Following is a list of questions to think through when developing a new or assessing an existing partnership.
Is there a genuine shared vision and set of goals across the partnership?
Are there clearly identified goals and projects that all partners can articulate and agree to?
Is the purpose of the partnership clear on roles and responsibilities?
What skills are needed to manage and support the partnership?
To whom will the partnership report, and is there a process to report on progress?
Is there an accepted commitment to joint investments/resources to support the partnership?
Is there a robust communication strategy in place?
Is there an accepted approach to identify and agree to the vision, goals, and targets?
Is there a clear, measurable plan linked to objectives for administering the partnership?
Is there a genuine shared vision and set of goals across the partnership?
A common understanding of, and agreement to, the vision and objectives should be reflected in any project brief, strategic plan, or work program. Document the vision and agreed goals.
Are there clearly identified goals and projects that all partners can articulate and agree to?
The partnership’s aims and goals need to be reflected in its actions and practices. Document goals and projects.
Is the purpose of the partnership clear on roles and responsibilities?
Partners need to agree and understand their roles and responsibilities within the context of the purpose and outcomes of the partnership. This includes decision-making, action items, and representing the partnership. Document roles and responsibilities of members.
What skills are needed to manage and support the partnership?
The partnership needs to understand what skills and competencies it will need to achieve the agreed goals, as well as to ensure processes are effective. Training may be necessary. Document skills and competencies.
To whom will the partnership report, and is there a process to report on progress?
Document the lines of accountability/reporting processes.
Is there an accepted process for decision-making? Who is the accountable individual for the partnership?
Decisions should be made through recognized processes with partners having equal power. Processes for decision-making need to define a quorum, how decisions will be recorded, and arbitration processes. Document processes for decision-making.
Is there an accepted performance management framework? Are processes in place to monitor performance and act on results? Do defined criteria exist against which to benchmark achievements?
Individuals responsible for delivery of the plan to the partnership need to be specified. Document the performance management framework and key performance indicators.
Is there an accepted commitment to joint investments/resources to support the partnership?
Resources mean more than just money; they include time, knowledge, energy, and personnel. Document the accepted commitment to joint investment/resources.
Is there a robust communication strategy in place?
Partners need to know about each other’s pressures and imperatives, agendas and priorities? It is important to have an effective communication system to share knowledge and information.Document the communication strategy.
Are there accepted ground rules for partnership work that include the reconciliation of different organizational cultures and ways of working?
Being open and honest, communicating and exchanging information builds trust within the partnership. Document accepted ground rules.
Is there an accepted approach to identify and agree to the vision, goals, and targets?
The vision, goals, and targets should be agreed upon early on, with goals and targets checked regularly. Document how vision, goals, and targets, will be agreed upon, monitored, and evaluated.
Is there a clear, measurable plan linked to objectives for administering the partnership?
Partnerships need structure to understand their purpose, aims, objectives, and outcomes.
Document the administration plan.
Are there processes to ensure new members of the partnership are well informed of its purpose, aims, and objectives?
As the partnership grows and existing members leave, new members will come on board. It is important that each new member has a clear understanding of the purpose of the partnership.
Document the “orientation processes” utilized for new members.