Establishing an IPE Network by using Partnership Development Theory: The AfrIPEN case study
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The document discusses establishing an interprofessional education (IPE) network in Africa called AfrIPEN using partnership development theory. It outlines the exploration, formation, and operational phases of developing partnerships based on this theory. In the exploration phase, AfrIPEN identified existing IPE groups in Africa and internationally to establish initial contacts. In the formation phase, AfrIPEN was officially launched in 2015/2016 through conferences. The operational phase involves establishing working groups focused on relationship building, conducting a situational analysis survey, professional development resources, IPE policy guidelines, and collaborative research.
Establishing an IPE Network by using Partnership Development Theory: The AfrIPEN case study
- 1. Establishing an IPE Network by using Partnership Development Theory: A case study @IPEAfrica AfrIPEN afripen.org AfrIPEN @StefanusSnyman
- 2. AfrIPEN Ubuntu: I am because you are
- 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”.
- 4. AfrIPEN Types of partnerships Constitutional partnership Consensus-based Partnership
- 5. AfrIPEN Partnership development theory: Phases of development Exploration Formation Operation
- 7. AfrIPEN 18 months or go home Huis vs gebou
- 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 25
- 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 26
- 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 27
- 19. AfrIPEN AfrIPEN Working Groups: COLLABORATIVE RESEARCH Journal of Interprofessional Care themed edition Workshop
- 20. AfrIPEN First Symposium in Windhoek
- 21. Using Partnership Development Theory: Criteria to evaluate a partnership @IPEAfrica AfrIPEN afripen.org AfrIPEN
- 22. AfrIPEN Leadership Effective Partnerships seek the direction Effective Partnerships have a Facilitator or a Facilitation Team
- 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.
Editor's Notes
- #4: IPE as catalyst for change: Patient satisfaction
- #5: Patient-centred care: Biopsychosocialspiritual approach
- #6: Complexity vs. linearity
- #7: IPE as catalyst for change: Breaking down silos and professional tribalism
- #8: IPE as catalyst for change: Resilience
- #9: IPE as catalyst for change: Saving time & saving money – problems get solved holistically
- #10: IPE as catalyst for change: Job satisfaction
- #11: IPE as catalyst for change Stimulate critical thinking: affective-cognitive critical analysis
- #17: Marion Helme (as the convenor of the World Coordinating Committee for IPE and CAIPE colleague Peter Gatongi Sarah Hean Tuula Kaisto
- #32: 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.
- #33: 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.
- #35: 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.
- #36: 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.
- #37: 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.