ADOLESCENT HEALTH PARTNERSHIP FORUM 2018 HOSTED BY

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1 ADOLESCENT HEALTH PARTNERSHIP FORUM 2018 HOSTED BY

2 What do we know about partnering?

3 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 ADOLESCENT HEALTH PARTNERSHIP FORUM 2018

4 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

5 Social partnerships: In Theory INNOVATION EFFICIENCY EFFECTIVENESS GOVERNMENT BUSINESS COLLABORATIVE ADVANTAGE VALUE ADD SYNERGIES CIVIL SOCIETY ADOLESCENT HEALTH PARTNERSHIP FORUM 2018

6 Social partnerships: In Practice STAGNATION INEFFICIENCY INEFFECTIVENESS GOVERNMENT INERTIA MISUNDERSTANDING MISTRUST BUSINESS CIVIL SOCIETY ADOLESCENT HEALTH PARTNERSHIP FORUM 2018

7 Partnering Is Tough ADOLESCENT HEALTH PARTNERSHIP FORUM 2018

8 SHARED GOALS & VALUES COMMUNICATION Mutual Accountability Managing expectations

9 Partnering Takes Effort to do Well ADOLESCENT HEALTH PARTNERSHIP FORUM 2018

10 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

11 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

12 So what is the GRS partnering story? How did we get here?

13 GRS Partnership History - Replication TRAINED ROLE MODELS + CURRICULUM + SOCCER = Healthy & Empowered Youth ADOLESCENT HEALTH PARTNERSHIP FORUM 2018

14 GRS Partnering Model: Where we started Building Assets in Young People! 3C s Started supporting partners to build Assets in Young People Confidence ADOLESCENT HEALTH PARTNERSHIP FORUM

15 GRS Partnership Evolution Partnering Analysis Peace Corps Kenya, Ethiopia, Dominican Republic ADOLESCENT HEALTH PARTNERSHIP FORUM 2018

16 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 nonjudgemental. - Remmy Shawa It takes a healthy person to change the world. - Youth Panel ADOLESCENT HEALTH PARTNERSHIP FORUM 2018

17 GRS Using the evidence 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 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 Respond, Adapt, Improve 17

18 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 18

19 This Partnership Forum is part of our response to the survey. White Paper - Partnering Toolkit

20 EVOLVING PARTNERSHIPS = GREATER IMPACT GRS: INVESTING IN YOUNG PEOPLE Knowledgeable Skilled Empowered Adolescents Coaches GRS VALUE: CONNECTING WITH KIDS AND GAINING THEIR TRUST GAP / MISMATCH WHAT kids want/ need HOW to Reach them GETTING kids to services KEEPING them healthy (Care and behaviours) SERVICE PROVIDERS: DELIVERING CARE TO ADOLESCENTS GOVERNMENT / NGOS HIV SRHR GBV Mental Health Social Services Nutrition PARTNERING INTEGRATING OUR KNOWLEDGE, SKILLS, EXPERTISE KID CENTRED VS ISSUE CENTRED Adequate, appropriate, Youth Friendly Services Increased number of kids accessing 20 them!! GREATER IMPACT: More Healthy Kids who can change the world!

21 3 Cs / UVP ENABLE CONNECTION / TRUST WITH KIDS INTEGRATION REPLICATION ASSETS ACCESS ADHERENCE SOLE CREATION ISOLATED IMPACT VALUE CO CREATION COLLECTIVE IMPACT

22 There are different types of partnerships

23 Subject line Collaboration Continuum & Relationship Spectrum Key take-away (Subject and Subhead in Helvetica Neue Condensed Bold) Filled circular bullets 18 point Helvetica Neue No shadows ADOLESCENT HEALTH PARTNERSHIP FORUM 2018

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

25 Advantages Philanthropic/Transactional Well-defined and manageable commitment Lower management and administration costs Less investment in relationship building Integrative/Transformational Stronger potential for innovative and transformational solutions More appropriate/implementable approaches 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 Source: The Partnering Initiative

26 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

27 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

28 Partnering for Impact

29 What makes a good partnership? Programme Quality of the Outcomes vs Partnership

30 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!

31 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.

32 Last Concept - Collective impact

33 Isolated Impact vs. Collective Impact Isolated Impact s Funders select individual grantees that offer the most promising solutions. s Nonprofits work separately and compete to produce the greatest independent impact. s Evaluation attempts to isolate a particular organization s impact. s Large scale change is assumed to depend on scaling a single organization. s Corporate and government sectors are often disconnected from the efforts of foundations and nonprofits. Collective Impact s Funders and implementers understand that social problems, and their solutions, arise from the interaction of many organizations within a larger system. s Progress depends on working toward the same goal and measuring the same things. s Large scale impact depends on increasing 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

34 The Five Conditions of Collective Impact Common Agenda Shared Measurement Mutually Reinforcing Activities Continuous Communication Backbone Support 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. Collecting data and measuring results consistently across all participants ensures efforts remain aligned and participants hold each other accountable. Participant activities must be differentiated while still being coordinated through a mutually reinforcing plan of action. Consistent and open communication is needed across the many players to build trust, assure mutual objectives, and create common motivation. Creating and managing collective impact requires a separate organization(s) with staff and a specific set of skills to serve as the backbone for the entire initiative and coordinate participating organizations and agencies. Source: Stanford Social Innovation Review, 2012

35 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 organization partner to move towards the goal of collective impact?

36 Activity: Bringing it all together Share your insights! We are listening.

37 So what...? How can we ensure we partner better? How do we measure it?

38 Tools are available 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 opinion 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 decisionmaking. 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 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? 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. 3. Ensure that all partners have the knowledge and skills around the process of 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 operational 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 of 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. 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. 11. Build in ongoing review, including health checks to assess the partnership and determine and implement changes that would improve its effectiveness. 12. Plan for the longer term by understanding how the programme (as opposed to the partnership) may be made sustainable or, if designed to be temporary, that the outcomes of the programme are sustained. The Partnering Initiative

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40 THANK YOU

41 QUESTIONS