Collaboration Charter
Train The Trainer Program
Training Agenda
 Introductions
 Review Materials
 Overview of Process
 Forming Collaborative
 Charter Development
 Next Steps
Goals for Participants
 Promote the idea of forming collaborative
alliances to support PLWHA
 Become capable to implement a
collaborative process
 Train others so that they can implement
this process
 Serve as problem solvers with local
collaborative projects
Introductions
 Name
 Organization
 One quality of partnership that:
– Makes it successful
– Gets in the way of success
Review of Training Materials
 On-line Alliance trainings
http://www.mnhivplanningcouncil.org/trainings.htm
 TOT slide set
 Workbook
– Handouts
– Exercise instructions
– Worksheets for training exercises
– Examples/case studies
Overview
 We will be covering a portion of a
much larger process
– Community Assessment
– Organizational Assessment
– Project Selection
– Alliance Formation
– Charter Development
– Implementation
Steps in Forming an Alliance
Step 5
Step 3
Implement
and Manage
Frame the
Alliance
Step 4
Formalize the
Structure &
Plan
Define Alliance
An alliance is a relationship between
partners that is strategically formed to
 accomplish goals
 benefit the community
 strengthen the partners
The Alliance Continuum
Lower
Intensity
Higher
Intensity
Cooperation
Coordination
Collaboration
The “Intensity” of Alliances
Cooperation
Coordination
Collaboration
shorter-term,
informal
relationships
longer-term effort
around a project or
task
more durable and
pervasive
relationships
shared
information only
some planning and
division of roles
new structure with
commitment to
common goals
separate goals,
resources and
structures
some shared
resources, rewards
and risk
all partners
contribute resources
and share rewards
& leadership
Exercise 1: Alliances you have
known
 Identify some alliances you have
experienced
 Using the Alliance Continuum identify
them, and consider if they were the right
level to accomplish goals
Roles in Alliances
Initiator
Convener
Facilitator
Fiscal Agent
Funder
Project Manager
Steps in Forming an
Alliance
Step 5
Step 3
Implement
and Manage
Frame the
Alliance
Step 4
Formalize the
Structure &
Plan
Case Study Presentation

Community Assessment
- Need identified
-Potential partners identified

Concept Proposal Developed
- Goals and objective defined

Additional Partners Recruited

Charter Meeting Convened with Partners
- Partner roles defined
-Charter drafted

Charter Signing Meeting

Project Implemented
Diagram of Adama Nutrition
Program Process
Community and/or Organizational Assessment
Concept paper/Draft proposal
Charter formation
Step
1.
2.
3.
4.
5.
Purpose
Who
Recruit partners
Convene meeting
Draft charter
Finalize charter
Program implementation
NASTAD
NASTAD/ORHB
NASTAD/Partners
NASTAD/Partners
Partners
Monitor & Evaluate
Follow up
Step 1. Clarify the
Purpose
Begin by answering the following
questions:
1. If we only had ______, we could
________.
2. What do we have to offer a partner?
3. What role do we want to play?
Example of Step 1:
Clarifying the Purpose
 How concept for Adama Nutrition Program (or other
alliance) was developed.
Exercise 2: Clarify the
Purpose
 In small groups please complete the
Worksheet 2 in your workbook for
your organization or for a community
organization that you will represent
for this training
 This process leads to a concept
paper
Step 2. Identify and Recruit
Partners
Ask yourself the following questions:
 Who might be interested in the
concept?
 Who needs what we can offer?
 Who has the skills, capabilities, or
assets we need to help achieve our
goal?
 Who should we work with for political
or resources reasons? Who is a good
fit with our values / working
principles?
Example of Step 2:
How Partners were identified
 How partners for the Adama Nutrition
Program (or other alliance) were
identified
Core
Supporting
Other Stakeholders
Exercise 3: Identify Partners
 In small groups please complete
Worksheet 3 in your workbook to
identify other partners in the
community that could help achieve
your goal to meet the identified
need for your community
Recruiting Partners
 Concept paper is a critical tool to
engage partners
 Convener plays a key role in
recruiting partners – needs to have
the stature to get partners to the
table
Example of Step 3: How an
Alliance was Framed
 Briefly present the Adama Nutrition Program
proposal or the African HIV Concept Paper to the
group.
Step 3. Frame the
Alliance
Begin the conversation with partners in
these areas:
 History of the idea and possible mission
or purpose
 Two or three key outcomes
 First steps or strategies
 Resources
Exercise 4: Framing the Alliance
 In small groups please complete
the Alliance Worksheet for the
project that you will use as an
example
 Report out
Step 4. Formalize the
Structure
Formalize the structure with your partners
through discussion on:
 Objectives
 Timeframe
 Decision making
 Communications
 Stakeholders
 Develop charter
Example of Step 4 –
Developing a Charter
 Briefly present the Adama Nutrition Program Charter
Charter Development






Mission/Purpose
Vision – What will be different in 3-5 years
Values
Timeline & Milestones - workplan
Members, Roles and Contributions
Norms – decision making, communication,
conflict
 Conflict of Interest
 Ground rules – attendance expectations,
how meetings are conducted, policies
Core
Supporting
Other Stakeholders
Exercise 5: Formalizing the Structure:
Charter Development
 Using the model charter handout
craft a charter for the sample
project developed by each small
group
Tips For Facilitating a Charter
Meeting
 Need to have something to start with but lots of
room for participants to fill in spaces
 Partners self-identify their role and contributions
 Partners determine how decisions will be made
 Discuss the definition of consensus
 Clarity and consensus on purpose, vision and
values
 Group decides on next steps
Step 5. Implement and
Manage




Develop a work plan
Schedule regular partner meetings
Evaluate outcomes periodically
Listen to and act on community
input
 Celebrate successes!
Session nine
Training Concepts and Skills
Training Concepts and
Skills
Why are these topics important?
 They help trainers deliver the training about
treatment adherence and community planning
 They help participants to learn how to effectively
facilitate meetings and build a strong alliance/charter
Understanding Community Planning
and Treatment Adherence
 Ideally, trainers will have participated in the
Community Planning training
 Successful trainers fully understand the content
of the training materials
How Adults Learn
For adults to successfully learn:
 Build a good relationship between the instructor and adult
learner.
 Help adults connect the new things they learn with something
they already know or have experienced.
 Engage adult students in activities rather than just lecturing.
 Allow adults to have some say in how the training is to be
conducted.
 Demonstrate “unconditional positive regard” and empathy for
learners (both adults and children).
General Training Techniques
Some basic techniques:
 Learn the names of your participants.
 Repeat key points.
 Ask participants questions as you deliver the
material.
 Involve the learners in active work as much as
possible.
 Encourage discussions among learners in which
students are viewed as participating as equals.
Approaches for Managing
Participation in Training Activities
Irrelevant topics:
 “That is a great idea, but I think it needs more work. Why don’t
you pull together a small group over tea break and bring your
recommendation to the larger group this afternoon?”
 “That is a really important topic, but right now we are
discussing X. Why don’t we put this issue in our “parking lot”
and come back to it at the end of the meeting?

“That is a very good question – but we are going to have a
conversation about that topic this afternoon – can you hold that
thought until then?”
Approaches for Managing
Participation in Training Activities
When an individual is dominating the conversation:
 “This has been a wonderful discussion – but we
really need to move on with our agenda. I encourage
you to continue this conversation amongst
yourselves at tea break, or lunch”
 “That is a good idea – does anyone else have a
similar experience (or a different experience)?.”
Approaches for Managing
Participation
in Training Activities
You can also use this method to draw out a quiet
person:
 To one participant: That is a good idea – To the quiet
participant – What do you think about that comment?
 You can ensure that everyone contributes by asking
everyone the same question in turn.
Approaches for Managing
Conflict During a Training
Disagreement between participant and trainer:
 Ask the participant to continue the discussion
outside class.
Conflicts arise between participants:
 The trainer needs to intervene: “Clearly there are
several ways to look at this issue – but we need to
move on to the next topic.
Approaches for Managing
Conflict During a Training
Anger about a topic:
 Acknowledge the person’s comments – “Yes, I
understand and appreciate your concern- may we
move on?”
 “I understand that you are upset – can we discuss
your concerns at lunch?”
Criticism of the trainer:
 Respond humbly and honestly, be willing to make
mistakes, apologize, and move on.
Success
 Open-ended questions
 Paraphrasing
 Listening to and acknowledging every
participant’s contribution
 Speaking in a loud and clear voice
 Asking participants to speak for themselves and
not for the group
 Using language the participant can understand
Training Styles and Tips for
Success




Appropriate facial expression (e.g., smiling)
Appropriate tone of voice (projecting enthusiasm)
Appropriate eye contact
Appropriate body language (e.g., leaning towards the
person who is speaking)
Exercise 6: Concluding
Assignments
1. Presentation of Steps in Forming and
Alliance
- One group develops and delivers 10 minute
presentation on steps in forming alliance.
2. Charter Meeting Agenda
- Second group develops agenda for a charter
meeting based on a concept developed in small
group. Group presents agenda for feedback.
Next Steps
 What else is needed for trainers to
conduct training?
 Are there other critical issues that need
to be discussed?
 How should any needs/issues be
addressed?
 What are the next steps for rolling out
the process?
Training Evaluation
 Open discussion on:
– Training in general
– Tools and techniques
– Barriers or problems with model
– Other