working in partnership márcio rodrigues, valladolid, 16/09/2014

Working in Partnership

Márcio Rodrigues, Valladolid, 16/09/2014

• Characterize types of partnerships;• Identify the role of partner in the development and improvement of the

services;• Work on SWOT Analysis to define the positioning of the Organization to

partnerships in service delivery;• Define SMART objectives for a given partnership, for further evaluation;• Identify the relevant information to be gathered in a database of available

partners;• List a set of partnerships evaluation parameters and select those that better

suit the goals of the partnership, to include on the evaluation tool;• Use effectively a Partnership evaluation tool;• Identify the feedback strategies that can be used to promote an effective

communication between all partners;


Learning Objectives

Develop and use effectively a Partnership Evaluation Tool.

Develop and use effectively a Partnership Planning Tool in their own Organization;

Identify a set of Parameters for Evaluating Partnerships and select the parameter that better serves their Organization;


Expected Outcomes


Partnerships

There is no magic formula, there are several definitions, approaches and ways of realization.

Complex organizational structure.Based on strong principles of collaboration in which

all parties win.


Some Partnership Definitions

• Chavis (2001) “partnership can be defined as a collaborative process involving the creation of trust relationships, sharing knowledge and leadership”;

• Ros Tennyson (2003): “Partnership is the meeting of a group of people to an end of common interest, which will be achieved only through collaborative work with the risks and benefits of the shared journey between all partners”;

• Wikipedia “A partnership is an arrangement where two or more parties establish an agreement of cooperation to achieve common interests.”


Types of Partnerships


Different Levels of Partnerships

Kind of relationship

Level IPhilanthropic (occasional relationship)(e.g. donation of money, goods or property)

Level IITransactional

(event sponsorship, volunteering)

Level IIIIntegrative

(greater involvement)

Level of involvement Low HighImportance to the mission Peripheral Central

Magnitude of resources Low High

Scope of activities Restricted AmpleFrequency of interaction Sporadic Intense

Administrative complexity Simple Complex

Strategic value Lower Substantial


Who Can Be Partners


Key principles for building partnerships

Fairness - recognize with the same intensity each contribution received, not only measurable in financial terms or public appearance.

Transparency - Only a partnership with transparency is truly justifiable for their partners, donors and other stakeholders.

Mutual Benefit - A healthy partnership will mainly walk towards the specific benefits of each partner while walking toward the common benefit.


Role of Partners

Act according to high ethical standards of transparency, honesty and integrity;

Respect agreements and established protocols; Participate in planning, implementation and evaluation of

services; Suggest and collaborate in innovation projects; Focus on the main goal: the increase of the served persons’

quality of life and value added to the community; Contribute to the continuous improvement of services,

contributing to the continuity and comprehensiveness of services;

Act as active agents in promoting social inclusion;


Main features of a strategy of collaborative work

Meet a diversity of perceptions and resources;Allow the creation of synergies through the sharing

of resources;Must have some continuity in time and should not be

regarded as a simple option or exceptional opportunity that organizations can use;

Are an integral part of the management and daily practices;

There is interdependence between organizations that belong to it.


Main advantages of working in partnership Flexibility - faster response and greater adaptation

and range of responses. Use of resources - maximize resources and better

quality of response. Organizational and individual qualification - leads to

the development of individual and organizational skills - individual and organizational empowerment.

Potential for innovation and creativity - Increased ability to find alternative answers to new problems.

Civic involvement and recognition in the community


Potential problems / barriers

Low involvement of the partnership with the project.

Unbalances of power / conflict of interests. Partners with different objectives and priorities. Lack of trust and shared values . Fear of an Organization to become dependent on

a partnership and this change the way they act (mission).


PDCA on Partnerships


SWOT ANALYSIS to Partnerships Management and Selection of Relevant Partners

What´s the strategic positioning of the Organization

to partnerships in service delivery?



STRENGHTS



WEAKENESSES



OPPORTUNITIES



THREATS


Partners database (current and potential)

Update our DATABASE

After applying the SWOT analysis


Partners database (current and potential)


Partnerships - responsibilities, purposes and objectives (SMART formulated)



Specific – target a specific area for improvement.Measurable – quantify or at least suggest an indicator of progress.Assignable – specify who will do it.Realistic – state what results can realistically be achieved.Time-related – specify when the result(s) can be achieved



Results:

• ……• ……• ……• ……• ……• ……• ……


The added value and effectiveness of partnerships – Evaluation tool (Partners and Learner / Client perspective)



10% 50% 15% 15% 10%



Results:

• ……• ……• ……• ……• ……• ……• ……


Feedback strategy

Appropriate indicators and

results reported regularly

Regular meetings

Updated information

Focused on continuous improvement and regularly applying


To remember…

• It is often better to do with an organization that has interest than the 'best' in the area;

• Look properly know the potential partner;• Make a proposal in accordance with the interests of the

partner, and not just their (demonstrate this concern);• It is not necessary to take a 'perfect' proposal at the first

meeting, 'selling' their organization as a whole, take ideas and make 'good' questions;

• Organizations are people, personal relationships are key;

• A partnership evolves and changes over time, sensitivity, and has flexibility in that.


Thank you for your attention and participation

Márcio Rodrigues ([email protected])

working in partnership márcio rodrigues, valladolid, 16/09/2014

Documents

healthy partnership

common benefit

collaborative process

common interests

end of common

better quality of response

partnershipkey principles

creation of synergies