N. Gibbens EuFMD OS20

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EuFMD Open Session. Final Session – 16 February 2021
Making Public-Private Partnerships work
against FAST diseases: the public sector
role
Nigel Gibbens CBE
Independent consultant, UK.

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*Defined following research by the OIE on the application of PPP in delivering veterinary services globally
What is Public-Private Partnership?
• A joint approach in which the public and private sectors agree
responsibilities and share resources and risks to achieve common
objectives that deliver benefits in a sustainable manner*
• By working together in partnership to provide or enable services, the
public and private sectors can bring greater benefits and long-term
positive impact that would otherwise be unattainable by either sector
working in isolation
• Many potential private sector partners. For example: individual vets
or para-professionals; producer organisations; national or
international companies.

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EuFMD Open Session. Final Session – 16 February 2021
For more information (brochures, videos, etc.)
www.oie.int/publicprivatepartnerships
(also available in Spanish and French)

4. The OIE PPP Handbook
www.oie.int/ppphandbook
(also available in Spanish and French)

5. The OIE PPP e-learning courses
Freely available to you at
https://training.oie.int/course/index.php?categoryid=57
developed in collaboration with

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In red are case examples described in detail in the OIE PPP Handbook
A global typology of PPPs in support of national Veterinary Services
(source: OIE 2017 PPP survey)
Cluster 1: Transactional PPP
- The (national) procurement of discrete animal health services from private service providers, usually private
veterinarians or veterinary paraprofessionals (VPPs)
- Initiated and funded by the public sector, with contract or sanitary mandate
- Ex. Mali*, Tunisia, Afghanistan, Barbados, etc.
Cluster 2: Collaborative PPP
- Joint commitment between the public sector and end-beneficiaries, often producer associations, to deliver
mutually agreed (national) policies/outcomes
- Driven by trade and export interests, therefore jointly initiated and funded
- Ex. Paraguay, Saudi Arabia, Namibia, Australia, Ireland, etc.
Cluster 3: Transformative PPP
- Establishing sustainable capability to deliver otherwise unattainable major programmes
- Initiated by private companies to achieve long-term sustainable business returns and/or a public good
commitment
- Ex. ALPHA initiative of Zoetis in Nigeria, Ethiopia, Tanzania and Uganda, Sidai in Kenya, Ethiochicken in
Ethiopia, Hester in India, etc.

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EuFMD Open Session. Final Session – 16 February 2021
How can Public-Private Partnerships improve resilience
against FAST diseases?
• Establishing sound disease control policies and contingency
plans to deliver agreed benefits with support and commitment of
key stakeholders. Collaborative; transformational
• Enabling delivery of effective control measures: technical
capability and capacity, but also securing support from livestock
keepers. Transactional; transformational; collaborative
• Realising the benefits of FAST disease control or eradication, eg
establishing, maintaining or re-establishing trade. Collaborative,
transformational

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EuFMD Open Session. Final Session – 16 February 2021
Transactional PPP: examples
Tunisia:
+300 mandated veterinarians undertaking specific prophylactic programs
Between 2006 and 2018:
FMD vaccination coverage increased from 48% to 75%
Duration of vaccination campaign went from 120 to 60 days
Positive $ gain/animal
Afghanistan:
Sanitary Mandate contract scheme with private Veterinary Field Units
undertaking surveillance, sample collection, vaccinations, etc.
12,5 million small ruminants from the pastoralist community vaccinated
against PPR in the context of the global PPR eradication plan

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EuFMD Open Session. Final Session – 16 February 2021
Collaborative PPP: examples
Saudi Arabia:
Large dairy farms within Saudi milk producer association provide FMD vaccine to
vaccinate animals in the smaller farms in the vicinity. PPP regulated by legislation.
Impact: decreased FMD prevalence in the small farms reduces virus
circulation and secures access to export markets and trade profits
Thailand:
Initiated by the private sector, with MoU signed in July 2020 between 18 public
and private bodies with the objective to eradicate AHS & recover AHS-free status
Among many activities: financial and logistical support for the provision of protective
nets against Culicoides to owners / managers of working horses or racehorses

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EuFMD Open Session. Final Session – 16 February 2021
Transformative PPP: examples
India:
Partnership between Hester Biosciences Ltd and the Government of Jharkhand,
involving training of 750+ women service providers to perform vaccination
1 million birds vaccinated against ND and 76,000 goats against PPR
Impact: facilitating mass access of veterinary vaccines and products to scale-up
backyard and smallholders farming
Africa:
ALPHA initiative of Zoetis (African Livestock Productivity and Health Advancement)
Nigeria, Ethiopia, Tanzania and Uganda
Several activities, including novel product registrations, manufacturing of smaller packs,
improving diagnosis for correct intervention, distributor training and certification, etc.

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EuFMD Open Session. Final Session – 16 February 2021
PPP and National Veterinary Services
• The public sector responsibility is mandated by law and
Government policy
• Normally falls to the Veterinary Authority
• Includes international obligations such as disease reporting and
certification
• Scope of public sector activity varies between countries – from
major disease response and zoonoses only to support for livestock
productivity
• Potential for PPP within this mandate
• PPP does not remove public sector responsibility or accountability
to stakeholders and Government.

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EuFMD Open Session. Final Session – 16 February 2021
Making PPP happen - general
• Establish the potential value of PPP – in principle or a specific case
• Gain high level commitment to enable PPP – political and executive
• Encourage key people to support and champion PPP
• Ensure that PPP is lawful, removing legal barriers if necessary
• Engage stakeholders to secure their understanding and agreement.
• Create a culture within public sector that is positive to PPP at all levels
– executive, management and delivery
• An open and innovative mindset, from both public and private sector, is needed
to overcome distrust and co-invent creative collaborations

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EuFMD Open Session. Final Session – 16 February 2021
Making PPP happen - specific
• Clarity of purpose – why do it?
• The private sector has considerable potential, appetite and talent for innovation…
their survival depends on it in a highly competitive environment.
• Whoever initiates a PPP proposal, develop it in partnership
• Define the outcomes and benefits to be delivered
• Commit resource to manage the PPP and deliver the activities
• Engage stakeholders – communicate and listen

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EuFMD Open Session. Final Session – 16 February 2021
Making PPP happen - governance
• Agree governance according to the type of PPP
• Sufficient but not suffocating contract/MoU arrangements
• Monitor standards of delivery and activities achieved
• Evaluate outcomes and impacts, act if needed
• Regularly review and re-evaluate

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EuFMD Open Session. Final Session – 16 February 2021
Building PPP capability and benefits
• Transactional and collaborative PPPs help build PPP capability
• A contract for a service is really a PPP if it is to work well
• Build relationships and trust
• Collaborative PPP on policy development provide an entry point -
build mutual understanding between public and private sectors and lead to better regulation
• Actively look for and tackle barriers – cultural, financial etc
• Transparency, communication - celebrate success to maintain
and build support

16. eufmdvirtual.com
Final Session – 16 February 2021
EuFMD / Open Session