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- W1980319389 abstract "ISEE-322 Abstract: Over the last decade, a number of transgovernmental organisations, academic institutions and funding agencies have commenced various programmes in occupational and environmental health (OEH) in Southern Africa. Each of these programmes have clearly stated independent but inter-related objectives, which allows for or may promote close collaboration and synergy. This collaboration is an essential goal to ensure the broader objective of strengthening the OEH agenda in Southern Africa. The danger in failing to collaborate will at best result in less satisfactory outcomes (e.g. duplication of activities or projects), but at worst, the existence of incoherent structures and programmes when funding draws to a close, threatening long term sustainability of these programmes. Several of these programmes have broad geographic spread across the subcontinent (Fogarty International Center/University of Michigan Southern African Programme, the Swedish Development Agency/National Institute of Working Life/Southern African Development Community and the WHO/ILO African Joint Effort), while a few initiatives have focussed programmes in one or two countries (Fogarty International Center/University of Arizona; Danish Development Agency; Norwegian Development Agency/University of Bergen etc). Programmes either have developmental or academic/research objectives and work either with government directly or with non-governmental organisations, including trade unions or with academic institutions. Several factors contribute to the synergies among these programmes: (1) clearly defined specific aims and endpoints permitting pooling of resources to achieve aims; (2) existence of centres of potential strengths across the subcontinent working with more than one programme; (3) different programmatic foci (development vs research) allow for trans- programme collaboration where for example, a research project provides the necessary data for intervention or policy development; (4) clearly defined management and oversight structures, staffed by professionals with past history of collaboration. In the longer term, the viability of these programmes in themselves and the close collaboration between programmes depends on the establishment of strong oversight structures, which include the relevant stakeholders, development of projects or sub-programmes in consultation with stakeholders and the presence of an empowered management team resident in the country/countries of operation. For programmes that are not directly linked to a government department/ministry, the management team must be independent of government. The establishment of a management structure may permit the development of a cross-programme consultative forum." @default.
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- W1980319389 date "2005-09-01" @default.
- W1980319389 modified "2023-09-27" @default.
- W1980319389 title "COLLABORATION AND SYNERGY IN ENVIRONMENTAL AND OCCUPATIONAL HEALTH PROGRAMMES IN SOUTHERN AFRICA" @default.
- W1980319389 doi "https://doi.org/10.1097/00001648-200509000-00310" @default.
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