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Module 5: Strategies >> Content Discussion - Part 2
Section A
Foundations of Health Promotion

  Module 1
  Definitions and Concepts

--Module 2
--Milestones
--Module 3
--Models of Health
--& Health Promotion
--Module 4
--Theories

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Section B
Health Promotion in Action
--Module 5
--Strategies
  --- Learning Outcomes
  --- Reflective Exercise
  --- Content Discussion
  --- Reflective Exercise
  --- Content Discussion
  --- Reflective Exercise
  --- Readings and Resources
-----
--Module 6
--Features
--Module 7
--Values
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Section C
Building your Health Promotion Practice
--Module 8
--Current Practice
--Module 9
--Future Considerations
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Content Discussion - Part 2

You do not require positive responses to each of these questions in order to enter into partnerships. But there must be sufficient discussion of, and negotiation around, these questions among potential partners to ensure that collaboration is mutually beneficial, whatever the reason.

The growth of multi-stakeholder collaborations to conduct health promotion initiatives at the community level has given rise to a rich and diverse literature on the factors contributing to effective partnerships. Building on analyses of partnerships formed to conduct health promotion initiatives by Panet-Raymond (1992) and Labonte (1997) and community partnerships in the human services and recreation sector (Lord, 1998), one could conclude that there are a number of features common to successful partnerships. They are shown in Checklist 5.3.

 5.3: Effective Partnerships


<<Begin Checklist>>

Effective and authentic partnerships exist when:

All partners have well-defined mission statements, organizational goals and a clear sense of purpose.
All partners have established their own power and legitimacy. This often requires a period of conflict and some enduring strain between powerful and marginalized partners. The provision of resources to marginalized partners is an important aspect of community development work, provided that such resources remain in the autonomous control of these groups.
All partners respect one another's organizational autonomy by finding a visionary goal that is larger than any one of their independent goals.
All partners recognize the worth and personal power of each partner and reflect a positive spirit of collaboration.
All partners are comfortable with differences, are open to change and have skills for resolving conflict.
More powerful partners consciously shift power over time.
Community group partners are well rooted in their locality, with a constituency to which they are accountable.
Clear objectives and expectations of the partners are developed. Written agreements are made that clarify objectives, responsibilities and norms. Regular evaluation informs adjustments to these agreements.
Community workers have clear mandates to support community group partners without attempting to get them to 'buy into' the mandate and goals of the institutional partner/funder.
All partners strive for and nurture the human qualities of open-mindedness, patience, respect and sensitivity to the experiences of persons in all partnering organizations.

<<End of checklist >>

 

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