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From here you can find a wealth of additional materials relevant
to developing partnerships and developing skills for partnership.
Go to:
Leadership
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Use this tool to encourage partners to concentrate on the
"added value" that partnership working can bring. Partnerships
sometimes falter for lack of a clear focus on this - the benefits
that partners can achieve that they cannot by acting on their
own. |
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Checklist to help set out the terms for collaboration. Useful
exercise for new and existing partnerships. Covers, eg, what
you intend to achieve, how you are going to manage and resource
the partnership, and how you are going to deal with potential
conflicts/difficulties within the partnership. |
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Outlines the degrees of "partnership" in pursuit of common
goals, from co-existence (keeping off each other's turf) to
co-ownership (with total partner commitment). Use to take stock
and explore ways of strengthening joined-up working. |
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A key to ensuring that partnerships really do make a difference
is to understand what drives and concerns each partner and the
wider group of stakeholders affected by the work of the partnership.
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Trust
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Checklist of the personal qualities that make for sound and
effective working relationships. |
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Suggestions for ground rules to help strengthen partner relationships
and reduce the risks of partnerships being blown off course
through unhelpful actions of individual partners. |
Learning
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A tool for understanding partnership development and deciding
on action needed to improve partnership performance. Like teams
within organisations, partnerships typically go through stages
- here described as Forming, Frustrating, Functioning and Flying.
Often partnerships become stuck at the Frustration stage - and
this tool provides some suggestions about what to do about it. |
| Ending Partnerships |
Certain partnerships may badly underperform, reach the end
of their usefulness, or need to be combined with other partnership
arrangements. This tool treats ending partnerships as a change
issue, with the approach depending on what you want to do in
the future: is the partnership’s job done, or is there
more to do? |
Managing for Performance
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Sets out functions and responsibilities which partners in
strategic partnerships need to undertake if their partnerships
are to succeed in the long term. This tool is based on national
Management Standards, derived from thorough analysis of what
people and teams need to be able to do well. |
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