Page 0017

GLOBAL CANCER POLICY-MAKING

Examples of this type of arrangement are institution-to-

institution (“twinning” agreements), professional society-to-

society e.g. gynecologic oncology societies, government-to- The concept of collaboration – to work

government or through international health/cancer control in association with; to work with, to

organizations e.g. WHO, UICC, IARC and IAEA. help, etc. – is intuitively accepted, but

Institutions and institutional programmes are more likely to not necessarily well understood

have reporting and programme evaluation expectations, which

foster periodic assessment of initiatives and programmes so

that an ongoing relationship builds cumulatively to a

commonly determined goal. support of the attainment of a commonly held vision2.

In addition, the pace of change within a collaborative

Logistics relationship may range from “let it happen” (adaptation in an

In addition to travel, local transportation and accommodation, unpredictable, uncertain, emergent and self-organizing way)

there may be issues of personal security and safety and health through “help it happen” (knowledge transfer and exchange

issues that the individual travelling on their own may through negotiation, influence and enabling) to “make it

underestimate. happen” (re-engineering of processes based on planned,

regulated, programmed and managed managerial

Funding mechanisms)3.

Individuals who engage in this kind of work may be volunteers The goal of a true collaboration is the achievement of a

or compensated or subsidized in some way. Most self-initiated common vision through a respectful relationship based upon

activity is usually self-funded. Universities may offer stipends trust and a genuine desire to achieve mutually defined

for students and faculty; similarly medical and other health objectives through which both parties gain. Elements

professions’ societies may offer stipends for international promoting true collaboration include:

research collaboration or training. Typically such resources ‰ A mutually agreed logic model that underlies the vision of

aim to cover the costs of international travel, ground the collaboration (the why behind the collaboration); the

transportation, and accommodation with a meal allowance. outcomes of collaboration (the content of what is to be

Government and government agencies often work under achieved); the process of collaboration (how will the goals

legislation or regulatory rules that dictate that certain be achieved); the roles, responsibilities and

appropriations can only be channelled to or through other accountabilities of the parties in the relationship (who and

governments or quasi-governmental entities, or conversely through what understandings), and the governance or

may only be channelled to non-profit entities registered in oversight of the collaboration (the source, direction and

lesser-resourced countries. deployment of resources, as well as the evaluation of

Philanthropic organizations are often primarily funding performance).

entities that allocate funds to non-profit (charitable) service ‰ A mutual appreciation of the utility of evaluation to

organizations (many administered by religious entities) and determine “value”, assess achievement of goals,

other nongovernmental organizations. demonstrate outputs and outcomes deriving from the

collaboration, and the circumstances underlying

Establishing meaningful collaboration sustainable change following implementation.

The concept of collaboration – to work in association with; to ‰ An understanding of organizational cultures, leadership

work with, to help, etc. – is intuitively accepted, but not and relationships, and the need for structure and

necessarily well understood. It encompasses a continuum of infrastructure if cultures are being aligned in the pursuit of

engagement from networking (agreement to share a novel endeavour.

information) to coordination (scheduling activities for ‰ An “approving/permissive/enabling” governance and a

common gain) to cooperation (to agree to do defined activities willing, enthusiastic, and enabled health professional team

within a commonly agreed manner) to true collaboration composed of the collaborating parties.

(working together and sharing resources to achieve commonly ‰ An understanding of the resource commitments required,

defined goals). This continuum requires increasing levels of especially the finances. In principle, to achieve the goals of

time commitment, increasing trust between parties, and a the collaboration a commitment to secure the necessary

willingness to modify personal/institutional priorities in resources should be undertaken early on.

CANCER CONTROL 2013 15

Index

  1. CANCER CONTROL 2013
  2. Page 0002
  3. Page 0003
  4. Page 0004
  5. Page 0005
  6. Page 0006
  7. Page 0007
  8. Page 0008
  9. Page 0009
  10. Page 0010
  11. Page 0011
  12. Page 0012
  13. Page 0013
  14. Page 0014
  15. Page 0015
  16. Page 0016
  17. Page 0017
  18. Page 0018
  19. Page 0019
  20. Page 0020
  21. Page 0021
  22. Page 0022
  23. Page 0023
  24. Page 0024
  25. Page 0025
  26. Page 0026
  27. Page 0027
  28. Page 0028
  29. Page 0029
  30. Page 0030
  31. Page 0031
  32. Page 0032
  33. Page 0033
  34. Page 0034
  35. Page 0035
  36. Page 0036
  37. Page 0037
  38. Page 0038
  39. Page 0039
  40. Page 0040
  41. Page 0041
  42. Page 0042
  43. Page 0043
  44. Page 0044
  45. Page 0045
  46. Page 0046
  47. Page 0047
  48. Page 0048
  49. Page 0049
  50. Page 0050
  51. Page 0051
  52. Page 0052
  53. Page 0053
  54. Page 0054
  55. Page 0055
  56. Page 0056
  57. Page 0057
  58. Page 0058
  59. Page 0059
  60. Page 0060
  61. Page 0061
  62. Page 0062
  63. Page 0063
  64. Page 0064
  65. Page 0065
  66. Page 0066
  67. Page 0067
  68. Page 0068
  69. Page 0069
  70. Page 0070
  71. Page 0071
  72. Page 0072
  73. Page 0073
  74. Page 0074
  75. Page 0075
  76. Page 0076
  77. Page 0077
  78. Page 0078
  79. Page 0079
  80. Page 0080
  81. Page 0081
  82. Page 0082
  83. Page 0083
  84. Page 0084
  85. Page 0085
  86. Page 0086
  87. Page 0087
  88. Page 0088
  89. Page 0089
  90. Page 0090
  91. Page 0091
  92. Page 0092
  93. Page 0093
  94. Page 0094
  95. Page 0095
  96. Page 0096
  97. Page 0097
  98. Page 0098
  99. Page 0099
  100. Page 0100
  101. Page 0101
  102. Page 0102
  103. Page 0103
  104. Page 0104
  105. Page 0105
  106. Page 0106
  107. Page 0107
  108. Page 0108
  109. Page 0109
  110. Page 0110
  111. Page 0111
  112. Page 0112
  113. Page 0113
  114. Page 0114
  115. Page 0115
  116. Page 0116
  117. Page 0117
  118. Page 0118
  119. Page 0119
  120. Page 0120
  121. Page 0121
  122. Page 0122
  123. Page 0123
  124. Page 0124
  125. Page 0125
  126. Page 0126
  127. Page 0127
  128. Page 0128
  129. Page 0129
  130. Page 0130
  131. Page 0131
  132. Page 0132
  133. Page 0133
  134. Page 0134
  135. Page 0135
  136. Page 0136
  137. Page 0137
  138. Page 0138
  139. Page 0139
  140. Page 0140
  141. Page 0141
  142. Page 0142
  143. Page 0143
  144. Page 0144
  145. Page 0145
  146. Page 0146
  147. Page 0147
  148. Page 0148
  149. Page 0149
  150. Page 0150
  151. Page 0151
  152. Page 0152
  153. Page 0153
  154. Page 0154
  155. Page 0155
  156. Page 0156
  157. Page 0157
  158. Page 0158
  159. Page 0159
  160. Page 0160
  161. Page 0161
  162. Page 0162
  163. Page 0163
  164. Page 0164
  165. Page 0165
  166. Page 0166
  167. Page 0167
  168. Page 0168
  169. Page 0169
  170. Page 0170
  171. Page 0171
  172. Page 0172
  173. Page 0173
  174. Page 0174
  175. Page 0175
  176. Page 0176
  177. Page 0177
  178. Page 0178
  179. Page 0179
  180. Page 0180

powered by PageTiger