Partnership exploration April2010 Partnership exploration within the partnering

Partnership exploration April_2010

Partnership exploration within the partnering process ($) cost centre EXPLORATORY WORKSHOP ($) April_2010

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 • Inadequate partnering process experience • Multi-sectoral participation • Uneasiness to work with different sectors • Increased resources • Competition among different interests • Active leadership • Vision, goal and objectives not agreed upon Opportunities: Threats: • International funding mechanisms • Local social/political/economic environment support partnerships • ACSM keeps TB on agenda and empowers communities • Social change – institutional reform • 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 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 Gap Collect sputum samples Competence X Competence Z Gap Competence Y Gap Do smear microscopy Gap Competence Y Gap …. Constraint 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 … ACSM Conduct advocacy activities Training health staff on interpersonal communication and counseling Partner 4 Capacity building for treatment supporters/volunteers Partner 4 Constraint April_2010

($) Exploratory workshops Initial 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 and − communicated to all participants well in advance • What: − 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: − Impersonal location − Location associated with a partner • How: − Different roles: host, facilitator/moderator, rapporteur/record keeper, support team, translator − Seating: theatre style, semi-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