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the certs model for stakeholder engagement public-private
* * * * * * * * * * * * * * * * * The CERTs Model for Stakeholder Engagement Public-Private Partnership Hugh H. Tilson, MD, DrPH Chair, CERTs National Steering Committee September 10, 2008 DISCLAIMER(S) Nothing in this presentation reflects the official position of the …. “I appoint Tilson as chair because, as near as I can determine, his conflicts of interest are so many and diverse that they cancel each other out.” (John Eisenberg, 1999) THE CERTs APPROACH TO STAKEHOLDERS MISSION/VISION DRIVE CHOICE AND STRATEGY FOR STAKEHOLDER WORK PUBLIC-PRIVATE MANDATE DRIVES PROJECT STAKEHOLDER PARTNERSHIPS PUBLIC HEALTH MISSION DRIVES NATIONAL STAKEHOLDER PARTNERSHIPS, THE PATHS But first... a word from our sponsors! The Centers for Education Research on Therapeutics The CERTs! Background on the CERTs Program US Congress authorized in 1997 Administered by AHRQ, in consultation with FDA, as U18 cooperative agreements Funded through public and private sources Four centers 1999; three centers added 2000; four more centers added 2006 (through 2011) 2007: Competition/award of 10 new research centers and a new Coordinating Center = 15 Centers total, including CC CERTs 2008-2011 CERTs Mission and Vision Vision: “To be a trusted national resource for people seeking to improve health through the best use of medical therapies.” HENCE our STAKEHOLDERS are all those so seeking! Mission: “To conduct research and provide education that will advance the optimal use of drugs, medical devices, and biological products.” HENCE our STAKEHOLDERS are those who must use these agents optimally and require the fruits of the CERTs labors! A core value of the CERTs program is the belief that collaboration of groups with different perspectives and resources is critical if the results are to be applicable in the real world.“ HENCE another set of STAKEHOLDERS are those with similar missions/visions/directions CERTs APPROACH TO PROJECT PARTNERSHIPS Public Private Partnerships with these stakeholde
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