PARTNERING: AN INTRODUCTION an on-line module for partnership practitioners The Partnering...

PARTNERING: AN INTRODUCTION

an on-line module for partnership practitioners

The Partnering Initiative is a specialist programme of the International Business Leaders Forum. For more information go to: www.ThePartneringInitiative.org

Purpose of the module

This module is designed as a basic overview of what is involved when you create partnerships for sustainable development.

It is for practitioners from any sector (public, business or not-for-profit) to enable them to understand how to partner

systematically and successfullyThere are 6 sets of questions embedded in the module for you to consider and make notes on.

These will take you around 1 hour to complete – it is important that you do complete them to ensure that you apply the general partnering principles and issues to your own partnerships.

In all, the module should take you 1-2 hours to complete.

Copyright: The Partnering Initiative

Why ‘partner’?

Organisations partner because it becomes clear that they cannot achieve their development goals by working as a

single entity…

…and that only by working cooperatively with others they can achieve greater innovation, impact, scale,

reform and / or sustainability.


Defining ‘partnership’

Based on a dictionary definition, the term partnership can be understood as an ongoing working relationship where risks

and benefits are shared.

In practical terms this means every partner is involved in:• Co-creating projects & programmes

• Committing tangible resource contributions• Mutual accountability


Consider the following questions:

Who are your actual / potential partners?What do these partners contribute to the partnership?

How do you think they understand the concept of ‘partnering’?

Take 10 minutes to review these questions – making notes of your thoughts for future reference


Possible partner types

Public sector eg: Local or regional authorities; central government departments; public sector organisations (education, health etc)

Business sector eg: Multi-national or national companies; business organisations; small & medium enterprises; enterprise development agencies

Third sector eg: NGOs, Community-based organisations, trade unions, religious organisations

International organisations eg: UNDP; WHO; Unicef


RESPECTRESPECT

Core partnering principles

TRUSTTRUST

SUSTAINABILITYSUSTAINABILITY

Equity?

Transparency?

Mutual Benefit?


Consider the following question:

What kinds of behaviours are most likely to promoteequitable, transparent and mutually beneficial

partnerships?

Take 10 minutes to review this questions– making notes of your thoughts for future reference


An outline of phases in a partnership


Partnerships evolve over time


The Partnering Cycle

Phase 1: Scoping & Building

i. Scoping involves:Exploring the partnering option; Understanding the interests / motivations of different sectors; Analysing the context

ii. Identifying involves:Making the case for partnering; Selecting potential partners; Undertaking early discussions

iii. Building involves:Establishing partnering principles; Promoting good partnering behaviour; Creating some relationship management ‘ground rules’

iv. Planning involves:Stakeholder / activities & resource mapping; Agreeing an outline project plan; Drawing up a partnering agreement


A Partnership Planning Tool

Design Parameters 1 2 3

A B C

D E F

Partners

4. Resources

2. Desiredoutcomes

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5. Evidence of success

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3. Activities

1. Key issues

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This planning tool can usefully be undertaken as a ‘step by step’ process prior to signing a partnering agreement



What kind of agreement does your partnership need?How flexible should it be?

What issues should it cover?Who should create it?

Take 10 minutes to review these questions– making notes of your thoughts for future reference


The Partnering Cycle Phase 2: Managing & Maintaining

v. Structuring involves:Putting in place decision-making procedures; Communications arrangements and accountability mechanisms

vi. Mobilising involves:Resource procurement; Effective management of partner meetings; Engagement of other stakeholders

vii. Delivering involves:Allocating roles and responsibilities; Tracking activities and partner commitments; Wider / external communications


Note: Phase 2 can run for years!


What does the term ‘resource’ mean in a partnership?

Take 10 minutes to write as long a list as you can of all the different things that could be seen as types of ‘resource’ within a partnership.

When doing this, it is useful to consider the specific types of resource that each partner / sector can be expected to contribute.

Enabling all partners to contribute tangible resources is a major way to build equity within a partnership.


The Partnering Cycle Phase 3: Reviewing & Revising

viii. Measuring involves:Agreeing success indicators at an early stage; Checking delivery / outputs and impacts; Monitoring compliance with agreement

ix. Reviewing involves:Taking stock of the partner relationships; Assessing the value of the partnership to partner organisations and their constituencies; Considering ‘where next’ for the partnership

x. Revising involves:Re-defining the partnership (if necessary); Making changes to the project (where needed); Changing partners (if desirable)



How often should your partnership(s) be reviewed?For what purpose? By whom?

Take 10 minutes to reflect on these two questions – bear in mind that the partnership is ‘co-owned’ by the partners and any review or revisions need to be agreed collaboratively or the partnership itself may be undermined .


The Partnering Cycle Phase 4: Sustaining Outcomes

xi. Scaling involves:Engaging and impacting systems; Expanding the programme; Having wider influence (see next slide)

xii. Moving on involves:Ensuring sustainable development outcomes will be maintained; Building / securing long-term delivery mechanisms; Implementing exit strategies


Note: Partners may decide to re-configure their partnership and develop new areas of work together once the initial project is completed.


From your experience, what do you see as the main challenges to partnering successfully?

Take 10 minutes to consider this question before going to next slide. Remember that challenges can take many forms ranging from those within

the partnership to those relating to the context in which the partnership is operating


Common partnering challenges:

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 (eg turnover of staff in some of the partner

organisations)

Beyond the partnership:• Scepticism about the partnership from key stakeholders• Unwillingness / inability to engage with the partnership• An inadequate / hostile enabling environment


Communications: skills and approaches

Partnering skills include:• Interest-based negotiation (based on an understanding of each

partner’s underlying drivers, priorities)• Brokering & facilitation (bringing people together and managing the

decision-making process)• Active listening and plain speaking (being able to engage and

articulate ideas and decisions appropriately)

Effective partnering involves individual practitioners being:• Engaged and committed• Objective and reflective• Willing to learn from experience and change direction if necessary


The partnering context

Whilst there may be many common features in the partnering process, no single partnership is like any other.

All partnerships are highly context-specific and will invariably be a reflection of the surrounding circumstances.

Sometimes it is necessary to settle for a ‘good enough’ partnership until the local conditions change.

Often the partnership itself can help to influence and bring about change.


Any partnership’s potential influence

Level 3 Changing policy and practice

In due course, even the smallest partnerships can provide the evidence and inspiration for new policies and can lead to a significant change in the ‘rules’

Level 2 Influencing individuals, organisations & systems

However, ‘Level 1’ projects when they work well inevitably impact and influence more widely and deeply

Level 1 Practical solutions to development challenges

Most partnerships operate at this level as grass roots, co-created and delivered collaborative projects


Partnering works best when those involved:

• 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

GOOD LUCK in all your partnering work!


Access to further partnership tools, case studies, information and advice from:

www.ThePartneringInitiative.org

Partnering – An introduction

PARTNERING: AN INTRODUCTION an on-line module for partnership practitioners The Partnering...

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