How Leaders Partner
Learning from Successful Programs
In 2012 GBC Health released Leading Practice in Malaria Control, which compares and contrasts malaria control programs in different businesses, sharing successful features. You can download the 25-page report to see how they compiled the data.
Establishing healthy partnerships requires that companies study the challenges at their project or office site, as well as the capability of any entities which can be tapped for assistance. For a project or facility manager to build this knowledge, while running the business, can be overwhelming. That manager may simply accept whatever assistance which comes their way. Unfortunately, that tactic can lead to unpredictable results.
Many companies have developed successful strategies and identified reliable partners for fighting malaria. We have excerpted the analysis and chart on which type of collaborations were used by successful malaria control programs from pages 8 and 11 of Leading Practice in Malaria Control:
Most programs collaborated or coordinated their efforts with international agencies, governments and/or non-governmental organizations. The nature of the relationships between the stakeholders varied--some programs acted as advisors, some acted in partnership, some used their services, some just co-existed.
Avoiding dependence and building capacity
Cooperation with government was often cited as essential for program success, but several companies expressed concern that they neither should nor could take over the role of government in protecting the general population, particularly with regards to funding of national malaria control programs. There were several approaches:
Build a technical agency which attracts funds from its corporate creator, government and international funding agencies--capacity building/handing back to government can be built into the remit of the agency, and from the outset the agency is not entirely dependent on the corporation as the only source of funding.
Draw clear lines in the sand--the corporation defines clearly what it will and will not fund/do, usually in terms of employees/non-employees and/or geographic areas. The problem with this approach is that if government efforts fall short of what would ideally be in place, the corporation suffers the effects.
Provide technical, logistical and/or training expertise to the government program, but no funding. A program encountered in this study that used this approach found itself increasingly pressured to maintain its support function for longer than initially envisaged due to uncertainty of the government's future funding sources.
Provide support to specific organizations or efforts, coordinated via the government. For example, providing education and Insecticide Treated Nets (ITNs) for the country's army. Army personnel then disseminate these efforts across the country when they return to their own communities.
Source: GBC Health 2012: Leading Practice in Malaria Control
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