BMC Public Health 2006, 6:285 http://www.biomedcentral.com/1471-2458/6/285 at public health sites. For governments, envisioned bene- fits include delivery of services to large numbers of people through the company-managed dispensing sites, an accompanying reduction in demand for services at public health sites, and the availability of company volunteers to serve as volunteer staff at public health sites. For compa- nies, the envisioned benefit includes access to medica- tions for their employees and families, as well as the opportunity to support community response efforts. The partnership between BENS and public health in Geor- gia exemplifies both the opportunities and challenges of collaboration between businesses and public health agen- cies. This report summarizes findings from an investiga- tion that aimed to identify lessons learned from the BENS- public health partnership in Georgia and to inform the development of similar partnerships elsewhere. Methods We conducted a case study based on the "success case method" described by Brinkerhoff [16]. This method is geared for use in business and government settings to evaluate new projects, illustrate accomplishments, and identify best practices. We interviewed current or former local and state government officials, BENS staff and mem- bers, academicians, and representatives from CDC, all of whom have been involved in the BENS-public health part- nership in Georgia. Although our focus was on public health, interviews with government officials included rep- resentatives of public safety and homeland security agen- cies in order to describe the context of the BENS-public health partnership in Georgia. We developed the study objectives, questionnaire, and list of interviewees in collaboration with representatives of the Georgia Division of Public Health and BENS (see Acknowledgements). We identified 26 people we wished to interview, all of whom agreed to participate and com- pleted an interview with project staff (see Additional file 2 for a listing of persons interviewed). The interview consisted of 11 open-ended questions (Additional file 3) and allowed for follow-up questions, clarifications, or probes. Questions addressed the respondents' motivation for participation in the partner- ship, the process for establishing priorities and selecting projects, barriers and facilitators that affected the collabo- ration, the benefits of the partnership, the limits of what such partnerships can achieve, and recommendations. Interviews were conducted by either the Principal Investi- gator (JB) or the lead Co-Investigator (EW). For 10 of the 26 interviews, both interviewers were present with one conducting the interview and the other serving as an observer, especially at the start of the project, to improve consistency of the interview process. With the exception of two interviews that were conducted by telephone, all interviews were conducted in person and took 30–60 minutes. The interviewers took handwritten notes and reviewed and amended their notes after each interview, usually within 24 hours. The interviewers conferred and reviewed one another's notes regularly to keep abreast of themes and key points that emerged; upon completion of the interviews, they reviewed the notes to identify themes and illustrative quotations. Respondent quotes (italicized in the text) are taken from the interview notes. Respondents provided verbal informed consent to partic- ipate in the study. The study protocol was reviewed and approved by the Emory University Institutional Review Board. Results Motivation for participation Many BENS members have had prior careers in the mili- tary, and they value the opportunity that BENS offers to "continue to serve." The motivation of BENS members is broadly shaped by the realization that governments and business each have resources that, if combined, could enhance emergency preparedness for the benefit of gov- ernments, communities, and businesses. Business respondents appreciate that public health officials have expert knowledge about biological and other health threats, unique access to information and resources in cri- sis situations, and skills and authorities essential for responding to public health emergencies. BENS members emphasize that their organization is geared to providing community service, not to advancing short-term business interests. The experience of one member is typical of the motivation of business participants: "...I looked at opportunities and ways I could get involved...I heard about BENS and saw that this was one where I could help lead and make some change...I attended a conference in Wash- ington DC about the response to 9/11. There was a presentation on BENS and I got hooked...When I got home a few days later I called and asked 'How can I get involved?'" While the principle of community service is fundamental to BENS, many members readily acknowledge that their participation is not purely altruistic. In addition to the good publicity that can accompany community service, many view their involvement as an extension of business continuity planning. The survival of businesses during and following a disaster depends on the survival of com- munities and vice versa. Business respondents were keenly aware of the potential for government systems to be over- whelmed and the attendant consequences. "Fear of failure and a clear understanding of the limits of government" com- bined with a sense that "We're a part of the community and Page 3 of 13 (page number not for citation purposes)