Table 4 Presentation of DTHM’s activities using Emerson et al.’s [17] model of collaborative governance
Drivers of the collaboration | Members of the collaboration | Principled engagement | Shared motivation | Capacity for joint collaboration |
|---|---|---|---|---|
- Clear leadership at DTHM and in partner institutions - Technical expertise of HUG staff and local partners - View of being experts outside of partnership - Mix and complementarity of skills between North and South partners - Addressing complex issues with no set recipe | - Variety and range of skills present within DTHM and colleagues, technical/academic as well as field experience - DTHM includes clinicians, nurses as well as public health specialists, with a breadth and depth of expertise - Partners included in these collaborations represent a range of institutions - Partners also have supplementary or complementary skills - Partnership is not always between two partners, might include many - DTHM information/expertise broker with other experts at HUG and University of Geneva | - Shared values and interests - Role of funders - Formal and informal procedures - Skill mix within DTHM - Experience in finding locally adapted solutions - Role of being active in different networks | - Relationships within project going beyond professional and including personal friendships - Trust - Membership to different expert networks leads to DTHM’s staff being seen as credible partners - Experience of DTHM and staff | - Administrative challenges - Challenges in managing projects in different and difficult contexts - Resources mainly from North - Complexity of partnerships increases with number of partners involved - Leadership: identified leaders of projects as well as being a technical leader in the area of interest - Communication tools |