Seven habits of sub-optimal performance and negative externalities: 1. Skewing national priorities by imposing external ones 2. Depriving specific stakeholders a voice in decision-making 3. Inadequate governance 4. Misguided assumptions of the [[Efficiency]] of the public and private sector 5. Insufficient resources to implement partnership activities and pay for alliance costs 6. Wasting resources through inadequate use of recipient country systems and poor harmonisation 7. Inappropriate incentives for staff engaging in partnerships Seven habits of highly effective partnerships: 1. [[global health partnerships]] need humility to embrace modalities of the Paris agenda (national ownership, alignment, and harmonisation) 2. Balanced representation of stakeholders on their governing bodies 3. Reassess the prevailing paradigm which presupposes that market-based approaches are necessarily more efficient than public sector ones 4. Adopt SOP to improve performance and [[mutual accountability]] 5. Improved oversight — applying standards for selection of partners, be it corporate, CSO, NGOs, or public, and establish system for managing conflict of interest, and ensuring that basic elements of transparency are observed 6. Address the resource gap through setting realistic goals/targets and acknowledge real cost of partnerships/alliance management and agree on how to finance them 7. Partnerships require mutual demands for the partnerships to happen Beyond these recommendations, 1. [[global health partnerships]] must move from product-oriented interventions to system-oriented or risk-based factors, such as for NCD management 2. Evaluate the partnership based on biennial basis or other appropriate time based on mutual agreement between donor and recipient, then evaluate using an objective index consist of indicators to be measured. For example, Centre for Global Development's index assess rich countries on their aid performance. 3.