MODULE 6

DEVELOPING PARTNERSHIPS AND OWNERSHIP

Introduction

Essential tool

Focus on development phase

Involve all partners

Choose to work in

partnership

Set up partnership

Plan and deliver

Evaluate progress

Moving on?

Does this partnership need to be

legally binding?

How do we develop a

shared vision?

What do we need to have in place to work together

to grow and strengthen?

How will we all know when we have come to the end of the partnership?

What happens when we

complete the original task?

How do we monitor the

impact of the original

partnership?

Wea

k pa

rtne

rshi

p fo

rmat

ion

Wasted TimeLimited ImpactMissed OpportunitiesIncreased Conflict

What is a partnership?

A partnership is a negotiated relationship in

which different actors work together to

achieve a shared purpose

A partnership is a process in which two or more organisations or groups work together to achieve a common goal, and do so in such a way that they achieve more effective outcomes than by working separately (together)

Shared goal

Work together

Partnership

Particular problem

Skills

Time

$

Enable change

What is a partnership?

1 Practical solutions Most partnerships operate at this level

2 Influencing individuals, organisations, systems

Wider impact of practical solutions

3 Changing policy and practice

Provide evidence and inspiration for new policies and change in the ‘rules’L

evel

of

infl

uen

ce

Partnerships highly context-specific

Will be reflection of surrounding circumstances

Other forms of collaboration

Other forms of relationship for partnerships:

• funder • programme supporter • institutional supporter • contractor

Not be reflected in partnership agreement

Other forms of working relationships:

• network• alliance • coalition

Generally not legally binding

Who needs to be involved?

Key decision makers

Centrally involved in decision making about strategies and spending

Consultees Able to give advice or views, do not need to be centrally involved

Informed parties

Observers or interested organisations - kept informed, unlikely to have strong views

Participation Full involvement in the strategy, planning and delivery aspects

Involvement Occasional involvement

Consultation Views which can be considered

Information Passing on information

Roles Ladder of participation

Lea

st

invo

lved

Mo

st in

volv

ed

What is the purpose of involvement?

LOW HIGH

A. Non-partners B. Informed parties LOW

C. Consultees D. Key decision makers HIGH

PO

WE

R

INTEREST

Funders

Statutory Providers

Other providers

Community group

Voluntary group

Expert group

Advisory organisation

Affected organisation

Consider particular skills, knowledge

or expertise

Think carefully about those that feel they ought to be involved!

Include community ‘for whom’ you are

working

Resource provider

Implementer

Implementer

Contribution to partnership

Statutory Providers

Other provider

Community group

Affected organisation

Decision-making

• makes the partnership decisions• unlikely to be involved in the day to day management

Management • responsible for implementing and managing the partnership's activities• involved on a daily basis

Consultation/advisory

• think, advise and offer feedback

Expert group

Lea

d

org

anis

atio

n

AC

TIO

N P

LA

N:

wh

o is

goi

ng t

o do

wh

at,

wh

en,

whe

re a

nd h

ow

Good practice steps and evolution

Source: The Partnering Initiative

Partners fail when:

Within the partnership:

• Partners not giving the partnership or its projects priority

• Unresolved disagreements / approaches that are too divergent

• Differences of organisational culture / expectations / delivery timescales

• Changes of key personnel

Beyond the partnership:

• Scepticism about the partnership from key stakeholders

• Unwillingness / inability to engage with the partnership

• An inadequate / hostile enabling environment

Lesson learned

Take time to build strong working relationships

Develop genuine concern for each other’s underlying interests

Do more listening than talking

Develop good communication skills at all levels

Deal with difficulties rather than ignoring them

Balance a flexible with a rigorous approach

Focus on practical and sustainable results

Lesson learned

Important partnering skills include:• Interest-based negotiation• Brokering & facilitation• Active listening and plain speaking

Effective partnering involves participants being:• Engaged and committed

• Objective and reflective• Willing to learn from experience

• Change direction if necessary

Ensure all parties are able to communicate effectively

In summary

And remember:

Establish equity

Create transparency

Ensure mutual benefit

Respect

Trust

Sustainable relationship

Source: The Partnering Initiative

Shared working practices in partnerships can lead to some very big changes in each of the partner organisations

Might need to set up specific mechanisms to support the partnership e.g. Secretariat

And finally:Target participants must be involved otherwise there will be limited sustainable Capacity Development