Establishing Partnerships
Establishing
Partnerships Overview | Categories
of Partnerships
Key Components of Partnership Development
As opportunities arise, intermediaries and the FBC/CBOs they serve need practical advice on whether or not to form strategic partnerships. Research and practitioner evidence suggests the following overarching principles of good practice with regard to partnership development, as well as specific issues you need to consider when evaluating the structure of a partnership. You may have questions ranging from, "Who should be involved in this partnership?" and "How will each member operate?" Some common themes among these critical success factors include:
- Balancing requirements and flexibility within the structure and operation of the partnership
- Developing a stable foundation for the membership, rationale and activities of the partnership while allowing sufficient flexibility for these components to develop and evolve in response to external and internal demands
- Understanding that partnerships go through a life cycle of development from initial set up stages, through full scale implementation, to maturity
These principles were drawn from The Best Value Review of Commissioning and external Partnerships, as well as research carried out on Partnerships.2, 3, 4 It is important to note that these principles can be applied across different levels and functions of partnership arrangements. However, existing partnerships or those organizations seeking to set up a partnership, should apply all of these principles, as they set the standards for partnership development as described in this guidebook. Following these standards will ensure that partnerships are working effectively and will successfully enable them to achieve their overall goals.
The first step in evaluating a potential partnership is to recognize and agree upon the need. A common approach in making this decision requires that you:
- Identify principal desired partnership achievements
- Identify the factors associated with successful partnership development
- Identify any principal barriers to the partnership
- Acknowledge and recognize the extent of dependency upon individuals to achieve goals
- Focus on partnership added value. Ask yourself, "How can we achieve more or better results through collaboration?"
In a later section, this guidebook further addresses how to determine the need for a partnership. Once you have determined the need exists, you will want to consider the following fundamental principles and standards for partnership development:
Emphasize clarity of leadership
- Whoever leads the development of the partnership needs to be recognized and empowered by his/her own organization and trusted by the partners
Provide clarity in understanding
- Framework, culture, values and the approach of partner organizations will in many cases need to be the subject of explicit discussion.
- Partners need to be clear about and understand their roles and responsibilities, defining "who does what" regarding "delivery" of activities of the partnership.
Recognize and allow the differences in culture/practice that exist among partners
- Do not adopt an approach that suppresses different cultures and practices, as it will lead to conflict. Recognize and accept that others have a diversity of skills and innovative abilities. For example, only address significant differences if the lack of coordination of different planning and decision-making processes within partner organizations prevents implementation of partnership strategies/activities.
Ensure clarity of purpose
- Ensure the partnership is built on a shared and common vision, and mutually agreeable service principles.
- Ensure all partners understand and agree on the purpose and outcome of the partnership. In other words, everyone must have a shared vision regarding why the partnership was developed and what it hopes to achieve. This will help build a common purpose and shared commitment.
- Develop a shared decision making process where decisions are made through a recognized process with partners having equal power. Decisions should not be the result of consensus based on the lowest common denominator.
- Define clear partnership aims and objectives, with objectives expressed as outcomes for users.
- Ensure partnership aims and objectives are realistic.
- Publicize agreed upon and understood common aims and priorities.
- Acknowledge the existence of separate organizational aims and objectives and their connection to jointly agreed aims and objectives.
Ensure a level of ownership
and management commitment
This commitment is required from the senior level in all partner organizations (e.g., Directors, Members and Trustees). Make sure the commitments are expressed through practical support for the partnership in terms of resources and cost implications. Do this as soon as the partnership is operational. You will also want to:
- Agree to the appropriate/relevant partners.
- Secure widespread ownership within and outside partner organizations.
- Recognize and nurture individuals with networking skills.
- Cascade decisions and encourage contacts/networks across partner organizations at intermediate and frontline staff levels.
Develop and maintain trust
Fairness involves the conduct of the partnership, affording equal status among the partners and equality regarding the distribution of partnership benefits or gains. You will also want to:
- Ensure the partnership is able to sustain a level of trust when faced with external problems that inhibit the contribution of individual partners.
- Ensure the right people are in the right place at the right time.
- Ensure the trust that is built up within partnerships is protected from any mistrust that develops in parent organizations.
Finally, be open, honest and communicate. Exchanging information in an open network will help build shared understanding and values. The need for effective communication goes beyond the partnership itself.
Develop clear partnership working arrangements
An effective partnership’s working arrangements result in a clear outcome and maintain value for the contribution of all partners, avoiding domination of particular members and/or organizations. The partnership must emphasize clarity in roles and responsibilities while valuing the separate roles and the different experience and skill levels required. You will also want to:
- Ensure transparency and awareness in the financial and non-monetary resources each partner brings to the partnership
- Distinguish single from joint responsibilities and accountabilities
- Ensure the prime focus is on process and outcomes, not structure and inputs
Finally, following an agreement by the partners, ensure the purpose, role, responsibility of members, main aims, objectives and outcomes for the partnership are documented within whatever medium the partnership requires, (e.g., Business Plan, Terms of Reference or Constitution).
Account for performance management
All partners ought to agree at the outset regarding:
- How they are to measure their success, and
- How they are to incorporate the measurements into the Best Value requirements for continuous improvement
This measurement process must include arrangements for monitoring and reviewing how effectively the partnership itself is working. Additionally, you will want to consider and resolve outstanding accountability and governance issues.
| Recognize the opportunity for learning experiences and sharing good practices Remember, a partnership can be considered a work in progress. This means you will want to agree to a range of success criteria regarding your partnership. Additionally, you will want to:
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Establishing
Partnerships Overview | Categories
of Partnerships