Experiences from International Partnerships:
Churches Health Association of
“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
CHAZ’s Unique Features & Partnerships
• GLOBAL FUND (GF)
Features • DANCHURCHAID (DCA)
Network of 146 CHIs – CBO • Centre for Disease Control and
Government recognition and Prevention (CDC) (PEPFAR)
support – Relationship guided • Embassy of the Kingdom of the
by Netherlands (EKN)
the MoU CHAZ-MOH • European Union
Health Sector Civil Society • Irish Aid (IA)
Representative • CORDAID
Offers Holistic Health Services • AIDSRELIEF (PEPFAR)
Innovative • Zambia Prevention and Care Treatment
Vocation/ Caring ministry
• Netherlands Leprosy Relief (NLR)
• Fredskorpset (FK)
Working with rural and hard to • UNICEF
reach populations • Ecumenical Pharmaceutical Network
• Interchurchaid Medical Association (IMA)
• Clinton Foundation
•Shared values and objectives.
•Respect for different contexts and comparative
•Consideration for short, medium and long term
•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.
•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
•Local partners overstate their capacity.
•Lack of transparency.
•Partnership agreements which are “cast
•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.
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.
Thank you and may our
partnerships yield fruits that