1. Mobilization Frameworks
What? Why? How?

2. Social Mobilization http://www.tulane.edu/~icec/socmob.htm
Social Mobilization, as defined by UNICEF, is a broad scale movement to engage people's participation in achieving a specific development goal through self-reliant efforts. It involves all relevant segments of society: decision and policy makers, opinion leaders, bureaucrats and technocrats, professional groups, religious associations, commerce and industry, communities and individuals. It is a planned decentralized process that seeks to facilitate change for development through a range of players engaged in interrelated and complementary efforts. It takes into account the felt needs of the people, embraces the critical principle of community involvement, and seeks to empower individuals and groups for action.
OH NO, POWERPOINT VIOLATION!! TOO MANY WORDS!!!

3. Social Mobilization http://www.tulane.edu/~icec/socmob.htm
Mobilizing the necessary resources, disseminating information tailored to targeted audiences, generating intersectoral support and fostering cross-professional alliances are also part of the process. While the components of the process may be everyday practice in many development programs, they tend to be taken up in isolation of each other. Social mobilization in total aims at a continuum of activities in a broad strategic framework. The process encompasses dialogue and partnership with a wide spectrum of societal elements. At the policy level, the outcomes should be a supportive framework for decision making and resource allocation to empower communities to act at the grassroots level. The outcomes should be people's active involvement ranging from identifying a need to implementation in achieving the development objective and evaluation effort. The solidarity of bureaucrats and technocrats and a broad alliance of partners among various non-governmental groups are equally critical for the attainment of any change-oriented development goal. Simply stated, social mobilization calls for a journey among partners and results in the successful transformation of development goals into societal action.

4. Social Mobilization http://www.tulane.edu/~icec/socmob.htm
Though circumstances differ from country to country and often from one part of a country to another, health programs depend upon the collaboration of other sectors. WHO has stressed the need to recognize the intersectoral nature of health, but little concrete action has been taken to effectuate such an approach. For a health program to succeed, the health sector needs not just a helping hand from others, but a genuine partnership whereby ownership of the programs is shared and the stakes of other sectors are clearly recognized. The societal mobilization strategy calls for partnership with all stake holders, which are illustrated in the diagram:
POWERPOINT VIOLATIONS IN ACTION:

6. We’re somewhere around here . . .

7. What is a “mobilization framework”?
Suggested definition: A way to organize a broad scale movement that effectively engages the participation of multiple stakeholders to achieve a specific development goal through community-reliant efforts.

8. Sample “mobilization frameworks”
NCD Collaboratives
Cancer Coalitions
EPR Incident Command System
Behavioral Health (SAMHSA)
Other examples?

9. An effective mobilization framework:
Is based upon a shared vision
Fosters open and clear communications
Clearly defines roles and responsibilities; effectively apportions total work effort
Has a structure for effective, timely and informed decision-making
Ensures data- and evidence-based decision making
Has effective mechanisms for course correction

10. An effective mobilization framework:
Encourages the sharing of resources and risk
Fosters collective ownership through shared planning and evaluation
Maximizes the resources, skill sets, and capacities of its stakeholders (avoids duplication, leverages economies of scale, identifies and mobilizes opportunities)
Is appropriately scaled to the magnitude, complexity and urgency of the task (e.g., cross sectorial)
Is clearly accountable to its target groups(s) – communities, association members, health systems.

12. NCD Leadership Council
Regional Structure
PIHOA
QA/PIM, HIS, HRH
NCD Leadership Council
PBDA
PCDC
PPTFI
CCPI
PIPCA
PBHCC
PBMA
APNLC
Guam
DPHSS
ROP
MOH
Am. Samoa
DOH
RMI
Ebeye
KAHCB
Majuro
FSM National
Kosrae
Pohnpei
Chuuk
Yap
CNMI
DPHES
PHARM
LAB
USDA
(CHL)
PREL
PPEC
PHNNE
NPEHA
APIL
MCH
Each Organization
2-3 Reps
Each Jurisdiction
1-NCD Admin
1-NCD Coalition

13. Is this just about NCDs?
An effective mobilization framework can be adapted to a variety of health challenges. The roles and activities may change, but the structure may stay the same. This is also about developing the capacity of the region to respond effectively, no matter the health challenge.