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Contents 2 The aims of the tool How do you use the tool? The purpose of the partnership 3–4 A map of the partnership 5 A checklist for partnerships in health promotion 6 Assessing the partnership checklist The partnerships analysis tool A resource for establishing, developing and maintaining productive partnerships The Victorian Health Promotion Foundation considers partnerships an important mechanism for building and sustaining capacity in mental health promotion. This emphasis i
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  Contents 2 The aims of the tool How do you use the tool? The purpose of the partnership3–4 A map of the partnership5 A checklist for partnerships in health promotion6 Assessing the partnership checklist The partnerships analysis tool A resource for establishing, developing and maintaining productive partnerships The Victorian Health Promotion Foundation considers partnerships an important mechanism for building and sustaining capacity in mental health promotion. This emphasis is particularly relevant when working across diverse sectors and with a range of organisations.Partnerships are an important vehicle for bringing together a diversity of skills and resources for more effective health promotion outcomes. Partnerships can increase the efciency of the health and community service system by making the best use of different but complementary resources. Collaborations, joint advocacy and action can also potentially make a bigger impact on policy-makers and government.If partnerships are to be successful, however, they must have a clear purpose, add value to the work of the partners and be carefully planned and monitored. The Partnerships Analysis Tool  provides a tool for organisations entering into or working with a partnership to assess, monitor and maximise its ongoing effectiveness. VicHealth is pleased to offer this resource and welcomes your comments and feedback.Todd Harper Chief Executive Ofcer VicHealth Supporting partnerships Based on the evaluation of a range of initiatives undertaken to promote mental health and wellbeing, John McLeod, on behalf of VicHealth, produced The Partnerships Analysis Tool  to facilitate partnerships across sectors. It is a resource which (a) assists organisations to develop a clearer understanding of the range of purposes of collaborations, (b) reects on the partnerships they have established and, (c) focuses on ways to strengthen new and existing partnerships by engaging in discussion about issues and ways forward. For partners in health promotion   The partnerships analysis tool What is the aim of the tool? The aim of this tool is to help organisations involved in health promotion projects to reect on the partnerships they have established and monitor their effectiveness.The tool is divided into three activities:Activity 1  explores the reason for the partnership. Why is the partnership necessary in this particular project? What value does the partnership add to the project? Activity 2  involves designing a map which visually represents the nature of the relationships between agencies in the partnership. Activity 3  involves completing a checklist which denes the key features of a successful interdepartmental, interagency or intersectoral partnership. The checklist is designed to provide feedback on the current status of the partnership and to suggest areas that need further support and work. Activity 1 Assessing the purpose of the partnership Activity 1: How to assess the purpose of the partnership Activity 1  is designed to explore and clarify the purpose of the partnership. In order to complete it we suggest you adopt the following approach:1. Have each participant write ve answers to each of the following questions on a piece of paper and rank them in order of importance: – Why is the partnership necessary in this particular project? – What value is it trying to add to the project?2. Compare individual lists by starting with the reasons that are most important and following through to those that are least important.3. Look for the points of consensus, but also be aware of any differences.4. Do organisations have a clear understanding of what each one can contribute to the partnership? How to use the tool The tool is designed to provide a focus for discussion between agencies. Wherever possible, the activities should be completed by participating partners as a group. The discussion involved in working through the activities will help to strengthen the partnership by clarifying ideas and different perspectives. In some cases, it may indicate that the partnership is not working as intended. Where a lead agency has initiated or is coordinating the partnership they would normally assume responsibility for facilitating the three activities. Completing the activities will take a number of hours because there will be a variety of perspectives among the partners and different evidence will be cited as a way of substantiating the views people hold. The various stakeholders need time to reect on the partnership and how it is working. The discussion that occurs around completing the tasks will contribute to the partnership because ideas, expectations and any tensions can be aired and claried.The tool can be used at different times in the partnership. Early on, it will provide some information on how the partnership has been established and identify areas in which there is a need for further work. A year or so into the partnership, it provides a basis for structured reection on how the partnership is developing and how inter-partner relationships are forming. With longer-term partnerships, it may be worth revisiting the tool every 12 or 18 months as a method of continuing to monitor progress and the ways in which relationships are evolving.The tool may also be useful to a lead agency as a tool for reection when forming and planning partnerships.  The partnerships analysis tool  Activity 2A map of the partnership Background The concept of partnerships used in this tool implies a level of mutuality and equality between agencies. There are different types of partnerships in health promotion, ranging on a continuum from networking through to collaboration (see below). A continuum of partnerships in health promotion A distinction can be made between the purposes and nature of partnerships. Partnerships in health promotion may usefully be seen to range on a continuum from networking through to collaboration. ã Networking  involves the exchange of information for mutual benet. This requires little time and trust between partners. For example, youth services within a local government area may meet monthly to provide an update on their work and discuss issues that affect young people.ã Coordinating  involves exchanging information and altering activities for a common purpose. For example, the youth services may meet and plan a coordinated campaign to lobby the council for more youth-specic services.ã Cooperating  involves exchanging information, altering activities and sharing resources. It requires a signicant amount of time, high level of trust between partners and sharing the turf between agencies. For example, a group of secondary schools may pool some resources with a youth welfare agency to run a ‘Diversity Week’ as a way of combating violence and discrimination.ã Collaborating.  In addition to the other activities described, collaboration includes enhancing the capacity of the other partner for mutual benet and a common purpose. Collaborating requires the partner to give up a part of their turf to another agency to create a better or more seamless service system. For example, a group of schools may fund a youth agency to establish a full-time position to coordinate a Diversity Week, provide professional development for teachers and train student peer mediators in conict resolution.  Adapted from: Himmelman A 2001, ‘on coalitions and the transformation of power relations: Collaborative betterment and collaborative empowerment’, American Journal of Community Psychology, vol. 29, no. 2. Not all partnerships will or should move to collaboration. In some cases, networking is the appropriate response. The nature of the partnership will depend on the need, purpose and willingness of participating agencies to engage in the partnership.As a partnership moves towards collaboration, the more embedded it will need to become in the core work of the agencies involved. This has resource and structural implications. In particular, collaborative partnerships require the support and involvement of senior agency personnel, since project workers may be relatively junior or on short-term contracts. This can affect their capacity to mobilise the agency resources required for collaboration. Working at partnerships Working collaboratively is not always easy. Rae Walker, in her review on collaboration and alliances, 1  acknowledges the challenges and tensions created by working collaboratively as well as the importance of deciding when partnership is not an appropriate or effective strategy. Walker also describes the critical factors for successful collaboration including the need for partners to establish a process ensuring that organisations develop a shared vision and objectives. Ongoing monitoring and shared reection of how the partnership is working is critical to strengthening and sustaining relationships between organisations and achieving effective outcomes. Available at  www.vichealth.vic.gov.au 1 Walker R Sep 2000 Collaboration & Alliances: A Review for VicHealth.   The partnerships analysis tool The mapping exercise This mapping exercise is designed to place all of the partners in relation to each other. Lines are drawn between them to show the strength and nature of the relationship. Mapping the relationship is a way of clarifying roles and the level of commitment to the partnership. This is important as partners may have different understandings or expectations of what their involvement means. If done collectively, this exercise can help to strengthen a partnership because people are able to raise issues of concern. This provides an opportunity to address areas in which there is a lack of consensus.It is interesting to note patterns in the relationships and how these change over time. Many partnerships are strong on networking and coordinating but considerably weaker on collaborating. Completing the map provides an opportunity to look at ways in which relationships can be strengthened and made more effective. Activity 2: Completing the mapping exercise 1. Look at the examples below then follow this suggested approach to complete the mapping exercise:2. List all the agencies involved in the partnership. The lead agency (if there is one) can be placed in the centre.3. Using the legend below, link the agencies in terms of the nature of the relationship between them. The lead agency is likely to have a relationship with all of the others; however, there may also be important links between partners that do not rely on the lead agency.4. The strength of the links between partners should be based on evidence of how the partnership actually works rather than how people might like it to work or how it may work in the future. Where possible cite concrete examples as evidence of the strength of the coalition. Mapping example A project to increase participation for young people at risk. Youth Housing AgencySecondary CollegeSporting ClubsState Youth DepartmentLocal Government Youth ServiceCommunity Health Service (Lead Agency) Legend Nature of relationships between partnersNetworking Coordinating Cooperating Collaborating Nature of relationships Community Health Service > is the lead agency, coordinates funds and project steering group.State Youth Department > provides funds for the project and requires report at completion of funding.Sporting Clubs > provides sports facilities, equipment and a coach.Youth Housing Agency > provides ofce for project workers, coordinates and provides transport for young people to travel from school to the club. > provides training for volunteers, sports coaches and generalist workers about youth issues, in particular it promotes this project.Secondary College > refers young people to project.Local Government Youth Service > member of steering committee. Activity 2A map of the partnership

Stress Management

Jul 23, 2017
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