ABOUT PARTNERSHIPS
There are many assumptions about partnering being the key to success as opposed to working alone. The question is when partnering brings added value and on what level: for society, for beneficiaries, for the partnership as a whole, for organisations, for individual employees?
Partnerships don’t equal relationships. A relationship might well be a transactional one, a service delivery agreement. Partnering means an ongoing relationship in which the partnership’s activities are co-created, where each partner brings in contributions ( financial, in kind or otherwise), and where each partner commits to mutual accountability. If it doesn’t suit the situation, a partnership becomes a (administrative) burden for everyone involved. A partnership evolves over time. Sometimes there is a clear joint vision and strategy, with clear expectations on each side, sometimes not. Each partnership is unique and changes depending on the context, the phase it’s in and the people involved .
PARTNERSHIP LEARNING LOOP ANALYSIS FRAMEWORK
The Analysis Framework of the Partnership Learning Loop consists of four main categories and one overarching the others. The analysis framework helps to objectify and visualize the often intangible principles underlying collaboration. Its underlying indicators are partly standard and partly tailored to your partnership.
1. Collaborative Mindset and Skills:
Collaborative Mindset and Skills is an overarching category describing main principles for collaboration. It includes questions about genuine interest in each other, joint understanding of the partnership process, diversity, openness and transparency, equity and the level of engagement.
2. Set up and Design:
Set up and Design questions consider how the partnership was designed according to partners: were roles and responsibilities clear, did a joint vision exist, were necessary systems and procedures in place and were there sufficient resources.
3. Daily Operations:
Daily Operations discusses how the partnership works in practice: are management, communication and meetings considered effective and efficient, is leadership and decision making adequate.
4. Results:
Results is a tailor made set of questions depending on the results your partnership is aiming for. It includes the perceived progress and success of the partnership against program objectives.
5. Added value:
Added value regards different levels of added value: for your organization, for the partnership as a whole and for the target group or beneficiaries that the partnership is trying to reach.
There are many assumptions about partnering being the key to success as opposed to working alone. The question is when partnering brings added value and on what level: for society, for beneficiaries, for the partnership as a whole, for organisations, for individual employees?
Partnerships don’t equal relationships. A relationship might well be a transactional one, a service delivery agreement. Partnering means an ongoing relationship in which the partnership’s activities are co-created, where each partner brings in contributions ( financial, in kind or otherwise), and where each partner commits to mutual accountability. If it doesn’t suit the situation, a partnership becomes a (administrative) burden for everyone involved. A partnership evolves over time. Sometimes there is a clear joint vision and strategy, with clear expectations on each side, sometimes not. Each partnership is unique and changes depending on the context, the phase it’s in and the people involved .
PARTNERSHIP LEARNING LOOP ANALYSIS FRAMEWORK
The Analysis Framework of the Partnership Learning Loop consists of four main categories and one overarching the others. The analysis framework helps to objectify and visualize the often intangible principles underlying collaboration. Its underlying indicators are partly standard and partly tailored to your partnership.
1. Collaborative Mindset and Skills:
Collaborative Mindset and Skills is an overarching category describing main principles for collaboration. It includes questions about genuine interest in each other, joint understanding of the partnership process, diversity, openness and transparency, equity and the level of engagement.
2. Set up and Design:
Set up and Design questions consider how the partnership was designed according to partners: were roles and responsibilities clear, did a joint vision exist, were necessary systems and procedures in place and were there sufficient resources.
3. Daily Operations:
Daily Operations discusses how the partnership works in practice: are management, communication and meetings considered effective and efficient, is leadership and decision making adequate.
4. Results:
Results is a tailor made set of questions depending on the results your partnership is aiming for. It includes the perceived progress and success of the partnership against program objectives.
5. Added value:
Added value regards different levels of added value: for your organization, for the partnership as a whole and for the target group or beneficiaries that the partnership is trying to reach.