Charter for International Health Partnerships in Wales

Sound Governance

Clearly agreed aims, objectives and areas of responsibility for all partners involved in the partnership are essential. 

SG1. Formal Arrangements

 

Charter Guidance 

Where no other appropriate contract is in place, a Memorandum of Understanding (including agreed outcomes, methods, accountability arrangements and communication arrangements) helps to demonstrate the clarity of these arrangements and manage expectations.

SG2. Risk in Partnerships

 

Charter Guidance

Partnerships involve risks as well as benefits, making shared accountability and an assessment of the long-term sustainability of the project critical. This is especially the case where funding is limited, although it should not be disregarded in any project. Risk assessments allow for the identification of potential threats to the project and those on whom it impacts.

Many partnerships are formed with governance arrangements agreed prior to and during the outlining of the project initiation, although this is not always the case. Formal arrangements in international partnerships aid the process of clearly identifying roles and responsibilities and mitigating risks.

An example of the basic structure of a Memorandum of Understanding/ Partnership Arrangement has the following headings. More information can be found on the THET website:

Partnership agreement / Memorandum of Understanding

This agreement is made;

Between:

And:

Purpose and status of this document

Aims of the partnership and background

Timescale

Communication

Roles and Responsibilities

Partners A agree to:

Partners B agree to:

Meetings (When, where, how, how often)

Decision Making (How will this process take place)

Resources (Which partners agree to provide what in the partnership)

Confidentiality

Termination of the collaboration

Signed and agreed by…

Guidance on risk assessments relating to developing country partnerships can be found on the THET website in Chapter two of their Health Links Manual.

SG3. Cost Effectiveness and Efficiency

 

Charter Guidance

Costs must be regularly evaluated and reviewed to ensure resources are being used effectively and efficiently. Where funds are not granted as part of the partnership arrangement, signatories may wish to identify monies from charitable funds or grant applications to support international activity. Where appropriate, funds may also be generated through organised fundraising initiatives, especially those that involve working directly with a charitable organisation.

There are a wide variety of methods for generating funds, although some more complex than others. Here are some options for drawing in funding or generating funding for international health partnerships:

Drawing in Funding

A clear description of sources of funding can be found at the Funding section of the IHCC website. This includes general sources of advice, European Funding and international funding.

 

 

Generating funds internally

 

Salary sacrifice Scheme

Salary Sacrifice Schemes are a way in which a wide range of staff can contribute to the Health Board/ Trust's international health agenda and is also a way to raise awareness internally of the work the Health Board or Trust is doing internationally, creating a sense of ownership and a wider perspective of social global responsibility. An example of a salary sacrifice scheme which may be developed is Pennies from Heaven.

Pennies from Heaven

‘Pennies from Heaven’ is a simple concept. Employees' net pay is rounded down to the nearest pound with the pennies donated to charity. For example, if £850.34 is earned, then 34p is donated to charity. Charities are chosen by the employers mostly in conjunction with employees. The scheme can also be offered to pensioners. The most you can ever give is 99p every time you are paid. If just 10% of the UK workforce signed up, £24 million would be raised for charity every year.

Charitable Funds

There is some precedent in Wales for using a proportion of charitable fund donations towards international health work.

If you would like to know more about this option, please contact the IHCC directly.

SG4. Reporting Impact

 

Charter Guidance

Reports on the impact of projects supported by the organisation must be carried out annually. Reports must include information on the outputs and outcomes of the project. Outputs are useful as they provide a quantifiable way to determine the impact of a project, such as number of people trained, whereas outcomes provide more qualitative results which help to determine what difference the project has made. These should include intended or unintended, and positive and negative outcomes. Added value can be gained from capitalising on existing relationships.

Understanding the impact of international health work is beneficial in many ways. It helps to demonstrate the value of international work both to those overseas and to Welsh Health Professionals, as well as benefits which are generated in turn for Welsh citizens.

Here you will find some resources which may aid you in demonstrating the impact of international health work.

THET have provided guidance on Outcome Measurement for health partnerships in developing health systems due to the additional challenges which can be associated with gathering data.