The role of Tripartism in a global HIV|AIDS workplace initiative

Susan J. Rogers, Abiodun Adetoro, Patrick Burke, Juan Llado and Natalya Lukyanova
Additional contact information
Susan J. Rogers: Center on AIDS & Community Health, Academy for Educational Development, New York, USA, Postal: Center on AIDS & Community Health, Academy for Educational Development, New York, USA
Abiodun Adetoro: Center on AIDS & Community Health, Academy for Educational Development, Lagos, Nigeria, Postal: Center on AIDS & Community Health, Academy for Educational Development, Lagos, Nigeria
Patrick Burke: Center on AIDS & Community Health, Academy for Educational Development, Dong Da, Hanoi, Vietnam, Postal: Center on AIDS & Community Health, Academy for Educational Development, Dong Da, Hanoi, Vietnam
Juan Llado: Center on AIDS & Community Health, Academy for Educational Development, Santo Domingo, Dominican Republic, Postal: Center on AIDS & Community Health, Academy for Educational Development, Santo Domingo, Dominican Republic
Natalya Lukyanova: Center on AIDS & Community Health, Academy for Educational Development, Kyiv, Ukraine, Postal: Center on AIDS & Community Health, Academy for Educational Development, Kyiv, Ukraine

Journal of International Development, 2010, vol. 22, issue 1, 137-147

Abstract: A strategic venue to address the global HIV|AIDS pandemic has become the workplace. One program, SMARTWork, implemented by the Academy for Educational Development (AED) in six diverse countries, utilized a tripartite approach fostering partnerships between three sectors-government, business and labour-to advance HIV|AIDS workplace policies and programs at the national, provincial and enterprise levels. The implementation of this approach produced important learnings in the field of HIV|AIDS and the world of work. First, getting an early understanding of the country context and prior tripartite conditions helps identify the facilitators and barriers to tripartite building. Second, inclusion is critical-insisting on a structure where all sector partners have a [place at the table] helps build the credibility of weaker sectors and strengthens tripartism. Third, sector expectations must be clear-tripartite partners need to be transparent with each other about how to plan for and obtain resource commitments to advance their objectives. Most importantly, flexibility is key. While starving for collaboration between the three tripartite partners, individual sectors can have strategic impact, along with bipartite partnerships, in addressing HIV|AIDS in the workplace. Copyright © 2008 John Wiley & Sons, Ltd.

Date: 2010
References: Add references at CitEc
Citations:

Downloads: (external link)
http://hdl.handle.net/10.1002/jid.1536 Link to full text; subscription required (text/html)

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:wly:jintdv:v:22:y:2010:i:1:p:137-147

DOI: 10.1002/jid.1536

Access Statistics for this article

Journal of International Development is currently edited by Paul Mosley and Hazel Johnson

More articles in Journal of International Development from John Wiley & Sons, Ltd.
Bibliographic data for series maintained by Wiley Content Delivery ().