Partnering

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PARTNERING SKILLS Successful partnering takes a range of skills - some may come naturally and others may need to be acquired – but those required for negotiation and mediation, facilitation and coaching of others, and the ability to work in teams, are crucial for all individuals who want to work together effectively and to achieve outstanding results. They may find themselves negotiating agreements or mediating between different partners or facilitating an awkward meeting. They will almost certainly need to assimilate, record and disseminate a lot of information. They may need to coach or capacity-build other partners, key players or project staff. Their remit on behalf of the partnership to deepen the involvement of their own organisation may well require skills in building institutional engagement or institutional-strengthening. Last, but not least, each partner will carry some responsibility for evaluating and reviewing the partnership and its impacts. Of course, no one has all these skills in equal measure and in a partnership tasks can be distributed to take account of professional strengths and weaknesses.Individuals from each sector will bring different skills and professional competencies to the partnership and at an early stage tasks can be allocated to those who demonstrate that they are good at a particular kind of activity. But working in a partnership also offers the opportunity for individuals to develop their skills and to build their own capacities - indeed it is one of the aspects of partnering that makes it attractive as a new area of work for those ready for a change in their professional life. Tool 4: PARTNERING ROLES AND SKILLS QUESTIONNAIRE - enables individuals involved in partnering to assess their own competencies and how they might develop their professional capacities to be even better partners in future. During the process of professional skills and capacity development, individuals often discover that the partnering process has not only taken them on a professional journey, but also on a personal adventure of self-discovery and development. <strong>Partnering</strong> skills, however, are most easily acquired by those who already have a level of self-awareness and self-management. In other words, effective partnering requires people who can read and control their own emotions, who are quite confident, and who embody qualities such as empathy, optimism, imagination, open-ness and modesty. Partnerships also crucially require partners who are good at taking initiative. 19
BOX 4 MANAGEMENT AND MANDATE OPTIONS MANAGEMENT OPTION ADVANTAGES DISADVANTAGES CENTRALISED MANAGEMENT (i.e., management of partnership or project taken on by one partner organisation on behalf of the partnership) • Maximum efficiency • Unambiguous decision-making procedures and day-to-day management systems • Familiar / conventional management approach • ‘One-stop shop’ for external agencies / individuals • Quicker response time • Too distant from experience / potential contribution of other partners • Too much influence / control perceived to be in the hands of one partner • Too conventional for flexible needs of the partnership • May take decisions inappropriately quickly DE-CENTRALISED MANAGEMENT (i.e., different aspects of management shared between the partner organisations) • Maximum diversity at operational levels • More opportunities for individual leadership • Shared sense of ‘ownership’ • Moving away from conventional ‘power bases’ • Greater freedom of operation • Greater potential for conflicts of interest • Partners / individuals feeling isolated • Cumbersome decision-making processes • Lack of coherence MANAGEMENT BY MANDATE (i.e., specific tasks contracted on a case-by-case basis to individuals or single partner organisations who / which are answerable to the partners as a group) • Allows for those who have most time (or care most about the task) to be given the role • Highly flexible approach that can be reviewed and changed as often as necessary • Shares tasks between partners and promotes a sense of collective responsibility • Tasks need to be clearly defined and allocated appropriately • Highly dependent on individual’s action and reliability • Risks individuals / single partner organisations ‘doing their own thing’ without adequate reference to the partner group
Page 1 and 2: the Partnering toolbook
Page 3 and 4: table of contents 1 THE PARTNERING
Page 6 and 7: 1 THE PARTNERING CHALLENGE THE RATI
Page 8 and 9: In addition to these general attrib
Page 10 and 11: MUTUAL BENEFIT? If all partners are
Page 12 and 13: 2 BUILDING PARTNERSHIPS IDENTIFYING
Page 14 and 15: RESOURCE MAPPING Prior to formalisi
Page 16 and 17: 3 PARTNERING AGREEMENTS SECURING PA
Page 18 and 19: GOVERNANCE AND ACCOUNTABILITY Even
Page 20 and 21: 4 MANAGING THE PARTNERING PROCESS O
Page 24 and 25: GOOD PARTNERING PRACTICE USING LANG
Page 26 and 27: KEEPING RECORDS Keeping good record
Page 28 and 29: 5 DELIVERING SUCCESSFUL PROJECTS MA
Page 30 and 31: 6 SUSTAINING PARTNERSHIPS PLANNING
Page 32 and 33: BUILDING INSTITUTIONAL CAPACITY How
Page 34 and 35: So partners need to address whether
Page 36 and 37: 7 SUCCESSFUL PARTNERING DEFINING SU
Page 38 and 39: • The partnership has made a usef
Page 40 and 41: NOTES 37
Page 42 and 43: NOTES 39
Page 44 and 45: References The Partnering Toolbook

Partnering

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