Building Partnerships Map DIYLearnbuildpartnershipmaps DIYLearn Building Partnerships Map Copyright

Building Partnerships Map

DIY-Learn-build-partnership-maps DIYLearn
Building Partnerships Map
Copyright © 2016 The Open University
All rights reserved. No part of this publication may be reproduced,
stored in a retrieval system, transmitted or utilised in any form or
by any means, electronic, mechanical, photocopying, recording or
otherwise, without written permission from the publisher.
Contents
========
*
Introduction
*
1 The Building Partnerships Map
*
1.1 Planning a partnership
*
1.2 A case study
*
2 Key activities in the stages of the Building Partnerships Map
*
2.1 Scoping
*
2.2 Identifying
*
2.3 Building
*
2.4 Planning
*
2.5 Managing
*
2.6 Resourcing
*
2.7 Implementing
*
2.8 Measuring
*
2.9 Reviewing
*
2.10 Revising
*
2.11 Institutionalising
*
2.12 Sustaining or terminating
*
3 Planning a partnership
*
4 Using the Map to resolve difficulties and challenges
*
Summary
*
Self-assessment questions
*
End of Module Quiz
*
References and acknowledgements
Introduction
------------
This module will support your understanding and use of the Building
Partnerships Map Tool from the DIY Toolkit. You should look at the
Building Partnerships Map Template before working through the module.
You will find it helpful to have a printout of the template with you
while you work through this module.
The Building Partnerships Map is a tool that can be used to facilitate
the creation and development of a partnership. Development challenges
are often tackled using a partnership approach. Combining your
capacities and resources with those of other organisations can help to
achieve greater progress towards a common goal or shared vision.
It takes a considerable investment of resources to work in partnership
and grow the working relationships required for effective
collaboration. The Building Partnerships Map breaks down the
development of a partnership into stages, which helps you to
anticipate difficulties and challenges as well as think through and
plan ways to develop the partnership at each stage.
The Building Partnerships Map tool of the DIY Toolkit should be
considered as a guide and can be modified to suit your purposes.
Start of Study Note
Learning outcomes
After studying this module, you should be able to:
*
describe the Building Partnerships Map and explain when it can be
useful and appropriate (SAQ 1)
*
identify key activities involved at each stage of the Building
Partnerships Map (SAQ 2)
*
plan a partnership process using the Building Partnerships Map
tool (SAQ 3)
*
explain how and when to use the Building Partnerships Map to
resolve difficulties and challenges (SAQ 4).
End of Study Note
1 The Building Partnerships Map
-------------------------------
It is unusual to find an organisation working on a development or
social initiative in isolation. Development challenges commonly
present such a range of issues that it is usually more beneficial for
organisations to work together in partnership. Each partner brings
different strengths, such as knowledge of the area and target groups,
specialism in a particular field, access to funding, or other support
such as being able to build technical capacity.
Start of Activity
Activity 1
Allow around 10-15 minutes for this activity
Start of Question
Can you think back to a partnership you have been involved in or with
which you are familiar? This may not necessarily be in relation to a
development project: it could be to do with work experience elsewhere
– for example, volunteering with a charity – or something else
familiar to you or that you have read about.
Make a few notes to describe your experience using the following
questions as a guide:
*
How was a decision made on whom to partner with?
*
Which stages were involved in developing the partnership?
*
How did the partnership change over time?
End of Question
Provide your answer...
View discussion - Activity 1
End of Activity
1.1 Planning a partnership
--------------------------
The term ‘partnership’ implies equality in terms of control or power;
however, this is rarely the case. A ‘partnership’ is a contested
concept – it is unusual for it to be straightforward and equal. For
example, if one partner has access to greater resources than others,
it is likely that the more resourceful partner will be considered, or
consider themselves, to be relatively more in control. Challenges or
breakdowns within partnerships can have significantly negative impacts
on a project or activity.
Figure 1 reinforces how thinking through the stages of a partnership
and planning its development has the potential to build a stronger and
more effective relationship.
Start of Figure

Figure 1: Planning partnerships can help deliver better results
End of Figure
The Building Partnerships Map lays out the series of stages that a
partnership often involves. You can use it together with partners to
plan a partnership, determine the current stage of partnership through
which you are progressing, agree where you would like to be, and plan
activities that will help you move forward together and build a strong
partnership together to achieve your common goals.
The Building Partnerships Map can be used prior to establishing a
partnership or, subsequently, at any stage of the partnership.
The development of a partnership is rarely a step-by-step series of
events. In practice, partnerships tend to evolve from prior
relationships or personal contacts; time is often limited and key
people are not always available when needed.
It is important to understand that the Building Partnerships Map
should be adapted based on your specific needs and circumstances, and
to emphasise certain relevant issues – all partnerships are different
and have different needs.
Start of Box
Key points
*
A ‘partnership’ is a contested concept.
*
The Building Partnerships Map lays out a series of stages that a
partnership often involves.
*
The Building Partnerships Map should be used flexibly.
End of Box
1.2 A case study
----------------
Case Study 1 below is fictional but based on a real experience.
Start of Box
Case Study 1: Using the Building Partnerships Map as a tool for
managing stakeholders
International non-governmental organisation (NGO) Action on
Livelihoods (AOL) has been engaged to support the Ministry of
Education in Uganda with a programme to develop vocational training in
the post-conflict northern part of the country. They are expected to
work with local vocational training providers, improving their
capacity to deliver market-based training for out-of-school youths in
16 districts. The project anticipates that by 2018, 35,000 youths will
benefit from training in vocational skills and improved post-training
enterprises and livelihood opportunities as a result of the project.
The training must be delivered in a coordinated, sustainable and
cost-effective manner. This requires partnering with several
stakeholders, including:
*
vocational training institutions within both the public and
private sectors
*
an agency to provide skills counselling to youths prior to course
selection
*
NGO partners who will carry out additional training of youths in
enterprise development
*
programme evaluators who will conduct baseline and midterm
research and an impact assessment at the end of the project
*
national government (Ministry of Education)
*
local government in each district
*
local businesses who provide internships and employment
*
local youth councils and special interest groups (e.g. unions for
people with disabilities).
Developing this partnership with such a range of stakeholders with
different interests and capacities was a real challenge. AOL used the
Building Partnerships Map to plan engagement with stakeholders even
before they had identified the stakeholders. This helped them to form
a clear understanding of each other as well as what was needed from
and by each potential partner.
End of Box
2 Key activities in the stages of the Building Partnerships Map
---------------------------------------------------------------
Looking more closely at the Building Partnerships Map, let’s unwrap
each stage a little more and discuss examples of some of the key
activities that may take place and factors you might consider at each
stage.
2.1 Scoping
-----------
Start of Figure

End of Figure
At the scoping stage you are trying to understand the problem that you
are aiming to address and the associated challenges. Let’s use the
example from Case Study 1: the problem here is high youth unemployment
in northern Uganda and the effect of this on the community’s
livelihoods and on longer-term peace in the region. This stage
involves information gathering and consultation with stakeholders
including potential resource providers such as donors and trainers.
This stage involves developing a vision for the partnership: what are
you ultimately trying to achieve in this partnership?
2.2 Identifying
---------------
Start of Figure

End of Figure
Start of Activity
Activity 2
Allow around 5-10 minutes for this activity
Start of Question
To what do you think the ‘identifying’ stage of the partnership
refers? Select the correct options from the list below.
End of Question
Measuring partnership impact
Researching partners
Approaching partners
Selecting partners
Monitoring partnership activities
Setting partnership goals
Attracting partners
Managing partners
View discussion - Activity 2
End of Activity
2.3 Building
------------
Start of Figure

End of Figure
Once partners are on board, it is time to build a working relationship
through discussion and agreement on goals, objectives and principles
that will underpin the relationship. This may also involve agreeing
issues around governance in the partnership; for example, you may ask
the following questions:
*
Which key individuals across the different organisations are
accountable for the partnership?
*
How will these individuals communicate?
*
When will they meet?
*
How will decisions be taken?
*
In what ways is this group of partners accountable to other
stakeholders (e.g. donors and beneficiaries)?
2.4 Planning
------------
Start of Figure

End of Figure
After the building stage you will plan the programme of activities in
which you and your partner/s will engage. This will probably involve
project planning activities such as specifying timeframes, identifying
key personnel and their roles, budgeting, and monitoring and
evaluation. One partner will lead, taking overall ownership of project
management. They should work with other partners to make sure that all
the schedules and budgets are synchronised so that the plan is
achievable for everyone. It is often helpful to build a communication
plan at this stage to make sure that all partners receive and share
the right pieces of information at the right time.
2.5 Managing
------------
Start of Figure

End of Figure
The partnership is underway and now requires continual management.
This may involve day-to-day communication between partners, discussion
around plans and activities as well as keeping an eye on the structure
and management of the partnership. Any issues that arise may be
considered in later stages, particularly during review processes.
2.6 Resourcing
--------------
Start of Figure

End of Figure
Ideally, partnerships will be developed in response to an identified
need and then resourced accordingly – this is the model on which the
Building Partnerships Map is based. In this idealised model, the
partnership will have been established proactively and, in order to
carry out activities, partners must identify and secure funding and
other resources, such as equipment, people’s time, etc. (Figure 2). In
reality, due to the nature of development interventions, partnerships
in the development sector are often formed due to a funding
opportunity, perhaps provided by a donor, to carry out certain work.
The Building Partnerships Map can, in this case, be used flexibly to
consider resourcing in building a partnership.
Start of Figure

Figure 2: Resources
End of Figure
2.7 Implementing
----------------
Start of Figure

End of Figure
The implementation process starts once agreements are reached and
resources secured. Implementation involves working to an agreed
timetable to carry out the activities agreed during the planning stage
and to achieve specific deliverables.
2.8 Measuring
-------------
Start of Figure

End of Figure
Measuring and reporting on impact and effectiveness, often termed
‘monitoring and evaluation’, is an essential part of development
partnerships. Outputs (the direct result of activities) and outcomes
(the result of the output on the target group) need to be assessed. Is
the partnership achieving its goals? Information gained here feeds
into the following stages of reviewing and revising.
2.9 Reviewing
-------------
Start of Figure

End of Figure
Along with measuring, you will need to continually assess the impact
of the partnership on partner organisations. Is the partnership fit
for purpose? Is the partnership meeting its objectives? Are new
partners needed, or have some completed their work? Information from
the measuring stage can be analysed during the reviewing stage to help
inform decisions and consider what adjustments may be needed to the
partnership of the project.
2.10 Revising
-------------
Start of Figure

End of Figure
You have to be sure that the partnership is fit for purpose. It is
inevitable that changes will have to be made, both to the partnership
and to the project in which the partnership is engaged. The reviewing
and measuring stages lead to revisions, based on what has been learnt.
2.11 Institutionalising
-----------------------
Start of Figure

End of Figure
For partnerships that are set to continue, you will need to put in
place structures and mechanisms to ensure long-term commitment and
continuity. For example, you could document your shared vision or
long-term plans.
2.12 Sustaining or terminating
------------------------------
Start of Figure

End of Figure
Some partnerships last for many years while others come to an end
because the shared work is complete or the partnership did not meet
expectations. This stage is included as a reminder that partnerships
may be collaboratively built in a way that either makes them
sustainable or brings them to a close.
Start of Activity
Activity 3
Allow around 10 minutes for this activity
Start of Question
Below is a list of instructions – each one describes the focus of a
specific stage of the Building Partnerships Map. Try to select the
correct stage for each one.
End of Question
Start of Question
a. Keep it going!
End of Question
Sustaining
Identifying
Implementing
Start of Question
b. Find money, equipment and time
End of Question
Managing
Resourcing
Identifying
Start of Question
c. Get on with the job
End of Question
Implementing
Sustaining
Reviewing
Start of Question
d. Dealing with the particulars of the partnership
End of Question
Planning
Reviewing
Managing
Start of Question
e. What are we going to do?
End of Question
Measuring
Identifying
Building
Start of Question
f. With whom can we work?
End of Question
Measuring
Identifying
Resourcing
Start of Question
g. Timeframes, activities, budget
End of Question
Measuring
Planning
Resourcing
Start of Question
h. What’s the problem?
End of Question
Scoping
Identifying
Reviewing
Start of Question
i. Plan for the long term
End of Question
Reviewing
Institutionalising
Sustaining
Start of Question
j. Time to move on
End of Question
Terminating
Reviewing
Managing
Start of Question
k. Monitoring and evaluation
End of Question
Measuring
Reviewing
Revising
Start of Question
l. Assess the impact
End of Question
Planning
Measuring
Reviewing
Start of Question
m. Make changes
End of Question
Revising
Implementing
Terminating
End of Activity
Start of Activity
Activity 4
Allow around 5 minutes for this activity
Start of Question
Think back to the Action on Livelihoods example from Case Study 1.
Imagine you have identified potential partners to work on this
project. You wish to spend more time working with your partners in
order to define activities, outputs and outcomes.
At which stage do you think it would be appropriate to sign an
agreement to form a team with a particular partner? Select the correct
stage(s) below.
End of Question
Scoping
Identifying
Building
Reviewing
Institutionalising
View discussion - Activity 4
End of Activity
3 Planning a partnership
------------------------
At this point you should be able to see that the Building Partnerships
Map tool is useful for developing a partnership. Perhaps you might
find it useful as a checklist, or to prompt discussions. What is
particularly good about this tool is that it identifies stages and
prompts thought and action on what may need to occur at each stage.
You may also recognise that partnerships rarely follow a straight
path; this tool should therefore be used flexibly. It might be
problematic to think that you cannot progress to a particular stage
because you have not completed a previous stage. This rigid thinking
can frustrate some stakeholders. The reality of partnerships is that
these processes need to be somewhat iterative rather than entirely
prescribed (Figure 3).
Start of Figure

Figure 3: The stages of a partnership should not be too prescriptive!
End of Figure
Start of Activity
Activity 5
Allow around 10-15 minutes for this activity
Start of Question
Use the Building Partnerships Map to reflect on a partnership-building
process in which you have been involved, then try to answer the
questions below.
a. Can you identify stages in the map that correspond to particular
actions that you took during the process?
End of Question
Provide your answer...
View discussion - Untitled part
Start of Question
b. Can you identify any stages that would have led to a smoother
process if more attention had been given to them?
End of Question
Provide your answer...
View discussion - Untitled part
Start of Question
c. Would you have approached anything differently using the
understanding you have now gained of the Building Partnerships Map?
End of Question
Provide your answer...
View discussion - Untitled part
End of Activity
4 Using the Map to resolve difficulties and challenges
------------------------------------------------------
There are many reasons why partnerships experience difficulties or
face challenges. So, can the Building Partnerships Map be used to try
to address difficulties and challenges and find a way to move forward?
The Map has considerable utility in this respect, mainly because using
a recognised development practice tool enables personal views and
opinions to be set aside, allowing a clearer, more objective focus on
the issues to be developed.
By applying the tool with partners and relating (or perhaps adjusting)
the stage to the evolution of your own partnership, you may be able to
bring some openness to the discussion, prompt creative thinking and
design some key activities that can help overcome the difficulties.
Using the Building Partnerships Map to resolve difficulties and
challenges generally involves identifying, together with partners, to
which stage of the map the difficulty or challenge relates. However,
in order to do this, it is important to both understand and define the
difficulty or challenge that you face. Stakeholders are likely to have
different perceptions of challenges and their causes, so an important
step is to work through the issues and agree on the problem. Having
done that, you may then be able to relate the challenge to the Map and
use the tool to discuss and agree possible solutions.
Start of Box
Case Study 2: Using the Building Partnerships Map to resolve
partnership challenges
Alexis once worked for a health-focused NGO based in Vietnam. The NGO
was funded by the United States Agency for International Development
(USAID), to support the provision of HIV/AIDS counselling, testing,
care and treatment. Reflecting on the Building Partnerships Map,
Alexis says:
Start of Quote
Our role was to build the capacity of local state-run health
facilities. We hired and trained specialist staff to work closely with
the clinic’s own staff.
One difficulty that arose was that our staff were not trusted as team
members when they worked in the clinic, and the head of the clinic
felt undermined by their presence and role in training her staff.
By working through the Building Partnerships Map with our partner we
agreed that the planning stage had not been adequate, because the
terms of reference of our own staff had not been made clear and had
not been shared with the clinic’s management team. Further, reporting
lines had not been clarified. By making appropriate adjustments we
were able to build trust and motivate our partners to engage with us
more productively.
End of Quote
End of Box
Start of Activity
Activity 6
Allow around 10 minutes for this activity
Start of Question
Can you think through a challenge you have faced in a partnership in
which you have been involved? In the text box below, write some notes
on how you could have used the Building Partnerships Map to engage
with your partners to resolve the challenge.
End of Question
Provide your answer...
View discussion - Activity 6
End of Activity
Summary
-------
This module has shown you how to use the Building Partnerships Map.
A partnership approach can often be effective in tackling development
challenges. The Building Partnerships Map is a tool that you can adapt
to suit your purposes, allowing you to break down the development of a
partnership into stages. By using the tool you can anticipate
difficulties and challenges and effectively plan your partnership.
Taking time to plan partnerships can be very effective in establishing
strong foundations and relationships, which in turn can produce
greater results from the partnership.
Self-assessment questions
-------------------------
Start of SAQ
SAQ 1
Start of Question
Which stage comes next? Identify the stage that follows each of the
stages below by dropping it next to the relevant one.
End of Question
Building
Reviewing
Scoping
Identifying
Measuring
Institutionalising
Sustaining or terminating
Revising
Reviewing
Planning
Identifying
Building
End of SAQ
Start of SAQ
SAQ 2
Start of Question
Identify the statements below as true or false:
a. Information gathering often happens at the scoping stage.
End of Question
True
False
Start of Question
b. Resourcing is normally the sixth stage of building a partnership.
End of Question
True
False
Start of Question
c. Revising elements of a partnership will often lead to a review of
the partnership.
End of Question
True
False
Start of Question
d. Governance issues are often addressed during the building stage of
a partnership.
End of Question
True
False
End of SAQ
Start of SAQ
SAQ 3
Start of Question
Can you think of ways to use the Building Partnerships Map
collaboratively during the planning of a partnership?
End of Question
Provide your answer...
View discussion - SAQ 3
End of SAQ
Start of SAQ
SAQ 4
Start of Question
Stakeholders working in partnership on a joint project express the
following difficulties. Can you identify to which stage/s the
difficulties relate?
End of Question
Start of Question
a.
‘What we noticed was that, although we had our annual review
meetings and made certain recommendations and suggestions, nothing
was done about it, so we would raise the same issues again in the
next meeting.’
End of Question
Provide your answer...
View discussion - Untitled part
Start of Question
a.
‘We don’t really understand the point of the partnership – what
are we trying to achieve together?’
End of Question
Provide your answer...
View discussion - Untitled part
Start of Question
a.
‘We used to see a lot of their staff in our office, then one day
they just stopped coming around. It seems like the partnership
ended without anyone realising.’
End of Question
Provide your answer...
View discussion - Untitled part
Start of Question
a.
‘We’re not sure whether we’re achieving our goals. Are we really
having the desired effect? Is our project actually working?’
End of Question
Provide your answer...
View discussion - Untitled part
End of SAQ
End of Module Quiz
------------------
Congratulations, you have now reached the end of this module! We hope
that you have enjoyed it, and have learned useful skills.
End of Module Quiz
This quiz allows you to work towards your badge for DIY Learn:
Building Partnerships Map. To achieve your badge, you must answer six
out of eight questions correctly.
*
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*
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*
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End of module quiz
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Don’t forget there are another nine modules to choose from which you
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References and acknowledgements
-------------------------------
Inspired by: Tennyson R. (2003) 12 Phases in the Partnering Process,
p4. In: The Partnering Toolbook.
This Module should be cited as follows:
DIY Learn (2016) Building Partnerships Map, Copyright ©The Open
University and Nesta
Except for third party materials and otherwise stated below, this
content is made available under a Creative Commons
Attribution-ShareAlike licence (http://creativecommons.org/licenses/by-nc-sa/4.0/).
The material acknowledged below is Proprietary and used under licence
for this project, and not subject to the Creative Commons Licence.
This means that this material may only be used un-adapted within the
DIY Learn project and not in any subsequent OER versions.
Return to the DIY Learn home page
Activity 1
==========
Discussion
----------
Which stages did you identify in the development of the partnership?
You may have noted some critical processes such as how you and your
partners discovered and selected each other, how the relationship
developed, how planning took place, where resources came from, and how
the partnership was managed and revised as lessons were learnt.
Back to Session 2 Activity 1
Activity 2
==========
Discussion
----------
Identifying potential partners begins with a selection process in
which you choose with whom you want to work and then meet with them to
share ideas and ascertain their interest in being involved. In the
Action on Livelihoods example from Case Study 1, this stage would have
included research on all the potential partners. Some of these are
already known (such as the Ministry and local government) so the right
contact person would just need to be identified, whereas others would
require broader research in order to identify the specific businesses,
special interest groups, NGOs and programme evaluators that fit the
project’s requirements. Each of these partners needs to be contacted
and engaged in discussion and negotiation about their interest and
potential role and responsibilities within the project.
This stage may involve some kind of assessment of the potential
partner organisations (an ‘organisational-capacity assessment’) to
understand their strengths and expertise, as well as reading through
project and annual reports to understand how they work and get a sense
of their organisational challenges as well as their successes. During
this stage you may also be securing partners’ involvement by
motivating them and encouraging them to work with you.
During the identifying stage, you may find it useful to look at the
People and Connections Map in the DIY Toolkit. This tool can help you
understand relationships between stakeholders.
Back to Session 3 Activity 1
Activity 4
==========
Discussion
----------
A loose agreement, such as a teaming agreement or memorandum of
understanding, may often be agreed and signed at the ‘building’ stage.
By comparison, the signing of a formal contract would require that
resources were already in place.
Back to Session 3 Activity 3
Activity 5
==========
Untitled part
=============
Discussion
----------
To take a personal example, I thought of times I have been involved in
developing partnerships with various local NGO partners.
By thinking through the process, I could identify many activities that
corresponded to stages of the Building Partnerships Map, although I
did not have the map in mind at the time. For example, I have been
involved in carrying out situational analyses before forming a
partnership, which corresponds to the scoping stage. I have also been
involved in developing continuity plans for partners and exiting
partnerships, which would fall into the sustaining or terminating
stage.
Back to Session 4 Part 1
Activity 5
==========
Untitled part
=============
Discussion
----------
Continuing with my example, I particularly thought of the scoping and
identification stages and how often they are rushed, receiving
insufficient thought and process. It’s effective to think carefully
about these stages and ensure that you find the right partner – one
that can adequately address the relevant problem.
Back to Session 4 Part 2
Activity 5
==========
Untitled part
=============
Discussion
----------
Yes, definitely! I can particularly identify the building stage as the
point at which expectations are managed and decisions made affect the
future of the partnership. Sometimes, with the benefit of hindsight,
greater attention during this stage could have gone some way to
reducing the occurrence of problems encountered later.
Back to Session 4 Part 3
Activity 6
==========
Discussion
----------
In a development programming context it can be common for partnerships
to develop in response to external circumstances, somewhat reactively.
Hindsight is a great thing, but often you can recognise gaps in the
earlier planning or relationship building stages, and addressing these
gaps could have avoided later challenges.
There is no right or wrong answer but it is likely you would have
found the need to adapt the Building Partnerships Map tool to suit
your purpose. Perhaps you would undertake some kind of participatory
approach, analysing the stages of your partnership together with
partners and identifying where improvements could be retrospectively
made.
For example, by using the Building Partnerships Map you could work
towards a point with partners to encourage understanding that securing
financial resources depends, to some extent, on the success of other
stages, such as building a shared vision, planning an initiative and
establishing effective partnership-management systems. Where these
foundations were not built beforehand, the partnership could be liable
to fail, no matter what resources are made available.
Back to Session 5 Activity 1
SAQ 3
=====
Discussion
----------
There are many ways to be creative with this tool. Did you identify
anything similar to the suggestions below?
*
You could make some small posters with a stage written on each and
ask your participants to work in groups to try to identify the
likely order of the stages.
*
You could work with partners in small groups to identify suggested
activities under each stage.
*
You could use the tool to agree action points and milestones for
the partnership to achieve, perhaps agreeing individuals
responsible for overseeing each action point and accountability
mechanisms, such as reporting back on action points within a given
time frame.
Back to Session 7 SAQ 3
Untitled part
=============
Discussion
----------
This sounds as though the process of reviewing is working well, but
the following stage of revising is not being addressed. Perhaps a
solution would be to identify particular action points with appointed
individuals to report back to stakeholders on any action that was
taken. There may also be issues that relate to institutionalising and
managing stages, particularly in relation to roles and
responsibilities of partners and communication with stakeholders.
Back to Session 7 Part 6
Untitled part
=============
Discussion
----------
This sounds like a problem around the shared vision in the partnership
and indicates that insufficient attention was given to the scoping and
building stages, where a vision for the partnership should be
developed and agreed with all stakeholders. If this is not adequately
achieved, then partners will not necessarily share the same focus, as
they may not fully understand what the partnership is setting out to
achieve.
Back to Session 7 Part 7
Untitled part
=============
Discussion
----------
This sounds as though a partnership has terminated without a
sufficiently clear process and, as a result, this person does not
understand what happened. Terminating partnerships is a stage that
should receive adequate attention to ensure a clear process that is
understood by all involved. Poor termination procedures can cause bad
feeling and may negatively impact your reputation.
Back to Session 7 Part 8
Untitled part
=============
Discussion
----------
This is an indication that the measuring stage needs some attention.
Do you have your monitoring and evaluation systems in place and are
your stakeholders aware of and engaged with those systems? There may
also be areas here that overlap with the building, planning and
managing stages.
Back to Session 7 Part 9
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