Workshop to Establish The Estonian Network on OH&S in Agriculture 9 – 10 June 2003 Tartu, Estonia Network – Concepts and Strategies Kari Kurppa, M.D. Finnish Institute of Occupational Health

The Team Concept A fundamental fact: Each of us has only a part of the information, expertise, and connections we need to get our jobs done. A study: "What percentage of the knowledge you need to do your job is stored in your own mind?" The result: % Given that, the network or team of people to whom we can reach out is increasingly vital.

The Team Concept Leaders across all fields need to rely more on others to accomplish their organizational objectives. The dependence of community health status on numerous factors (socioeconomy, housing, access to services, etc.) requires that public health leaders engage other community health leaders to face public health challenges, including occupational health.

NETWORK: - A SYSTEM OF INTERCONNECTED THINGS; - A STRUCTURE THE MEMBERS CAN USE THE NETWORK (STRUCTURE) AS A TOOL THAT EXPANDS THEIR OWN CAPACITIES

The New Shorter Oxford English Dictionary. Leslie Brown (ed). Oxford University Press Inc., New York NETWORK : A chain or system of interconnected or intercommunicating immaterial things, points, or people; 4: A complex collection or system of rivers, canals, railways, etc., or of telephone lines TO NETWORK: 3: Link together to allow the sharing of data and efficient use of resources to link together: activity to allow efficient use:purpose

Capacities in a Country Organization

Identify Other OSH Capacities

Build Bridges, Directory NETWORK

Joint Activity Finnish Institute of Occupational Health, Dr K. Kurppa COLLABORA- TION SPECIFIC PROJECT (PURPOSE)

AROUND THE BALTIC SEA NORWAY FINLAND NORTH-WESTERN RUSSIA ESTONIA LATVIA LITHUANIA POLAND GERMANY DENMARK SWEDEN

BALTIC SEA OH&S NETWORK NORWAY FINLAND NORTH-WESTERN RUSSIA ESTONIA LATVIA LITHUANIA POLAND GERMANY DENMARK SWEDEN

NATIONAL ACTORS NGO CENTER INSTITUTE ORGANISATION DEPARTMENT, MINISTRY B SPECIALISED HOSPITAL PROJECT X UNIVERSITY AGENCY DEPARTMENT, MINISTRY A

NATIONAL NETWORK NGO CENTER INSTITUTE ORGANISATION DEPARTMENT, MINISTRY B SPECIALISED HOSPITAL PROJECT X UNIVERSITY AGENCY DEPARTMENT, MINISTRY A

SUBNATIONAL ACTORS ORGANISATION

SUBNATIONAL NETWORK ORGANISATION

The National OH&S Network The Subnetwork on OH&S Training Institutions The Tartu County OH&S Network Establishment of a Subnetwork on OH&S in Agriculture THE NETWORKS

NECESSARY STEPS Identification of member organisations Motivation of member organisations Agreement about the purpose, goals and objectives Jointly agreed policy statement - desentralised architecture - autonomy of member organisations (voluntary peer-to-peer) - agreement on operational principles Appointment of a technical Secretariat Establishment of an Advisory Board ('political') (if necessary) Compilation of a Directory (contacts, profiles) Establishment of a Web site Action plan Evaluation

NETWORK MINIMUM Identification of core members Meeting to agree on a light flexible arrangement Compilation of a contact list to members Awareness about interests and capacities of others Base for potential collaboration (as needed) –Network can be dormant without being dead –No need to be active all the time –Members utilise contacts as needed –Potential for collaboration has been established

The New Shorter Oxford English Dictionary. Leslie Brown (ed). Oxford University Press Inc., New York TO NETWORK: 3: Link together to allow the sharing of data and efficient use of resources link together:activity to allow sharing...:purpose

NETWORK CHALLENGES - Conceptual - Technical - Sociopolitical - Psychological

NETWORK BENEFITS - horizontal communication - collaboration - coordination - avoidance of duplication - available services promoted - organizational objectives promoted

ORGANIZATIONS - Government ministries - Employers’ organizations - Workers’ organizations - Universities and polytechnics - Research institutes - Technical institutes - Training centres - Non-governmental organizations

NETWORKING PRINCIPLES - Human network - Horizontal communication - Decentralized - Organizational autonomy - Voluntary participation - Maximum flexibility - Information updating at source - Pointer system (metainformation) - Electronic communication promoted - Legal issues avoided

SUSTAINABILITY -Useful to members - Purpose recognition -Technical stability -Network identity

Coordination between ministries "… the greatest administrative problem of all is the INTERSECTORAL COORDINATION" "Initiatives coming from the ministry responsible for the national implementation are neither understood nor given support by other ministries." (Health for All by Year 2000) Institute of Occupational Health, Finland. Dr K. Kurppa

NETWORK RESOURCE POOL MAY CONTAIN – contact information – organizational profiles – training materials – checklist – expert lists – model policies – guidance notes – codes-of-practice – analytical capabilities – laboratory instructions (methods) – patient guides – prevention strategies – diagnostic criteria – lists of library holdings – questionnaire forms – models for study protocols – national regulations – statistics – annotated lists of publications – description of on-going – research projects – recommendations – instructions – models – …

Network slides c:\omat\Estonia New EST-Fin\Agriculture\Agri Network slides PPT Parent slides (incl. Chulchin, Hansa, …): c:\omat\Estonia New EST-Fin\Kick off \Network slides PPT

Informal questions to begin the strategic management process 2/2 FormalInformal Establish programsHow should we organize this operation to get what we want done as cheaply as possible with the highest quality possible ? Prepare pro formaHow much is it going to cost us and where budgetscan we get the cash ? Specify proceduresIn how much detail do we have to lay things out, so that everybody knows what to do ? Determine perfor-What are those few key things that will mance measuresdetermine whether we make it? How can we keep track of them ? (modified from Hunger & Wheelan 1996)

FORMALINFORMAL Define missionWhat do we stand for ? Set objectivesWhat are we trying to achieve ? Formulate strategyHow are we best going to get there? Determine policiesWhat sort of ground rules should we all be following to get the job done right ? (continued …) (modified from Hunger & Wheelan 1996) Institute of Occupational Health, Finland. Dr K. Kurppa Informal questions to begin the strategic management process 1/2