Three essential stages in forming partnerships

Time

The biggest investment when establishing a partnership is time. Time is needed to build trust and respect, and to understand and appreciate differences in backgrounds, perspectives, capacities, expectations and responsibilities. This is especially true if the partners have not worked together before, or if their previous experience of doing so was less than satisfactory.

Funding and training

Some partners may need funding or training to enable them to contribute to the partnership effectively.

Open dialogue

Potential partners need to talk openly to establish common ground and begin working towards shared visions, objectives and values. Limitations and parameters of the partnership should be made clear from the start.

Flexible membership

During the establishment phase, the original partners may realise that other people or groups need to be involved. The right representation from the right partners is the key to success, so it is important that membership of the partnership be flexible.

Terms of reference

Start thinking early about terms of reference for the partnership. It is helpful to formally record the background to the partnership, the partners' aspirations, and basic principles and processes for working together.

Key questions when establishing the partnership

• Why have a partnership instead of some other form of participation?
• What need does the partnership aim to address? How do you know the need exists?
• What processes and resources do you need to begin initial discussions with potential partners?
• What funding, training or practical support might be needed?
• What resources – financial and non-financial – will each partner bring to the partnership?
• What is the best process for developing shared visions and objectives?
• Which groups, agencies and individuals have a role to play in achieving these visions and objectives?
• Which of these groups, agencies and individuals should be formally included in the partnership?
• What are the aspirations, roles, rights and responsibilities of each partner?

The term governance refers to the decision-making processes in the administration of an organisation. Different partnerships will approach the issue of governance in different ways. Three structures are probably needed:

A governance body

Can the partnership be managed by existing staff within an agency or organisation, or is a new entity necessary? If the latter, develop an appropriate process for creating the governance body. Members may be selected or appointed, or a mix of both. It is crucial that this governance body comprises people with the requisite skills, experience and authority.

Subgroups focusing on specific tasks or issues

With the governance body in place, the partners can set clearly defined goals and objectives. An initial work programme will be developed and tasks or issues may be assigned to sub-groups. It is important to include some concrete tasks that are achievable in the short term. The completion of these first tasks will help to demonstrate the worth of the partnership and keep people motivated in their pursuit of longer term goals.

A formalised agreement

The partners may decide a formal written agreement, such as a Memorandum of Understanding or a contract, can be drawn up and signed.

Key questions about governance and management

• Are the key strategic visions and objectives clearly articulated?
• What activities will take place under each objective and who will undertake them?
• Is it necessary to form a new governance body?
• If so, by what process should members of that body be identified?
• What financial and human resources will this body require?
• What are the respective roles and accountabilities of the partners to each other and to other stakeholders?
• What are the respective roles of, and relationships between, the governance body and other project staff?
• Who will be responsible for monitoring and evaluating progress?
• Is it necessary to establish procedures for dissolving the partnership?
• What are the appropriate:
  • decision-making processes?
  • risk-management strategies and mechanisms?
  • procedures for dealing with conflict?
  • measures or indicators for monitoring and evaluating partnership processes and performance?
  • reporting structures?
  • communication processes between partners, and between partners and other stakeholders?

After the first two stages, the partners should have a common vision, an achievable set of goals to pursue and a clear allocation of tasks and responsibilities.

During this operational stage, continuous evaluation is needed to ensure the partnership is operating effectively. The ability to change is the sign of a strong partnership.

Key questions about the partnership in action

• What targets and milestones have been met?
• What changes are needed to improve results?
• What changes to governance or management are needed to keep the partnership on track?
• How will partners use performance monitoring and evaluation to inform the future direction of the partnership and their agencies' policies?
• How will good-practice lessons be disseminated?
• Has the partnership come to the end of its natural life cycle? If so, what process is required to dissolve the partnership?
• Is there a need for ongoing support to sustain activity at the local level?

Some partnerships have a limited lifetime; perhaps their original purpose is achieved or becomes irrelevant. At this stage, the partnership needs to change or dissolve.

If a legal entity has been established to run the project, a process is needed for winding up that body and transferring any remaining assets. Ideally, this process will be built into the partnership itself, so that over the partnership's natural life cycle, there will be a gradual transfer of the assets and responsibilities to appropriate partners as required.

In some cases a new body may take over responsibility for advancing the partnership's goals. In this instance, consider what resources will be required.