Categories of activities describing the execution of the collaboration
| Main categories | Subcategories (in italics) |
| Exchange information/knowledge | Providing and receiving information and knowledge was an essential part of most collaborations. Meetings were used, for example, for programme/intervention development, progress reports or strategy planning. Consultations were used to, for example, harness knowledge and expertise and receive advice. Forums and networks for discussions and workshops were also described to gain feedback and make better planning. Other activities were also described, such as presentations of projects, sensitisation visits and providing printed information |
| Adopt agreements/contracts | One collaboration activity was adopting formally and legally binding contracts and agreements, such as memorandums of understanding, letters of agreement and contracts |
| Allocate resources | The allocation of funding and grants was the most common resource that was noted, with emphasis on fuelling collaboration efforts. Efforts in planning, establishing and providing health facilities were presented as an important part of, for example, delivering health services. Actors were engaged in giving and receiving technical support or expertise within the collaboration projects. The distribution of equipment and materials, for example, office space, educational materials and essential physical tools like computers and medicines were mentioned as a resource. The provision and delegation of human resources, such as staff or volunteers with specific expertise, were vital for the projects. A representative from either actor was sometimes appointed/delegated to act as the point of contact in parts of the collaboration for coordination purposes |
| Establishing strategic and operational groups | A common category was the establishment of strategic and operational groups. Groups were assembled to be collectively involved in the decision-making and steering of the collaboration project. The groups could be involved in both the development and the implementation of the collaboration project |
| Establishing working plans | The purpose of a working plan could be to define the scope of work and clarify the relationship among the collaborators. These plans vary, offering formal, informal or detailed, yet brief, descriptions of the plan. The working plans could, for example, include detailed tasks, project timelines, work structure, logistics and management of the collaboration projects |
| Gather and analyse data | The purpose of gathering and analysing data was to identify gaps and conduct needs assessments, to follow and improve the process through evaluation and feedback and finally, monitoring to maintain effective programme coordination and ensure the standard of healthcare services. This was conducted through, for example, conducting workshops, performing action visits or round table discussions |
| Support | Some studies described actors providing or receiving support, and it was reported as endorsement or unspecified support |
| Train | Training for members in the collaborations involved preparing actors in health practices, in using, for example, advocacy strategies, psychological first aid or different communication tools. Training for outreach involved training providers (eg, healthcare staff) to enable them to carry out activities in the projects, for example, data collection |