3. AfrIPEN
Partnership vs Network
Network: Loose group exchanging ideas
Partnership: Collaborating to achieve something not one
of the group can do on its own. Working towards a
common goal.
“If we dream together, we can achieve together”.
8. AfrIPEN
Exploratory phase
International
TUFH Interprofessional Working Group
WHO Initiative on transformative scale-up of health
professional education
In-2-Theory Network
Global Research Interprofessional Network (GRIN)
Institute of Medicine’s Global Forum for the Innovation in
Health Professions Education
9. AfrIPEN
Exploratory phase
Africa
'Next-Step' project funded by the Finnish Government
(“Ndola Group”)
Consortium of New Southern African Medical School
(CONSAMS)
The South African Association of Health Educationists
(SAAHE)
Academy of Science of South Africa (ASSAf)
Medical and Dental Board of the Health Professions
Council of South Africa
10. AfrIPEN
If we can do it over again…
Visit each country, don’t only use conferences
Deans vs the IPE advocates?
Regional vs continental?
Funding for team of “explorers” to consult more: most
mature level of philanthropy
11. AfrIPEN
We need each other to
do this
Exploration process (4 years)
Formation phase:
AfrIPEN (2015/16)
Towards Unity for Health World
Conference, Johannesburg
SAAHE Conference, Port Elizabeth
12. AfrIPEN
Formation phase: 3-day process
Getting to know each other (human beings vs human
doings)
Getting on the same page:
Overview by “expert”
Each one’s work
Breakthroughs & stumbling blocks
If we can work together… what will be the priority
Action Plans
The road ahead
Celebration
13. AfrIPEN
If we can do it again…
Formation meeting not representative of all the
stakeholders (cost to travel a big issue)
Regional vs continental
Not all participants were IPE advocates, but told to be
there
“We didn’t know….!”
14. AfrIPEN
We need each other to do
this
Exploration process (4 years)
Formation phase
Operational phase:
15. AfrIPEN
AfrIPEN Working Groups:
BUILDING RELATIONSHIPS & PROMOTING IPE
Facilitation team meeting
Founding document
www.afripen.org
Twitter (@IPEAfrica) & Facebook (AfrIPEN)
Database: 120 from 18 countries
Affiliate with ATBH
16. AfrIPEN
AfrIPEN Working Groups:
SITUATIONAL ANALYSIS: SURVEY
Conduct a survey on what we have available on IPE and
what is needed regarding IPE
Societal needs
Organisational needs
Perceived needs
Observed needs
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17. AfrIPEN
AfrIPEN Working Groups:
PROFESSIONAL DEVELOPMENT
1. Web-based platform to share:
IPE learning and teaching resources
Sharing IPE stories
2. Competency-based short course: interprofessional
collaborative practice
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18. AfrIPEN
AfrIPEN Working Groups:
IPE POLICY AND GUIDELINES
Produce IPE policies and guidelines that can be
adapted by various authorities to promote and
endorse IPE
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23. AfrIPEN
Direction
Effective Partnerships have a clear Purpose
Effective Partnerships start by identifying Needs before
shaping Structure
Effective Partnerships have clear, well-defined Objectives
Effective Partnerships keep their eyes on the Ultimate
Vision
24. AfrIPEN
AfrIPEN
The vision of AfrIPEN, in striving for health equity in
Africa, is to establish IPE in health workforce education
and in the functioning of systems for health.
The mission of AfrIPEN is to advocate for, collaborate on,
promote and share evidence-based practice of IPE in the
African context.
25. AfrIPEN
Effective Working
Effective Partnerships are built on relationships of trust,
openness and mutual concern
Effective Partnerships focus on what the partners have in
common rather than on what makes them different
Effective Partnerships maintain a high level of
Participation and Ownership by the Partners
26. AfrIPEN
Effective Working
Effective Partnerships impart the vision and skills for
partnership development to all the partners continuously
Effective Partnerships do not come Free of Charge
Effective Partners recognise that Partnership is an on-
going process, not an event
Effective Partners recognise that they have various
constituencies whose needs must be acknowledged and
whose contributions must be valued
27. AfrIPEN
Effective partners
Effective Partners have an ‘Advocate’ for Partnership in
their own Organisation
Effective Partners have clear identities and visions
28. AfrIPEN
Consensus-based partnerships
Weird, peculiar, wonderful, strange, bizarre, fascinating, and of course, unique, are
the kind of words that are used to describe the welwitschia. It is one of the few things
on Earth that can truly claim to be one of a kind. There really is nothing like it.
IPE as catalyst for change: Breaking down silos and professional tribalism
IPE as catalyst for change: Resilience
IPE as catalyst for change: Saving time & saving money – problems get solved holistically
IPE as catalyst for change: Job satisfaction
IPE as catalyst for change
Stimulate critical thinking: affective-cognitive critical analysis
Marion Helme (as the convenor of the World Coordinating Committee for IPE and CAIPE colleague
Peter Gatongi
Sarah Hean
Tuula Kaisto
Effective Partnerships seek the direction
Partners are refreshed and empowered by sharing together their personal needs as well as for the work.
Effective Partnerships have a Facilitator or a Facilitation Team
Partnership does not just happen. It takes a person or a team of people committed to partnership and acceptable to all the partners. They serve the whole partnership, enabling it to function.
Effective Partnerships have a clear Purpose
Only a partnership that is formed to fulfil a specific vision is likely to be effective. Partnership for partnership’s sake spells failure.
Effective Partnerships start by identifying Needs before shaping Structure
An effective partnership starts by identifying barriers to bio-psycho-social-spiritual progress and from these agree on priorities for action; it doesn’t try to establish conditions for membership or write a common Statement! Function (what the partnership can do) should always come before Form (how the partnership is structured). Consensus is usually better than Constitution.
Effective Partnerships have clear, well-defined Objectives
In the early days, these will be limited and achievable. However they must be significant enough to provide motivation for the partnership. As the partnership experiences progress, the objectives that are set become more challenging.
Effective Partnerships keep their eyes on the Ultimate Vision
It is easy to focus on the “means” rather than the “end”. An effective partnership keeps focused on the long-term vision and does not get distracted by day-to-day operational demands.
Partnership is more than coordination and planning. The heart a partnership is restored relationships, demonstrated as well as preached. Developing such relationships requires time and intentional effort. Effective partners are especially sensitive towards those from cultures and backgrounds other than their own.
Effective Partnerships focus on what the partners have in common rather than on what makes them different
Unity is encouraged by sharing things of the heart like vision, values and common interests. Discussing differences in philosophy, history and pratcical experience divides. However it is important to acknowledge – even celebrate – these differences from time to time.
Effective Partnerships maintain a high level of Participation and Ownership by the Partners
Ownership and commitment to the process is encouraged by wide participation of all the partners in decision-making.
Effective Partnerships impart the vision and skills for partnership development to all the partners continuously
It is important for partners to catch the vision for partnership and to develop skills in partnering. This may include training in partnership development on occasions when the partnership meets. An effective partnership expects problems, especially at times of leadership change, and develops processes for managing them.
Effective Partnerships do not come Free of Charge
Just participating costs time and money so all partners are investing in some way. Deeper commitment involves an even greater investment, but the benefits more than outweigh these costs.
Effective Partners recognise that Partnership is an on-going process, not an event
The early stages of developing a partnership take time. Call a meeting too soon and the process is likely to fail. The development of trust is essential before the potential partners come together. Later, time for nurturing trust and processing issues is equally important. It is even more challenging to maintain a partnership than to launch one.
Effective Partners recognise that they have various constituencies whose needs must be acknowledged and whose contributions must be valued
There are more people and interests involved in a partnership than those that sit around the table. The constituencies involved include the leaders and staff of the partner organisations, the supporters of these institutions, the people we are seeking to serve and the partnership itself. Effective partners understand the needs of each of these groups and seek to meet them. They also acknowledge and value the contributions each make.
Effective Partners have an ‘Advocate’ for Partnership in their own Organisation
This is a person who sees how their own organisation can benefit from practical cooperation and who will share this vision with their colleagues. Without such a person, the commitment of the institution to the partnership is likely to be half-hearted at best.
Effective Partners have clear identities and visions Organisation
Partners who have a strong sense of their own identity and calling are most likely to be effective. If the individual partners do not have a clear vision for their own work, they will have difficulty seeing where they can contribute to the overall picture or benefit from the joint effort.