This paper seeks to focus on describing the type of relationships that involved public, private and non‐profit organizations in the visioning, planning and building of a large‐scale HIV/AIDS treatment center, stressing the characteristics and role of the partners, with a particular focus on private donors and detailing drivers of alliances that could help in implementing future partnerships in other regions of the World.
Case study, general review. The findings and descriptions in the paper are based on semi‐structured interviews with at least one or more project participants from each key Infectious Disease Institute alliance partner.
Based on interview with project participants, key enablers of project success are identified in communication, local focus, flexible management of funding, access to key stakeholders and business planning based on private sector standards. Specific project shortcomings are also highlighted (lack of planning for knowledge transfer and long‐term sustainability) together with concerns on the ability of similar projects to overcome mis‐perceptions (such as stigma and concerns about private involvement in public endeavors).
The paper focuses on one specific approach adopted in one East African country (with unique characteristics). Therefore, the paper suffers from the external validity limitations of case studies.
The paper presents key drivers of a highly replicable experience that could inform and inspire other businesses to pursue similar development and philanthropic initiatives.
This case study calls attention to a devastating pandemic by describing a way to contribute to its solution through alliances and business sectors' higher focus on social responsibility.
