Partnership exploration

Partnership exploration within the partnering processEXPLORATORY WORKSHOP ($)($) cost centre

Building a vision(Needs, challenges,resources, opportunities)Can obstacles be addressed?

Identification and dialogue amongpotential partners(motivation, commitment)

Agreement oncore principles,goals and objectives

Mapping resources(identifying cash andnon-cash resources)

Partnershipmanagement(core structure)

Preparing a planof activities with roles and resources

Implementation(once resources are in place to work onspecific deliverables)

Monitoring & evaluationof effectiveness and impact - outputs and outcomes

Reviewthe partnership(process, outputs, outcomes).Corrective actions

Institutionalization:building structures and mechanisms to maintain commitment and ensure continuity

Leadership

Partnering agreement

Roles

Mandates in specific areas

Process: 1 - Exploration 2 - Building 3 - Maintenance

Partnership exploration componentsBUILDING A VISIONIDENTIFICATION and DIALOGUE with PARTNERSMAPPING RESOURCESPARTNERSHIP BUILDING WORKSHOP ($)

Building a common visionThe initial partners:identify the needs and challengesdiscuss whether a national partnership could address these issues - SWOT analysisif yes, outline clear vision, goal and objectivesoutline the value added of the national partnership through discussing the real motivationPARTNERSHIP HAS A CLEAR VISION AND ADDED VALUESee tool 1

1. SWOT analysis on building a national stop TB partnershipInternalExternal

+-Strengths: what is the advantage of a national partnership? Outline a resource/capacity that the partnership can use to achieve its objectives.Weaknesses: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: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.Threats: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.

Example of SWOT analysis on building a national stop TB partnershipInternalExternal

+-Strengths: Coordination and common strategy Multi-sectoral participation Increased resources Active leadershipWeaknesses: Inadequate partnering process experience Uneasiness to work with different sectors Competition among different interests Vision, goal and objectives not agreed uponOpportunities: International funding mechanisms support partnerships ACSM keeps TB on agenda and empowers communities Social change institutional reformThreats: Local social/political/economic environment Inability to access external resources NTP manager is not involved

2. Vision, goal, objectiveThe 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)

Example vision, goal, objectivesVision: 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.

3. Value added - motivationThe 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.

Possible benefitsCoordination and common strategyMulti-sector participationIncreased canalization of resources (technical, financial, physical, human, networking)Active leadershipSocial capital

Partnership exploration componentsBUILDING A VISIONIDENTIFICATION and DIALOGUE with PARTNERSMAPPING RESOURCESPARTNERSHIP BUILDING WORKSHOP ($)

Identification of relevant partnersThe initial partners:identify and assess relevant partnerspromote a dialogue about the vision, goal and planned objectives as well as their motivation and commitmentexplore complementarities and synergiesCORE GROUP OF INTERESTED PARTNERSSee tool 2

A list to help identifying relevant partnersWithin 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.

2. Process to help initial partners identifying relevant partnersUsing: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?

2. Process to help initial partners identifying relevant partnersYou 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

Partnership exploration componentsBUILDING A VISIONIDENTIFICATION and DIALOGUE with PARTNERSMAPPING RESOURCESPARTNERSHIP BUILDING WORKSHOP ($)

Mapping resourcesThe 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 areasRESOURCE MAPSee tool 3

Form to collect information on services already provided by partners

Name of prospective Partner:Location / Region:SERVICES (ACTIVITIES, COMPETENCES, RESOURCES)CORE DOTS SERVICESService provided(tick and explain )Gap/ChallengeService that could be provided if additional support availedIdentify TB suspectsCollect sputum samplesDo smear microscopy(example)Old monocular microscopeOnly one lab technician available and therefore tests conducted twice a week(example)Higher quality direct microscopy on a daily basis

Summary sheet task/partner/competence

ServiceTaskPartner 1Partner 2 Partner 3Partner 4Core DOTS servicesIdentify TB symptomsCompetence XCompetence ZCompetence YCompetence YGapCollect sputum samplesCompetence XCompetence ZGapCompetence YGapDo smear microscopyGapCompetence YCompetence YGap.ConstraintConstraintGapGapACSMConduct advocacy activitiesCompetence HTraining health staff on interpersonal communication and counsellingCompetence HCapacity building for treatment supporters/volunteersCompetence H

Summary sheet on task/partner/geographic area

($) Exploratory workshopsInitial partners will decide:Who:will develop the idea?are the relevant partners to be invited?will send out the invitations?When:the date should be well thought andcommunicated to all participants well in advanceWhat:Will be discussed: goal, objectives, expected outputs of the workshopWill be the roles of the partners?Will be the design: small-group, large group, open-ended discussionWhere:Impersonal locationLocation associated with a partnerHow:Different roles: host, facilitator/moderator, rapporteur/record keeper, support team, translatorSeating: theatre style, semi-circle, circle, caf style around small tablesCost:In-kind: offered by one of the partnersExternal funds (international funding mechanism)Self-sustained: participants are asked to pay a fee