbusch

  4. Stakeholders Stakeholders • Regardless of reform, revitalization and a technological revolution, the reality is that in many developing countries, at least in the foreseeable future, government alone will be unable to develop sufficient capacity to offer basic services to citizens. • Yet the experience of the past decades vividly demonstrates that market forces alone will not produce enough public value either. (WEF) Kickbusch

  5. Stakeholders: Who are they? Stakeholders: Who are they? • Any individual, group or business with a vested interest (a stake) in the success of an organization • A stakeholder is typically concerned with an organization delivering intended results and meeting its financial objectives. • A stakeholder can be one of two types - internal (from within an organization) or - external (outside of an organization).

  6. A multi multi- -stakeholder stakeholder model model • is an organizational framework or structure which adopts the multi-stakeholder process of governance or policy making, which aims to bring together the primary stakeholders such as businesses, civil society, governments, research institutions and non-government organizations to cooperate and participate in the dialogue, decision making and implementation of solutions to common problems or goals. Kickbusch

  7. Stakeholder analysis Stakeholder analysis • A process of systematically gathering and analysing qualitative information to determine whose interest should be taken into account when developing ………..Health in All Polices Kickbush

  8. Action Action S Space pace Contextual Environment Transactional environment Policy space Organisational space Kickbusch

  9. Identifying stakeholders Identifying stakeholders • Define the range of categories you need to involve • Identify key stakeholders with in the categories Kickbusch

  10. Balancing Pros and cons Balancing Pros and cons • Two central elements to consider - efficiency versus legitimacy. • A comprehensive multi-stakeholder process can give a high legitimacy to an initiative, but it also entails significant transaction costs. • The more stakeholders at the table, the more difficult and time-consuming the process can be to come to a common understanding and position. Kickbusch

  11. Legitimacy and Efficiency Legitimacy and Efficiency Kickbusch

  12. Deciding on who to involve Deciding on who to involve • Some points: • Knowledge of the issue/policy • Interests related to the policy • Position for or against the policy • Potential alliances with other stakeholders • Ability to affect the policy process through power or leadership (formal/informal) Kickbusch

  13. Influence Influence • A stakeholder refers to an individual, group or organization that has a direct or indirect interest or stake in a particular organization; • that is, a given action has the ability to influence the organization's actions, decisions and policies to achieve results Kickbusch

  14. Points to consider Points to consider • Selecting participation - Who is in and who is out - Large versus small…… • Balancing membership and Leadership - Civil society? Business? - Inclusiveness x manageability - Roles and function. Eg Vice chair...... Kickbusch

  15. Stakeholder Stakeholder analysis analysis Kickbusch

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