ADOLESCENT HEALTH PARTNERSHIP FORUM 2018 HOSTED BY What do we know - - PowerPoint PPT Presentation

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ADOLESCENT HEALTH PARTNERSHIP FORUM 2018 HOSTED BY What do we know - - PowerPoint PPT Presentation

Aug 22, 2023 356 likes •774 views

ADOLESCENT HEALTH PARTNERSHIP FORUM 2018 HOSTED BY What do we know about partnering? Phenomenon of Interest: Social Partnerships " Addressing global challenges requires a collective and concerted effort, involving all actors. Through

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ADOLESCENT HEALTH PARTNERSHIP FORUM 2018

HOSTED BY

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What do we know about partnering?

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Phenomenon of Interest: Social Partnerships

"Addressing global challenges requires a collective and concerted effort, involving all actors. Through partnerships and alliances, and by pooling comparative advantages, we increase our chances for success.”

  • - Ban Ki-moon, UN Secretary-General
  • https://sustainabledevelopment.un.org/partnerships/

ADOLESCENT HEALTH PARTNERSHIP FORUM 2018

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Concretely: Why do we partner?

  • Increase access to

– markets/geographies/beneficiaries – knowledge, expertise, skills, networks contacts – funding

  • Improve

– reputation, credibility – operational and programme efficiencies – leverage/impact – services and programmes

Source Kolk, 2014

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Social partnerships: In Theory

COLLABORATIVE COLLABORATIVE ADVANTAGE ADVANTAGE

EFFICIENCY INNOVATION

VALUE ADD VALUE ADD

EFFECTIVENESS GOVERNMENT CIVIL SOCIETY BUSINESS

ADOLESCENT HEALTH PARTNERSHIP FORUM 2018 SYNERGIES SYNERGIES

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Social partnerships: In Practice

INERTIA INERTIA MISUNDERSTANDING MISUNDERSTANDING MISTRUST MISTRUST

INEFFICIENCY STAGNATION INEFFECTIVENESS BUSINESS GOVERNMENT CIVIL SOCIETY

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Partnering Is Tough

ADOLESCENT HEALTH PARTNERSHIP FORUM 2018

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SHARED GOALS & VALUES

COMMUNICATION Mutual Accountability

Managing expectations

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Partnering Takes Effort to do Well

ADOLESCENT HEALTH PARTNERSHIP FORUM 2018

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Lets share our views! Talk to your neighbor

1) On a scale of 1-10 how effective is your organization at partnering? 1) What are some of your main challenges in partnering?

ADOLESCENT HEALTH PARTNERSHIP FORUM 2018

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Other questions we have heard around partnering...

  • How are we measuring our partnerships?
  • How do we manage funding streams that are

not always conducive to partnering?

  • How are we funding our partnerships?
  • How are they brokered / facilitated?

ADOLESCENT HEALTH PARTNERSHIP FORUM 2018

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So what is the GRS partnering story?

How did we get here?

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GRS Partnership History - Replication

ADOLESCENT HEALTH PARTNERSHIP FORUM 2018

TRAINED ROLE MODELS + CURRICULUM + SOCCER = Healthy & Empowered Youth

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GRS Partnering Model: Where we started

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Building Assets in Young People! Started supporting partners to build Assets in Young People

Confidence

3C’ s

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GRS Partnership Evolution

2011 - Peace Corps 2004 - Kenya, Ethiopia, Dominican Republic 2017 - Partnering Analysis

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GRS Partnerships Evolving

“If we are going to make a

difference in young peoples health, there is no other way than partnering.”

  • Saiqa Mullick

“We need a critical mass”

  • Remmy Shawa

“We don’t just need services, we need trained professionals who are non- judgemental.”

  • Remmy Shawa

“It takes a healthy person to change the world.”

  • Youth Panel

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GRS – Using the evidence…

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Program Design

Research

What works? (The Lancet, WHO, GRS evidence, etc.)

Data:

Which kids, where, when, how?

Feedback:

Ask kids what they want and need

Respond, Adapt, Improve

Partnering Strategy

Research

What works? (theory vs. practice) What is GRS’ unique value?

Data:

Mapping our partners: where, who, what partners best complement GRS?

Feedback:

What works/doesn’t work for partners

Respond, Adapt, Improve

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Partner Survey

  • 40+ partners responded
  • GRS ranked 13 out of 85 INGOs benchmarked
  • GRS is focused on the right thing
  • Money is not the hook
  • Some concern about linkages and sustainability
  • Relationships and interactions are valued

Partners want:

  • GRS to be closer to their constituents
  • To engage in strategic thinking with GRS
  • The opportunity to share learnings
  • To strengthen the “critical mass of partners”

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This Partnership Forum is part of our response to the survey….

White Paper - Partnering Toolkit

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EVOLVING PARTNERSHIPS = GREATER IMPACT

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GRS: INVESTING IN YOUNG PEOPLE WHAT kids want/ need HOW to Reach them GETTING kids to services KEEPING them healthy (Care and behaviours)

GREATER IMPACT: More Healthy Kids who can change the world!

GAP / MISMATCH Knowledgeable Skilled Empowered Adolescents

Coaches

SERVICE PROVIDERS: DELIVERING CARE TO ADOLESCENTS GOVERNMENT / NGOS

  • HIV
  • SRHR
  • GBV
  • Mental Health
  • Social Services
  • Nutrition

GRS VALUE: CONNECTING WITH KIDS AND GAINING THEIR TRUST KID CENTRED VS ISSUE CENTRED PARTNERING INTEGRATING OUR KNOWLEDGE, SKILLS, EXPERTISE Adequate, appropriate, Youth Friendly Services Increased number of kids accessing them!!

✔ ✔

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ASSETS ACCESS ADHERENCE

SOLE CREATION ISOLATED IMPACT CO CREATION COLLECTIVE IMPACT ENABLE CONNECTION / TRUST WITH KIDS

REPLICATION 3 Cs / UVP INTEGRATION VALUE

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There are different types of partnerships

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Key take-away (Subject and Subhead in Helvetica Neue Condensed Bold)

Subject line

  • Filled circular bullets
  • 18 point Helvetica Neue
  • No shadows

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Collaboration Continuum & Relationship Spectrum

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Philanthropic/Transactional Integrative/Transformational One party decides the program based on their knowledge and experience Co-generation based on joint knowledge/ experience One party purchases a service from, or donates to the work of, another Partners bring together complementary resources [such as social capital which may not be “for sale”] Fixed contractual arrangement with clear activities and outputs decided at the beginning Collaboration agreement with clear agreed expected outcomes, flexibility of how to get there Limited engagement from parties beyond the contractual agreement Stronger engagement and commitment beyond the contractual agreement Each party stays in their comfort zone doing what they normally do Partners together create new ways of working One-way accountability Mutual accountability Each party expected to have full capacity to deliver One partner may support capacity development for another to deliver more effectively

Characteristics of Partnerships

Engagement: Low Interactions: Infrequent Trust: Modest High Intensive Deep Source: The Partnering Initative

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Philanthropic/Transactional Integrative/Transformational Well-defined and manageable commitment Stronger potential for innovative and transformational solutions Lower management and administration costs More appropriate/implementable approaches Less investment in relationship building More adaptable to changing realities Clear decision-making authority and unambiguous contractual relationship Better informed decision-making Predictable procedures and outcomes Stronger commitment from partners- willing to go the extra distance Clear lines of authority and accountability Wider potential for influence and change – greater potential for mutual learning Comfortable Stronger overall accountability

Advantages

Source: The Partnering Initiative

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Activity: Where do my partnerships fall?

1) Identify 5 partners that you are working with 2) Using the handout reflect on where each partner falls on the relationship spectrum 3) List each partner on your worksheet where they fall 4) Discuss with your neighbors

  • Where do our partnerships fall along the continuum and what does

this say?

  • To what extent are our partnerships in the right phase – depending on

their purpose?

  • How can we move certain partnerships along the continuum?

4) Count the number of partners under each phase, and place sticky dots on the relevant poster against the wall

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What do we see?

  • Where do our partnerships fall?
  • Are they fit for purpose?
  • How do we move towards integrative and

transformational partnerships?

  • Let’s share our experiences
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Partnering for Impact

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What makes a good partnership?

Programme Quality of the Outcomes vs Partnership

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Think about your favorite partner/partnership

What makes it your favorite? Qualities, characteristics?

Think about a challenging or failed partnership

What made it fail What would you have done differently?

SHARE WITH YOUR DATES! 2 MINUTES FOR EACH DATE!

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Let’s share what we heard!

Based on what you learned from your dates… 1) Write down 3 critical success factors for effective partnerships that you are walking away with (1 per post it) 2) Go and put them on one of the three boards.

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Last Concept - Collective impact

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Isolated Impact vs. Collective Impact

Isolated Impact Collective Impact

s Funders select individual grantees that

  • fer the most promising solutions.

s Nonprofits work separately and compete

to produce the greatest independent impact.

s Evaluation attempts to isolate a particu-

lar organization’s impact.

s Large scale change is assumed to depend

  • n scaling a single organization.

s Corporate and government sectors are

  • ften disconnected from the eforts of

foundations and nonprofits.

s Funders and implementers understand

that social problems, and their solutions, arise from the interaction of many orga- nizations within a larger system.

s Progress depends on working toward the

same goal and measuring the same things.

s Large scale impact depends on increas-

ing cross-sector alignment and learning among many organizations.

s Corporate and government sectors are

essential partners.

s Organizations actively coordinate their

action and share lessons learned.

Source: Stanford Social Innovation Review, 2012

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a r t

  • y

The Five Conditions of Collective Impact

Common Agenda All participants have a shared vision for change including a common understanding of the problem and a joint approach to solving it through agreed upon actions. Shared Measurement Collecting data and measuring results consistently across all participants ensures eforts remain aligned and participants hold each other accountable. Mutually Reinforcing Activities Participant activities must be diferentiated while still being coordinated through a mutually reinforcing plan of action. Continuous Communi- cation Consistent and open communication is needed across the many players to build trust, assure mutual objectives, and create common motivation. Backbone Support Creating and managing collective impact requires a separate

  • rganization(s) with staf and a specific set of skills to serve as

the backbone for the entire initiative and coordinate participat- ing organizations and agencies.

Source: Stanford Social Innovation Review, 2012

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Let’s discuss with your neighbor!

Taking into account the concepts and frameworks we have spoken about … “What can you shift in the way that you and your

  • rganization partner to move

towards the goal of collective impact?”

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Activity: Bringing it all together

Share your insights! We are listening.

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So what...?

How can we ensure we partner better? How do we measure it?

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Tools are available…

The Partnering Initiative

THE GOOD PARTNER HEALTH CHECK

A tool for reflective or reciprocal review

This tool is designed to give a quick assessment of whether a partner organisation is following the principles of good partnering. It divides the three core principles of partnering (see below) into 12 statements describing partnership behaviour. Respondents can then indicate the extent to which they agree or disagree with each statement in relation to the partner under review. The tool is intended to be used in an assessment of one partner’s behaviour rather than of a partnership as a whole. It can be used reflectively by one partner as a means of self-assessment - either on the basis of individual responses or as part of a group review process. It can also be used reciprocally in a process where representatives from all partners are invited to reciprocally review partners’ performance. This enables the views of partners to be compared and any divergence of
  • pinion to be addressed as part of a commitment to improving partnership values and behaviour.
Good practice in partnering Successful partnerships need the partners to share not only common objectives but also some core values when working in partnership. Three key principles of successful partnering are Equity, Transparency and Mutual Benefit. EQUITY Equity is not equality – partnerships often bring together organisations with vastly different status, scope and resources. Equity is recognising that each partner has a vital contribution it brings to the table for which it should be valued and which earns it the right to have a respected voice in decision- making. TRANSPARENCY Openness and honesty in working relationships are pre-conditions of building trust between partners and a willingness to sustain the collaboration. Transparency is an essential first step towards creating an atmosphere of trust and of ensuring mutual accountability. MUTUAL BENEFIT Partnerships are based on shared risks and shared benefits. A healthy partnership will recognise that each partner needs to achieve specific benefits – over and above any common benefits - and all partners should help to ensure each partner achieves its goal.

12 steps towards successful cross-sector partnership

1.

Understand the issue

2.

Know and respect your partners: understand the resources and value they bring, their culture, their specific drivers for engagement, as well as their limitations and internal challenges. And be open and transparent about your own drivers, value and limitations to help build trust. to ensure the programme is relevant and sensitive to the problem and the context: What are the major needs? Who are the key stakeholders? How might the partnership fit with existing activities?

3.

Ensure that all partners have the knowledge and skills around the process
  • f partnering in order to agree principles
and co-create the partnership. Specialist, independent partnership facilitators may help take partners more efficiently through the process of building a robust, effective partnership.

4.

Identify clear partnership objectives that deliver results and add value to each of the partners. Objectives should have specific measurable goals to allow the partnership to track progress and demonstrate success and value-add to each partner.

5.

Start small and scale up to allow partners to develop effective relationships, build up trust, and test and adjust the partnership’s
  • perational and governance
arrangements before moving to more ambitious plans.

6.

Co-create a partnering agreement that sets out clear roles and responsibilities along with objectives and a governance/decision-making structure that ensures proper accountability and efficient delivery.

7.

Build strong institutional commitment to the partnership by identifying the clear value
  • f the partnership to each partner’s
priorities, engaging senior champions, and integrating where possible with other partner activities.

8.

Ensure the highest standard of project management to support a task-focused approach, with all partners actively engaged in delivering tangible and practical results.

9.

Embed the highest standards of relationship management to ensure that partners are kept fully engaged and valued, the principles of partnership – equity, transparency, and mutual benefit – are achieved, and that any challenges or issues can be recognised early.

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  • 10. Ensure strong communication both
within the partnership – contributing to the project and the relationship management – and externally to celebrate success and continue to build buy-in with other stakeholders.

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  • 11. Build in ongoing review, including ‘health
checks’ to assess the partnership and determine and implement changes that would improve its effectiveness.

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  • 12. Plan for the longer term by
understanding how the programme (as
  • pposed to the partnership) may be
made sustainable or, if designed to be temporary, that the outcomes of the programme are sustained.
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THANK YOU

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QUESTIONS