↓ Skip to main content

Management practices to support donor transition: lessons from Avahan, the India AIDS Initiative

Overview of attention for article published in BMC Health Services Research, June 2015
Altmetric Badge

About this Attention Score

  • In the top 25% of all research outputs scored by Altmetric
  • High Attention Score compared to outputs of the same age (83rd percentile)
  • Good Attention Score compared to outputs of the same age and source (76th percentile)

Mentioned by

policy
1 policy source
twitter
8 X users
facebook
1 Facebook page
googleplus
1 Google+ user

Citations

dimensions_citation
26 Dimensions

Readers on

mendeley
48 Mendeley
You are seeing a free-to-access but limited selection of the activity Altmetric has collected about this research output. Click here to find out more.
Title
Management practices to support donor transition: lessons from Avahan, the India AIDS Initiative
Published in
BMC Health Services Research, June 2015
DOI 10.1186/s12913-015-0894-0
Pubmed ID
Authors

Sara Bennett, Daniela Rodriguez, Sachiko Ozawa, Kriti Singh, Meghan Bohren, Vibha Chhabra, Suneeta Singh

Abstract

During 2009-2012, Avahan, a large donor funded HIV/AIDS prevention program in India was transferred from donor support and operation to government. This transition of approximately 200 targeted interventions (TIs), occurred in three tranches in 2009, 2011 and 2012. This paper reports on the management practices pursued in support of a smooth transition of the program, and addresses the extent to which standard change management practices were employed, and were useful in supporting transition. We conducted structured surveys of a sample of 80 TIs from the 2011 and 2012 rounds of transition. One survey was administered directly before transition and the second survey 12 month after transition. These surveys assessed readiness for transition and practices post-transition. We also conducted 15 case studies of transitioning TIs from all three rounds, and re-visited 4 of these 1-3 years later. Considerable evolution in the nature of relationships between key actors was observed between transition rounds, moving from considerable mistrust and lack of collaboration in 2009 toward a shared vision of transition and mutually respectful relationships between Avahan and government in later transition rounds. Management practices also evolved with the gradual development of clear implementation plans, establishment of the post of "transition manager" at state and national levels, identified budgets to support transition, and a common minimum programme for transition. Staff engagement was important, and was carried out relatively effectively in later rounds. While the change management literature suggests short-term wins are important, this did not appear to be the case for Avahan, instead a difficult first round of transition seemed to signal the seriousness of intentions regarding transition. In the Avahan case a number of management practices supported a smooth transition these included: an extended and sequenced time frame for transition; co-ownership and planning of transition by both donor and government; detailed transition planning and close attention to program alignment, capacity development and communication; engagement of staff in the transition process; engagement of multiple stakeholders post transition to promote program accountability and provide financial support; signaling by actors in charge of transition that they were committed to specified time frames.

X Demographics

X Demographics

The data shown below were collected from the profiles of 8 X users who shared this research output. Click here to find out more about how the information was compiled.
Mendeley readers

Mendeley readers

The data shown below were compiled from readership statistics for 48 Mendeley readers of this research output. Click here to see the associated Mendeley record.

Geographical breakdown

Country Count As %
Unknown 48 100%

Demographic breakdown

Readers by professional status Count As %
Student > Master 9 19%
Researcher 8 17%
Student > Ph. D. Student 6 13%
Student > Bachelor 5 10%
Other 4 8%
Other 5 10%
Unknown 11 23%
Readers by discipline Count As %
Medicine and Dentistry 11 23%
Social Sciences 10 21%
Nursing and Health Professions 5 10%
Business, Management and Accounting 2 4%
Psychology 2 4%
Other 3 6%
Unknown 15 31%
Attention Score in Context

Attention Score in Context

This research output has an Altmetric Attention Score of 10. This is our high-level measure of the quality and quantity of online attention that it has received. This Attention Score, as well as the ranking and number of research outputs shown below, was calculated when the research output was last mentioned on 28 September 2022.
All research outputs
#3,440,931
of 24,213,825 outputs
Outputs from BMC Health Services Research
#1,589
of 8,145 outputs
Outputs of similar age
#43,818
of 268,745 outputs
Outputs of similar age from BMC Health Services Research
#23
of 94 outputs
Altmetric has tracked 24,213,825 research outputs across all sources so far. Compared to these this one has done well and is in the 85th percentile: it's in the top 25% of all research outputs ever tracked by Altmetric.
So far Altmetric has tracked 8,145 research outputs from this source. They typically receive more attention than average, with a mean Attention Score of 8.2. This one has done well, scoring higher than 80% of its peers.
Older research outputs will score higher simply because they've had more time to accumulate mentions. To account for age we can compare this Altmetric Attention Score to the 268,745 tracked outputs that were published within six weeks on either side of this one in any source. This one has done well, scoring higher than 83% of its contemporaries.
We're also able to compare this research output to 94 others from the same source and published within six weeks on either side of this one. This one has done well, scoring higher than 76% of its contemporaries.