ABSTRACT
Global health programs have grown significantly in size and complexity over the past decade. Programs frequently involve multiple partners, such as national governments, multilateral agencies, corporations, nongovernmental organizations (NGOs), and private foundations (Esser, 2009). Large global health initiatives such as the President’s Emergency Plan for AIDS Relief (PEPFAR) and President’s Malaria Initiative (PMI) add to the complex environment with many partnerships among donors, implementing partners, and stakeholders. According to one report, there are now over 100 global partnerships in the health sector alone (Action for Global Health, 2011), while some donors are increasingly bundling disparate project activities in multisectoral “mega-programs” that yield more coordination challenges (ACVFA, 2007).
