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Experiences from International Partnerships: Local perspectives.

Experiences from International Partnerships: Local perspectives. Yoram Siame Advocacy Specialist Churches Health Association of Zambia. Partnerships Defined.

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Experiences from International Partnerships: Local perspectives.

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  1. Experiences from International Partnerships: Local perspectives. Yoram Siame Advocacy Specialist Churches Health Association of Zambia

  2. Partnerships Defined “Partnerships are voluntary and collaborative relationships between various parties, in which all participants agree to work together to achieve a common purpose or undertake a specific task and to share risks, responsibilities, resources, competencies and benefits.” Towards Global Partnership, Report of the Secretary General

  3. CHAZ’s Unique Features & Partnerships • GLOBAL FUND (GF) • DANCHURCHAID (DCA) • Centre for Disease Control and Prevention (CDC) (PEPFAR) • Embassy of the Kingdom of the Netherlands (EKN) • European Union • Irish Aid (IA) • CORDAID • AIDSRELIEF (PEPFAR) • Zambia Prevention and Care Treatment Partnership • Netherlands Leprosy Relief (NLR) • Fredskorpset (FK) • UNICEF • Ecumenical Pharmaceutical Network (EPN) • Interchurchaid Medical Association (IMA) • Clinton Foundation Features • Network of 146 CHIs – CBO • Government recognition and support – Relationship guided by the MoU CHAZ-MOH • Health Sector Civil Society Representative • Offers Holistic Health Services • Innovative • Vocation/ Caring ministry • National Presence • Working with rural and hard to reach populations

  4. Partnerships: What works. • Shared values and objectives. • Transparency. • Respect for different contexts and comparative advantage. • Mutual benefits. • Consideration for short, medium and long term investments.

  5. Partnerships: What works cont. • Local partner’s sustainability concerns are factored into partnership. • Transition period planned from inception. • Technical support has mentorship and graduated handover of tasks as a central goal. • A balanced approach between the means (HR, Administration) and interventions.

  6. Partnerships: What does not work. • The perception that local partners are in a permanent state of “inadequate capacity”. • Top down approach - Using power dynamics to push weaker partners to pursue goals which are not in congruence with national aspirations or cultural perspectives. • Local partners overstate their capacity. • Lack of transparency.

  7. Partnerships: What does not work. • Partnership agreements which are “cast in stone”. • Focusing on Short term gains at the expense of the bigger picture. • Sustainability issues are red flagged. • Late and erratic funding. • Prescribed objectives and protocols.

  8. Cross Cutting Lessons • International Partners should take on a facilitator role. • Local partners should have an accurate assessment of their capacity. • Local organisations can develop the capacity to manage complex and big programmes when the necessary conditions are created. • Partnerships that are explicit about the motivations of both partners work better than those with covert agenda. • Support mechanisms that give latitude for sustainability aspects for local partners have a bigger impact on Capacity Building, Governance and Goal attainment in the immediate and long term. • HR and Administration issues are not a burden on programmes. They are the means by which ends are achieved. Their strengthening is also an investment for long term benefits. • Partners have different needs.

  9. Thank you and may our partnerships yield fruits that endure.

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