Collaborative processes and partnerships

The UK Audit Commission has defined a partnership as a joint working relationship where the partners:

• are otherwise independent bodies
• agree to co-operate to achieve a common goal
• create a new organisational structure or process to achieve this goal
• plan and implement a joint programme
• share relevant information, risks and rewards.

Partnerships of this kind are becoming increasingly common. They may be initiated by government or communities, and may operate at local, regional or national levels. Potential partners for central government agencies include local authorities, business representatives, community agencies, iwi and Māori organisations.

The power and resources of each partner are unlikely to be equal, yet neither partner should dominate. Being in partnership generally means giving up some of your decision-making power and adopting wider goals. Honesty between the partners is essential.

It is quite common for agencies to talk about being in partnership with a community organisation, when they are simply both involved in an activity or government has contracted a service from the community. Careful use of the term 'partnership' can be a good basis for a constructive working relationship - so recognising the type of relationship you have is important. A partnership won't happen instantly, but it may evolve as trust and confidence between the parties grows.

• Partnerships can help solve complex or difficult problems because no one group or agency can fix these alone. 
• Working in partnership, government and communities can pool their financial, human and information resources, and work together to achieve shared goals.
• Partnerships can increase local commitment to getting results, as responsibilities for decision-making and management are shared.
• Partnerships can make the best use of community knowledge and resources. Communities know who's who, who's doing what, and which processes work best within their community.
• Partnerships can provide better delivery of services to the community and may lead to greater operational efficiencies.
• Partnerships can build local skills, leadership capacity and institutional development.
• Partnerships can reduce duplication and create a more well-connected, cohesive approach.
• Partnerships help ensure that the 'issue or problem' is correctly identified by looking at the big picture approach and including different perspectives.

Partnerships come in all shapes and sizes. They can differ according to:

Their purpose: Partnerships may be created for strategic planning, service co-ordination, information sharing, service/programme delivery, or capacity building.

Their focus: Some partnerships focus on a sector such as health, education, or youth justice. In others, representatives from central government, local government, and community groups come together to work collectively on broad themes such as safer communities, healthy cities, and strengthening families.

Their governance: The possible governance structures for partnerships range from simple informally constituted collectives, to formal legal entities such as charitable trusts, charitable companies and incorporated societies. The parties may also have contractual arrangements between them.

The range of participants: Participants can be drawn from central government, local government, the community and voluntary sector, iwi and Māori organisations, business or industry groupings, or other key interest groups.

Their timeframes: Partnerships can be formed to undertake short term one-off projects, or they can be the basis of an ongoing relationship between two or more parties, who subsequently undertake a range of projects over the long term.

Their funding arrangements: Partnerships may be funded by central or local government, co-partner funded, or non-partner funded.