Partnership exploration
April_2010
Partnership exploration within
the partnering process
($) cost centre
Building a vision
(Needs, challenges,
resources, opportunities)
Can obstacles be
addressed?
Identification and
dialogue among
potential partners
Mapping resources
(motivation, commitment)
(identifying cash and
non-cash resources)
Preparing a plan
of activities with
roles and resources
EXPLORATORY WORKSHOP ($)
Process:
1 - Exploration
2 - Building
3 - Maintenance
Institutionalization:
building structures and
mechanisms to maintain
commitment and ensure
continuity
Partnering agreement
Agreement on
core principles,
goals and objectives
Roles
Leadership
Mandates in
specific areas
Review
the partnership
(process, outputs,
outcomes).
Corrective actions
Monitoring &
evaluation
Implementation
(once resources are in
place to work on
specific deliverables)
of effectiveness and
impact - outputs and
outcomes
April_2010
Partnership
management
(core structure)
Partnership exploration components
BUILDING A VISION
IDENTIFICATION and DIALOGUE with PARTNERS
MAPPING RESOURCES
PARTNERSHIP BUILDING WORKSHOP ($)
April_2010
Building a common vision
• The initial partners:
− identify the needs and challenges
− discuss whether a national partnership could address
these issues - SWOT analysis
− if yes, outline clear vision, goal and objectives
− outline the value added of the national partnership
through discussing the real motivation
See tool 1
PARTNERSHIP HAS A CLEAR VISION AND
ADDED VALUE
April_2010
1. SWOT analysis on building
a national stop TB partnership
External
Internal
+
Strengths:
Weaknesses:
what is the advantage of a national
partnership? Outline a resource/capacity
that the partnership can use to achieve its
objectives.
what is the limitation/challenge of a
national partnership in your context?
Outline a limitation/fault that will keep the
partnership from achieving its objectives.
Opportunities:
Threats:
what external factors would be helpful to
a national partnership? Outline any
favourable situation in the partnership
environment that will enhance the
partnership ability to achieve its
objectives.
what external factors would damage a
national partnership? Outline any
unfavourable situation in the partnership
environment that potentially damages the
partnership ability to achieve its
objectives.
April_2010
Example of SWOT analysis on building
a national stop TB partnership
External
Internal
+
-
Strengths:
Weaknesses:
• Coordination and common strategy
• Multi-sectoral participation
• Increased resources
• Active leadership
• Inadequate partnering process experience
• Uneasiness to work with different sectors
• Competition among different interests
• Vision, goal and objectives not agreed upon
Opportunities:
Threats:
• International funding mechanisms
support partnerships
• ACSM keeps TB on agenda and
empowers communities
• Social change – institutional reform
• Local social/political/economic environment
• Inability to access external resources
• NTP manager is not involved
April_2010
2. Vision, goal, objective
The initial partners outline:
• Vision: the ideal situation the partners would like to
see become real in the future
• Goal: an agreed development aspiration which refers
to broad changes that are beyond the capacity of any
organization to bring about alone (long-term)
• Objective: the change to which the partnership is
committed and which contributes to the achievement
of the goal (medium-term)
April_2010
Example vision, goal, objectives
• Vision: a given country free of tuberculosis.
• Goal: to strengthen TB prevention, care and control in a
given country towards the targets of the Global Plan to Stop TB,
in close collaboration with the national TB control programme
(NTP) and with the support, if needed, of the Global Stop TB
Partnership secretariat.
• Objectives:
− To contribute to the implementation of the national strategic plan
to control TB by harnessing the contribution of all stakeholders,
including health service providers.
April_2010
3. Value added - motivation
• The operational challenges of TB control and the social aspects of the
disease demand a joint effort of institutions and civil society.
• While governments are responsible for ensuring services reach the
people in need, different actors (civil society and private/business sector)
are often involved in the delivery of service.
• Governments can recognize and support as part of the public system
other actors that institutionally do not belong to the state ("public
function of private initiative").
• Engagement of civil society is essential to design, implement and
evaluate people-centred health services.
April_2010
Possible benefits
• Coordination and common strategy
• Multi-sector participation
• Increased canalization of resources (technical,
financial, physical, human, networking)
• Active leadership
• Social capital
April_2010
Partnership exploration components
BUILDING A VISION
IDENTIFICATION and DIALOGUE with PARTNERS
MAPPING RESOURCES
PARTNERSHIP BUILDING WORKSHOP ($)
April_2010
Identification of relevant partners
• The initial partners:
− identify and assess relevant partners
− promote a dialogue about the vision, goal and planned
objectives as well as their motivation and commitment
− explore complementarities and synergies
See tool 2
CORE GROUP OF INTERESTED PARTNERS
April_2010
1. A list to help identifying
relevant partners
Within the Ministry of Health:
•
managers from various administrative levels of the TB control programme;
•
programme managers and technical staff from supporting programmes, services, departments
dealing with human resources, health statistics, health finance, drug control, health education,
environmental health, etc.
Outside the Ministry of Health:
•
other ministries (education, social welfare, labour, industry, environment), both politicians and civil
servants;
•
local and international nongovernmental organizations;
•
faith-based organizations;
•
representatives from patient groups;
•
representatives from the communities;
•
potential partners in providing technical and financial support such as multilateral and bilateral
agencies;
•
representatives from professional associations;
•
TB experts (TB and lung associations) and public health experts from academic and training
faculties;
•
representatives from the private/business sector;
•
representatives from the media;
•
representatives from the educational sector, youth and sport associations;
•
traditional healers;
•
prisons/military;
•
women's group;
•
public/national champion(s), well-known, influential personality/ies.
April_2010
2. Process to help initial partners identifying
relevant partners
Using:
• Research (web
site, fact finding
visit, asking
others)
• One-to-one
consultation
Find out if the relevant partner has:
• A good track record?
• Reasonable respect within its sector?
• Reasonable respect from other sectors and
key players?
• Useful contacts ready to be shared?
• Access to relevant
information/resources/competences/skills?
• Sound management and governance
structure?
• A record of financial stability and reliability?
• A stable staff group?
April_2010
2. Process to help initial partners identifying
relevant partners
You want to find out:
• Whether the relevant partner has a motivation and is committed to a
partnership approach:
− Whether the relevant partner has a strategic interest for engaging in the
partnership?
− How a partnership approach will add value to achieve the partner's strategic
interest?
• Whether the relevant partner would share the proposed vision, goal and
objectives
• How the relevant partner could contribute to the partnership given its
specific identity (information/resources/competences/skills)
• Whether it is worth to continue the dialogue or it is better to stop the
dialogue
April_2010
Partnership exploration components
BUILDING A VISION
IDENTIFICATION and DIALOGUE with PARTNERS
MAPPING RESOURCES
PARTNERSHIP BUILDING WORKSHOP ($)
April_2010
Mapping resources
• The core group of interested partners:
− collects information on services already provided by
prospective partners (activities, competences,
resources)
− summarizes all collected information in a summary
sheet that matches the information on prospective
partners against the national TB plan (services/tasks)
and different geographic areas
See tool 3
RESOURCE MAP
April_2010
Form to collect information on services already
provided by partners
Name of prospective Partner:
Location / Region:
SERVICES (ACTIVITIES,
COMPETENCES, RESOURCES)
CORE DOTS SERVICES
Service
provided
(tick √ and
explain )
Gap/Challenge
Service that could be
provided if additional
support availed
Identify TB suspects
Collect sputum samples
Do smear microscopy
√
(example)
Old monocular microscope
Only one lab technician
available and therefore
tests conducted twice a
week
April_2010
(example)
Higher quality direct
microscopy on a daily basis
Summary sheet task/partner/competence
Service
Task
Partner 1
Partner 2
Partner 3
Partner 4
Core DOTS
services
Identify TB symptoms
Competence X
Competence Z
Competence Y
Competence Y
Gap
Collect sputum samples
Competence X
Competence Z
Gap
Competence Y
Gap
Do smear microscopy
Gap
Competence Y
Competence Y
Gap
….
Constraint
Constraint
Gap
Gap
ACSM
Conduct advocacy activities
Competence H
Training health staff on
interpersonal communication
and counselling
Competence H
Capacity building for
treatment
supporters/volunteers
Competence H
April_2010
Summary sheet on task/partner/geographic area
Service
Core DOTS
services
Service/ Tasks
Region 1
Region 2
Region 3
Identify TB suspects
Partner 1
Partner 2
Partner 3
Collect sputum samples
Partner 1
Partner 2
Gap
Partner 3
Do smear microscopy
Partner 1
Partner 3
Gap
Partner 2
Gap
Gap
Gap
Training health staff on
interpersonal
communication and
counseling
Partner 4
Partner 4
Partner 4
Capacity building for
treatment
supporters/volunteers
Partner 4
Partner 4
Constraint
…
ACSM
Conduct advocacy
activities
April_2010
($) Exploratory workshops
Initial partners will decide:
• Who:
−
−
−
•
When:
−
−
•
Impersonal location
Location associated with a partner
How:
−
−
•
Will be discussed: goal, objectives, expected outputs of the workshop
Will be the roles of the partners?
Will be the design: small-group, large group, open-ended discussion
Where:
−
−
•
the date should be well thought and
communicated to all participants well in advance
What:
−
−
−
•
will develop the idea?
are the relevant partners to be invited?
will send out the invitations?
Different roles: host, facilitator/moderator, rapporteur/record keeper, support team, translator
Seating: theatre style, semi-circle, circle, cafè style around small tables
Cost:
−
−
−
In-kind: offered by one of the partners
External funds (international funding mechanism)
Self-sustained: participants are asked to pay a fee
April_2010