Partnership maintenance December2009 Partnership maintenance December2009 Partnership maintenance
Partnership maintenance December_2009
Partnership maintenance $ $ December_2009
Partnership maintenance The partners deal with: • − implementing the agreed activities in the areas of advocacy and service delivery. − monitoring and evaluation of outputs, outcomes and impact of the partnership through the indicators outlined in the operational plan. − reviewing the partnership and take any necessary corrective action after the evaluation is carried out. − institutionalizing the partnership, if the review outcome is positive. If negative, the partnership should go through the exit-strategy or a transition strategy. See tool 7 December_2009
Implementation • Partners will implement the activity described in the operational plan based on: − Agreed products and activities − Mapping of available resources − Each one's roles and responsibilities December_2009
Monitoring and evaluation • M&E should be part of the overall joint planning exercise • Partners will deal with: − Monitoring: partners measure regularly the progress in the achievement of the operational plan and provide information to the health authorities and the secretariat of the partnership. − Evaluation: partners regularly meet to assess systematically the relevance, performance and success of the partnership. • Internal evaluation may take place once a year and lead to the review of implementation, operational plan and, if need be, the partnering agreement. • External evaluation may take place over a longer time-span and may lead to the above and, if necessary, changes in the governance structure. December_2009
Reviewing • After the evaluation of the partnership is carried out, partners will take any corrective action needed: − − − Review operational plan Review partnering agreement Review governance Review implementation Review the way partners work together Positive review Institutionalizing Negative review Exit strategy Transition strategy December_2009
Institutionalizing Partners will create new mechanisms or organizational structures through which the partnership initiative can operate smoothly • Less formal arrangements: − Greater freedom to explore radical ideas − Cheaper – major resource required is time not cash − Flexible and not bureaucratic BUT − May not be taken seriously by external agencies − Key players not available because of other priorities − Inefficient • More formal arrangements: − Increased authority and capacity to influence − Enhance ability to mobilize and manage large scale resources BUT − More able to transform ideas into action − Subject to legislative restrictions − Higher administrative costs − Tendency to become over bureaucratic and impersonal December_2009
Exit strategy or transition strategy • Partners could be influenced on a moving on decision by the following issues: − − − • Global/national context Local context Within the partnership project Within the partnership Within individual partner organizations Partners should deal with the process being: − − Inclusive Transparent Clear Patient • Most important is having a plan and manage it well! • Results could be: − Closure of the partnership − A different type of partnership or another collaborative arrangement (this could happen more than once in the life of a partnership!) • Good practices and lessons learned should be shared December_2009 See tool 7
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