Working in Partnership Márcio Rodrigues, Valladolid, 16/09/2014

Working in Partnership Learning Objectives 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;

Working in Partnership Expected Outcomes 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; Develop and use effectively a Partnership Evaluation Tool.

Working in Partnership 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.

Working in Partnership 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.”

Operating partnerships Development Partnerships Working in Partnership Types of Partnerships Operating partnerships Result from implementing the programs and work processes, supporting the achievement of the goals of the institution and achieve the proposed results. Are a necessary tool to perform the services and work processes of the Organization (eg. Individual Plan) or the Community Development Partnerships Involve research, conceptualization and implementation of new approaches, services / products, methodologies and systems of work. Focus on developing projects to improve services to customers and community. (eg. universities; national and transnational partnerships)

Working in Partnership Different Levels of Partnerships Kind of relationship Level I Philanthropic (occasional relationship) (e.g. donation of money, goods or property) Level II Transactional (event sponsorship, volunteering) Level III Integrative (greater involvement) Level of involvement Low High Importance to the mission Peripheral Central Magnitude of resources Scope of activities Restricted Ample Frequency of interaction Sporadic Intense Administrative complexity Simple Complex Strategic value Lower Substantial

Working in Partnership Who Can Be Partners PARTNERS Government (National, Regional, Local) Civil Society Organizations Companies Church Universities NGO´s International Organizations Key personalities

Working in Partnership 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.

Working in Partnership 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;

Working in Partnership 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.

Working in Partnership 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

Working in Partnership 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).

Measure, reflect and change Working in Partnership PDCA on Partnerships Define scope Identify (potential partners) Establish (common objectives and principles) Plan (Activities Program) Manage (governance structure) Mobilize resources (financial and nonfinancial) Implement Measure, reflect and change Institutionalize (ensure long term) Maintain or quit

Working in Partnership SWOT ANALYSIS to Partnerships Management and Selection of Relevant Partners What´s the strategic positioning of the Organization to partnerships in service delivery?

Working in Partnership SWOT ANALYSIS to Partnerships Management and Selection of Relevant Partners

Working in Partnership SWOT ANALYSIS to Partnerships Management and Selection of Relevant Partners Find answers to the following questions: What are the gains / added value that Organization achieved through partnerships (service users perspective)? Do we have the best partnerships? Our partners see us as an example and choose us over others? There is a high degree of satisfaction of our partners? What are our strengths from the perspective of partners? What we offer to our partners that others do not? STRENGHTS

Working in Partnership SWOT ANALYSIS to Partnerships Management and Selection of Relevant Partners Find answers to the following questions: Who and how many partners we have lost in last three years? Do we have any complaints within partnerships service?; What services are provided in partnership with lower success rate (see service users satisfaction results and staff)? There are barriers to continuity of services through lack of appropriate partnerships? Where can we improve (see surveys, complaints…)? What should we avoid? WEAKENESSES

Working in Partnership SWOT ANALYSIS to Partnerships Management and Selection of Relevant Partners Find answers to the following questions: Identified potential partners in the community and national level, with which have not yet worked? What other services can provide current partners, in addition to the already filed? What are the suggestions for improvement made ​​by the partners? OPPORTUNITIES

Working in Partnership SWOT ANALYSIS to Partnerships Management and Selection of Relevant Partners Find answers to the following questions: What is our weak point in partner’s perspective? Have we lost any partners? What obstacles we face for increased / improved partnerships? There are legislative changes in the provision of services? Sustainability of the organization is concerned? Competition has increased in the last three years? THREATS

Working in Partnership Partners database (current and potential) After applying the SWOT analysis Update our DATABASE

Working in Partnership Partners database (current and potential) Practical Exercise n.º 1 (big group / 15 minutes) Presentation and discussion of the structure of Partners Database

Working in Partnership Partners database (current and potential)

Working in Partnership Partners database (current and potential)

Measure, reflect and change Working in Partnership Partnerships - responsibilities, purposes and objectives (SMART formulated) Define scope Identify (potential partners) Establish (common objectives and principles) Plan (Activities Program) Manage (governance structure) Mobilize resources (financial and nonfinancial) Implement Measure, reflect and change Institutionalize (ensure long term) Maintain or quit

Working in Partnership Partnerships - responsibilities, purposes and objectives (SMART formulated) Practical Exercise n.º 2 (small groups / 20 minutes) Define SMART objectives to a given partnership 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

Working in Partnership Partnerships - responsibilities, purposes and objectives (SMART formulated) Practical Exercise n.º 2 (small groups / 20 minutes) Define SMART objectives to a given partnership Results: ……

Working in Partnership The added value and effectiveness of partnerships – Evaluation tool (Partners and Learner / Client perspective) Practical Exercise n.º 3 (small groups / 40 minutes) Presentation and discussion of the structure of partnerships EVALUATION TOOL)

Working in Partnership The added value and effectiveness of partnerships – Evaluation tool (Partners and Learner / Client perspective) 10% 50% 15% 15% 10%

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

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

Working in Partnership The added value and effectiveness of partnerships – Evaluation tool (Partners and Learner / Client perspective) Practical Exercise n.º 4 (small groups / 20 minutes) Define evaluation parameters to partnerships and incorporate it on the EVALUATION TOOL) Results: ……

Working in Partnership Feedback strategy Focused on continuous improvement and regularly applying Regular meetings Appropriate indicators and results reported regularly Updated information

Working in Partnership 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 Working in Partnership Thank you for your attention and participation Márcio Rodrigues (marcio.rodrigues@sinase.pt)