Is there a genuine shared vision and set of goals across the partnership?

A common understanding of, and agreement to, the vision and objectives needs to be reflected in any project brief, Business Plan, Terms of Reference and/or work program.

Document the vision and agreed goals:

Are there clearly identified aims that all partners can articulate and agree to?

The partnership’s aims and goals need to be reflected in its actions and practices.

Document accepted aims:

Is the purpose of the partnership clear? Are members clear what their role and responsibilities are? Are members clear on the "added value" of the partnership?

Members need to agree and understand what their role and responsibilities are within the context of the purpose and outcomes of the partnership. Members need to understand their role in collective decision-making, delivering activities and representing the partnership.

Document roles and responsibilities of members:

What skills and competencies do we need to manage and support the partnership? Has a full assessment been made of the skill and competencies required to support/manage the partnership?

The partnership needs to understand what skills and competencies it will need to achieve the agreed goals, as well as to ensure processes are effective. Consideration will need to be given to making training resources available.

Document skills and competencies:

To whom will the partnership report? Is there a process to report on progress?

Document the lines of accountability/reporting processes:

Is there an accepted process for decision-making? Who is the accountable individual for the partnership?

The decision-making process needs to be understood by all members of the partnership. Decisions should be made through recognized processes with partners having equal power. Processes for decision-making need to define a quorum, how decisions will be recorded and arbitration processes.

Document processes for decision making:

Is there an accepted performance management framework? Are processes in place to monitor performance and act on results? Do defined criteria exist against which to benchmark achievements?

Document the performance managed framework:

Document the criteria to benchmark achievements:

Is there an accepted commitment to joint investment/resources to support the partnership by all the organization/individuals?

Resources mean more than just money; they include time, knowledge, energy and personnel.

Document the accepted commitment to joint investment/resources:

Is there a robust communication strategy in place? Do partners know about each others organizations and what the pressures and imperatives are? Do partners talk to each other about their own agency agendas and priorities?

It is important to have an effective communication system in place at all levels within the partnership and within partner organizations, sharing knowledge and information.

Document the communication strategy:

Are there accepted ground rules for partnership work which include the reconciliation of different organizational cultures and ways of working?

Being open and honest, communicating and exchanging information in open networks will also help to build trust within the partnership.

Document accepted ground rules:

Is there an accepted program for partners to invest time so they can identify and agree to the vision, goals and targets?

It is important at the initial stages of setting up the partnership that members agree on the vision, goals and targets. The requirement for and stated outcomes of "away days" need to be documented in Terms of Reference or partnership agreements. It is important to repeat this exercise to review these goals and targets, checking that they are on track.

Document the process established to agree on vision, goals and targets and how these will be monitored and evaluated:

Is there a clear, measurable plan for administering the partnership? Is the plan clearly linked to partnership aims and objectives, and do all parties agree to this plan?

Any partnership needs to have structure and processes so members clearly understand its purpose, aims, objectives and outcomes. The plan should also identify the process to review/update aims and outcomes when monitoring reveals it is out of date or reflects changing circumstances.

Document the administration plan:

Are there clear processes in place to ensure all new members of a partnership are well informed of its purpose, aims and objectives?

As the partnership grows and existing members leave, new members will come on board. It is important that each new member has a clear understanding of the purpose of the partnership. Spend time to induct new members into understanding and supporting the partnership’s plan.

Document the "orientation processes" utilized for new members: