guidelines on partnership e

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The Europe Region WAGGGSThe European Scout Region

GUIDELINES ON PARTNERSHIP


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The Europe Region WAGGGSThe European Scout Region

GUIDELINES ON PARTNERSHIP

Editorial team

Sab ine G erm annI lona Ion escu

Babacar N d iayeStel la Aaltonen

M i lu t i n M i losev icR it a W asw an i


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Special thanks

T h e p e o p l e w h o h a ve c o n t r i b u t e d t o t h e p r o d u c t io n o f t h e t o o l k i t :

The editorial team

Sab ine Germ ann , Mo uvem ent Scou t D e Su isse , Sw i t ze r landI lona Ion escu, Asoc iat ia G hidelor si Ghiz i lor D in Rom ania, Rom aniaBabacar N diaye, C or po N az ion ale G io vani Esplor ato r i Ed Esplor at r ic i Ita l ian i , I ta lySte l l a Aa l t onen , Europ e O f fi ce W AG GG SM i lu t i n M i losevic , Europ ean Scou t O f fi ceR it a W asw an i , E u r o p e O f fi ce W A G G G S

The drawingsM ilos Bakalov ic , Serb ia and M on tenegr o

The CD-layout

D ragan A ncevsk i , M acedon ia

The CD-coverD unja Sasic , Serb ia and M on tenegro

The readersM a x B e ga. L u x e m b o u r gF ab i o la C a n av e si , Eu r o p e a n C o m m i t t e e W A G G G SBarbar a G im el l i, Sw i tzer landD avid M cKee, Euro pean Scou t O f fi ceH e at h e r R o y , E u r o p e a n O f fi ce W A G G G SG eor ge Sulashv il i, Geo rg iaN ico Van M ie rop , Be lg ium

Inspi ra t ion and ideas f rom the sem inar par t ic ipants at the Par tner sh ips for In t ercu l tur a l und ers tanding andd e v el o p m e n t , 3 0 O c t o b e r - 5 N o v e m b e r 2 0 0 4 , K a n d er s t eg , Sw i t ze r l an d .


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CONTENT

SPECIAL THANKS 3

CONTENT 4

1 INTRODUCTION 7

2 CONCEPTUALISING 8

2 .1 . U nders tand ing Par t ne rsh ip 9

2.1.1. W hat is par t ner sh ip? 9

2.1.2. C harac ter ist ics of par t ner sh ip 9

2 .1 .3 . T ypes o f pa r t ne r sh ip 10

2.1.4. Benef i t s and r isks of (not ) es tab l ish ing par tn ersh ip 12

2.1.5. Par t ner sh ip in G uid ing and Scou t ing 14

2.2. W hat in f luences a par t ner sh ip? 16

2.2.1. Values and cu l tur e in a par t ner sh ip 16

2.2.2. O rganizat ional cu l tur e 172.2.3. Im po r t ance of va lues and cu l tur e in a par t ner sh ip 19

2 .2 .4 . C red ib i l it y 20

2.2.5. Soc ia l cont ex t 20

2 .3 . Ana lysing w here you a re 23

2 .3 .1 . D i rec t i on o f your Assoc iat i on 23

2.3.2. An alysing you r A ssoc iat ion 23

2 .3 .3 . D e f in ing t he d i r ec t i on o f your o rgan isa t ion 24

3 GENERATING 2 5

3 .1 . D e f in ing your p ro ject 263 .1 .1 . Par t n e rsh ip as a m ethod t o answ er t he needs/ob jec t i ves 26

3.1.2. W hat can you of fer? 26

3 .1 .3 . H ow t o f ind t he m os t appr opr iat e pa r t ne r i n spec i fi c case? 27

3.2. Ident i f y ing su i tab le par t ner s 283.2.1. T he stakeho lders of G uid ing and Scout ing 28

3.2.2. Screen ing po tent ial par t ner s 293.2.3. Balanc ing you r va lues 29

3.2.4. C on tac t ing the po ssib le par t ner s 30

3 .2 .5 . C onc lusion 31

3 .3 . Agree ing on a com m on p ro jec t 32

3 .3 .1 . T he p r ocess o f r each ing an agreem ent 32

3.3.2. Shared pr inc ip les for par tn er ing 33

3 .3 .3 . Va lu ing your pa r t ne r 33

3 .3 .4 . D e f in ing t he com m on p ro jec t o f pa r t ne r sh ip 34

3 . 4 . D r a w u p a n ag r e e m e n t 3 53 .4 .1 . Fo rm s o f ag reem ent 35

3 .4 .2 . C on t en t s o f a pa r t ne r sh ip agreem ent 36


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4 PARTNERING 3 8

4 .1 . P ro jec t deve lopm ent 39

4.1.1. Ident i f y ing Par t ner sh ip O bjec t ives 40

4.1.2. Ident i f y ing Ind icator s 41

4 .1 .3 . M on i t o r ing p r ocess 41

4 .1 .4 . C o l lec t ing in f o rm at ion 434.1.5. Bui ld ing an evaluat ion tab le 44

4.1.6. C on c lusions 44

4.2. Funding Par t ner sh ips 46

4.2.1. Sel f -H elp: T he best fundr a is ing begins at ho m e. 464.2.2. Publ ic Funding par t ner s 47

4.2.3. Indep enden t Funding and Spo nsor sh ip 50

4.2.4. C on c lusions 51

4 .2 .5 . Fu r t he r read ing 52

4 .3 . H ow t o m ake your pa r t ne r sh ip a li ve? 53

4 .1 . H um an resources : Kno w ledge, sk i l ls and at t i t udes 57

4 .4 .1 . Kno w ledge 57

4.4.2 . Ski l ls 58

4 .4 .3 . A t t i t udes 59

4 .5 . T eam s in pa r t ne r sh ip 61

4 .6 . C om m un icat ion in pa r t ne rsh ip 64

4 .6 .1 . O bs tac les t o a good com m un icat ion 65

4 .6 .2 . St reng then ing Gu id ing /Scou t ing im age t h r ough par t ne r sh ip com m un icat ion 654 .6 .3 . T en Gener a l r u les f o r m or e e f fec t i ve com m un icat ion 65

4.7. C on f l ic ts in par t ner sh ips 67

4.7.1. C on f l ic ts in a par t ner sh ip 67

4 .7 .2 . C on f l i ct r eso lu t ion in a pa r t ne r sh ip 68

4.8. In ter cu l tur a l learn ing in par t ner sh ip 71

4.8.1. Learn ing leve ls 71

4.8.2. Par t ner sh ip as a in tercu l tur a l learn ing op po r t un i ty 72

4.8.3. In ter cu l tur a l learn ing in par t ner sh ip 72

5 FOLLOWING THROUGH 7 3

5.1. C losing analyses 74

5.1.1. Evaluat ion of a par t ner sh ip 74

5 .1 .2 . W r i t i ng repo r t s 75

5.1.3 . Sustainabi l i ty 76

5.2. Renew ing par t ner sh ips? 78

5.2.1 . Face a fai lur e 78

5.2.2. Recognise and ce lebrate accom pl ishm ent 79

5.2.3. Ending 805 .2 .4 . Renew ing a pa r t ne r sh ip 80


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6 CLOSING REMARKS 8 2

GLOSSARY 8 5

REFERENCES 8 6

APPENDIXES 8 9T he sem inar ske leto n w i th sess ion p lans 89

Sem inar session plans 91


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1. INTRODUCTION

D i ff e ren t f o rm s o f pa r t ne r sh ip a re an ac t i vel y used m ethod in Gu id ing and Scou t ing Assoc iat i ons arou ndEuro pe. A l tho ugh ther e are som e m ater ia ls avai lab le descr ib ing types of par t ner sh ips , a gener a l gu ide l ine onpar t ne r sh ips w as m issing up t o now . To address t h i s, t he Europ e Region W AG GG S and t he Europ ean Scou tRegion jo in t l y o rgan ised a sem inar o n Par t ne rsh ips fo r t he I n t e r cu l t u ra l Und ers tand ing and D eve lop m ent i n

N ovem ber 2 004 . T he in t en t ion w as a lso t o even tua ll y deve lop set o f gu ide li nes f o r t he use o f M em berO rganizat ion s. Thank s to the ac t ive p lanning, these Gu idel ines w ere c r eated as a resul t o f th e Sem inar . Bo ththe Sem inar and t he Gu ide l ines are goo d exam p le o f pa r t ne r sh ip be t w een t he Reg ions .

T hese G u ide l ines appr oach par t ne r sh ips fr om a ve ry b ro ad perspec t i ve . Th ey o f f e r i deas f o r p a r t ne rsh ipsbe tw een G u ide and /o r Scou t O rgan izat ions and o the r ex te rna l o r gan izat ions at d i ff e ren t l eve ls, f r om loca l t oin t e rna t iona l. Abo ve al l, t he G u ide l ines p ro v ide p rac t i cal t i ps on ho w t o i n it i at e , m a in ta in and f o l l ow t h r ougha par tnersh ip.

T he G u ide l ines are d i v ided in t o f ou r m ain sec t ions. Th e f ir s t sect ion o n Conceptualising o f f e r s t hereader a backgr oun d to u nder s tand th e m ain pr inc ip les of par t ner sh ips and th e var io us issues that in f luence

any Gu id ing and Scout ing par t ner sh ip. I t a lso challenges the reader to analyse th e cur ren t s i tuat ion o f anassoc iat ion o r a loca l gro up b efor e enter ing in to a par t nersh ip s ituat ion.

T he second sec t ion o n Generat ing l ooks at t he ques t ion o f w he ther a par t ne rsh ip i s t he m os t su it ab lem etho d t o ach ieve w ha t you w an t . Th is chap te r exp lains t he p ro cess o f i den t if y ing su i t ab le pa r t ne rs andagree ing on a com m on p ro jec t . I t al so d raw s t he at t en t ion t o va r ious fo r m s o f pa r t ne r sh ip agreem ents t hatex is t .

A f t e r yo u have genera ted t he re la t ion , your pa r t ne r sh ip needs t o be deve loped f u r t he r w i t h mo re p r act i calim pl icat ion s. T he sect ion Part nering exp lo r es t he deve lopm ent o f pa r t ne rsh ips, f ind ing f und ing sour cesand keep ing you r par tner sh ip a l ive. I t a lso s t resses the im po r t ance of hum an resources, team s andcom m unicat ion in the par tner ing pr ocess. Spec i f ic a t tent io n is g iven to how to avoid po ss ib le conf l ic ts inpar t ne r sh ip and t he in t e r cu l t u r al l earn ing t ha t can be ach ieved t h r ough p ar t ne r ing .

In the f ina l chapt er Following through , at t ent io n is dr aw n to w ards the c losing analyses of a par tner sh ip,inc lud ing the evaluat ion, repo r t ing ob l igat ions and dec id ing on co nt inu i ty o f a par t ner sh ip. In th is chapter theissues of fai lur e, success and the f ina l ter m inat ion are add ressed t o p ro v ide fu tur e tho ughts for par t ner sh ipr e n e w al .

A t t he end o f t hese Gu ide li nes you w i ll f ind a Glossary of th e m ain ter m s used and a fu ll re ference l ist forf u r t he r use. I n t he Appendices o f t he G u ide li nes, you w i ll f ind t h e p r ogram m e p lan o f t he sem inar"Par t ne rsh ips f o r I n t e r cu l t u ra l Und ers tand ing and D eve lopm ent " t oge ther w i t h t he session p lans. These a reg iven f o r r eaders as a f u r t he r sour ce o f i deas on how t o approach a t op ic o f pa r t ne r sh ip t h r ough a sem inar .

O ur i n t en t ion w as t o des ign a p rac t i ca l, "hands-on" do cum ent . W e used a lo t o f d i f f e ren t m ate r ial s, t r y ing t ocom p i le t hem in one com prehens ive m ate r ial . W e do hope t hat yo u w i ll fi nd t hese Gu ide li nes usefu l andb e n e fi t fr o m t h e m i n yo u r f u t u r e w o r k .


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2. CONCEPTUALISING

W hen yo u s t ar t t h ink ing abo u t p ossib le pa r t ne rsh ips ,you shou ld be f am i l ia r w i t h som e key concep t s . Th isw i l l he lp you t o c r eate a goo d basis for p ar tner sh ips .T here a re d i f f eren t t ypes o f r e lat i ons you m ay

establ ish. But , a ll o f them should be b ased o nop enness and t r us t . Th is is ve ry im por t an t f o rpar t ner sh ips in Guid ing and Scout ing.

Y o u m a y b e i n a d il em m a ab o u t w h e t h e r y o u s h o u lden te r i n t o a pa r t ne r sh ip o r no t . Som et im es i t can bebenef ic ial , and som et im es not . In som e cases youm ay need som eon e e lse s he lp to achieve a goaleasie r , bu t som et im es it i s easie r t o w or k a lone . Yousho uld be aw are of the r eason s for , as w el l as ther i sks , w hen en te r ing in t o a par t ne rsh ip .

G uid ing and Scou t ing are va lue-based m ovem ents . Values are very im po r t ant for you and you shou ld l ivethem . You shou ld a lso h ave t hem in m ind w hen es tab l ish ing par t ne rsh ips. It can be easie r t o co -op era te andw or k t oge ther w i t h som eone w ho shares t he sam e values. O n t he o the r hand , it can be som et im es good t oexchange w i t h t hose w ho have a d i f fe ren t va lue system f rom your s. You shou ld no t how ever en te r i n t o apar t ne r sh ip w i t h t hose w ho have oppo si t e values and no t i n keep ing w i t h t hose in Gu id ing and Scou t ing .

For par t ner ing you n eed a spec i f ic atm ospher e, c lim ate, cu l tur e. Guid ing and Scou t ing in genera l are o penm ovem ents , r eady t o ex change and w or k w i t h o the r s. You shou ld appr ec iate and f avour such a cul t u re andpro m ote t h at op enness, no t on ly inside t he mo vem ents bu t a l so in your env i ronm ent .

T he va lues and cu l tur e of a par tner sh ip can have a huge imp act on a l l the p ar t ies invo lved . As organizat ion sare led w i t h t he i r va lues and cu l t u r e w h i le design ing a par t n e rsh ip , t he im p lem enta t ion can lead t o w ardsbr oaden ing the v iew s and exchange of values and cu l ture.

Your w or k and t he re lat i on be tw een w ha t you say and w ha t you do w i ll de fine your c r ed ib i li t y . I f peop letake you se r ious ly , you w i ll have m or e re l i ab le pa r t ne rs w i t h w hom you shal l be ab le t o d esign be t t e r andm or e use fu l pa r t ne r sh ip p ro jec t s.

I n t od ay's w or ld , eve ry th ing i s i n t e r r e lat ed and w e a re a ll pa r t s o f d i ff e ren t com m un i t i es. W e have deepro o t s i n t hem . So , w hen you en te r i n t o pa r t ne r sh ip , you need t o be aw are o f your and soc ial con tex t o f t hep a r t n e r .

Sho uld you l ike to es tab l ish a qual i t y and usefu l par tn ersh ip, you need to kno w befo reh and your rea l it y andhave w e l l de fined p lans fo r t he f u t u r e . In t ha t case , you sha ll be ab le t o f i nd an adequa te pa r t n e r w i t h w homyou shal l be ab le to en ter in to a re lat ion ship th at w i l l benef i t bo th s ides. To achieve th is, you need t o analyseyour se l f fr o m m any ang les. T h is a lso inc ludes unders tand ing how your env i ronm ent and soc ial con tex tin f luence your w or k . A im s, goals, v isions and s t ra teg ic p lans of an Assoc iat ion have to be shared w idelythr ou gh the Assoc iat ion. I f they are no t , a par t ner sh ip pr o jec t , even i f designed in the best shape and o n thebasis o f rea l needs w i ll be seen as im po sing and st r ange.


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2.1. Understanding Partnership

Aim of the chapter is to: p r esen t de f in it i on (s) o f pa r t ne rsh ips exp lo r e charac te r i st i c s o f pa r t ne rsh ips exp la in w hen and w hy t h i s m ethod i s used in Gu id ing and Scou t ing exp lo r e d i f fe ren t t ypes o f pa r t ne rsh ips l ist benef i t s and r isks of (not ) es tab l ish ing par t ner sh ips

2.1.1. What is partnership?1

Par t ne rsh ips are f o rm a l r e lat i onsh ips and p r ocesses ( long- t e rm t im ing) be tw een tw o o r m or e peop le ,or ganisat ions or co unt r ies that w or k to gether (co - r espons ib i li t y ) to achieve som eth ing, because of hav ingsim i lar a im s (conver gence of in ter ests )2 . Ano ther def in i t ion is that par tn ersh ips are m utu ally benef ic iala ll iances of d iverse types bet w een o rganizat ion s w her e ro les, respon sib i l it ies and accoun tabi l it ies are c lear lyde f ined .3

Som e examp les o f pa r t ne rsh ip cou ld be peo p le in t he sam e w or k , schoo l f r i ends , o r husband and w i fe .

G ener a lly you can say that every hu m an being exper iences par t ner sh ips thro ughout the i r l i fe in every ac t iv it ythat invo lves m or e than on e per son, in each o f the f ive aspects of l ife : fami ly li fe , w or k ing l ife , le isur e t im e l i fe ,com m uni ty l i fe and publ ic l ife . Par tner sh ips are ex per ienced by b e ing invo lved in a par t ner sh ip s ituat ion.T hese si t ua t ions can be f o r m al o r i n f o rm al in na tu re . Peop le can becom e par t ne rs o f t he i r o w n w i ll , o rbecause it is unavoidable, such as in the w or k s i tuat ion. Th is happens because hum an beings are natur a llysoc iab le. Peop le usually do no t l ive a to ta l ly so l i tary l ife , but in t erac t w i th o ther peo ple.

W hen you loo k a t a par t n e rsh ip s it ua t ion you can observe :

a) the im age - ex t ern al or v isib le charac ter is t ics:

t he p u rp ose t ha t m akes t he s it ua t ion ex i st the ind iv iduals invo lved the r eason s that keep the s i tuat ion ex ist ing.b) th e qual it y - in ter nal or inv isib le ch arac ter is t ics:

t he l i nks be tw een par t ne r s; t he ro les t hey p lay (such as t he s t ruc tu r e o f t he pa r t ne rsh ip ) t he re la t ionsh ip be tw een ind iv idua ls ( such as com m un ica t ion ) the d egree of each par tner s per sonal invo lvem ent in every aspect o f th is par t ner sh ip s ituat ion (such

as the dec is ion -m ak ing pro cess).

M any d i f ferent hum an ident i t ies /charac ter ist ics can in f luence par tner sh ips . Age, ab i l i t ies , phys ical

d isadvantages and gend er can create d ist inc t ion s and be o bstac les for es tab l ish ing good re la t ions .

2.1.2. Characteristics of partnership

Par t ner sh ip is a system , A system has:4

A p u r p o se Elem ents o r pa r t s I t m ust have ru les o f t he game, ac ted upo n by a l l pa r t s1 T h e W A G G G S T r i e n n ia l t h e m e c r e at i n g P ea ce w o r l d w i d e , m o d u l e 9 p a r t n e r sh ip 1 9 9 5 , p . 22 Cambr idge Advanced Lea rne r 's D ic t iona ry > h t tp : / /uk .cambr idge .o rg /e l t / > C a m b r i d ge d i c t io n a r i e s o n l in e a n d

C amb r idge learne r s d ic t iona ry , second ed i t i on , Cam br idge un ive rs it y p r ess 20043 Par tn e rsh ip M anua l, C ARE U SA s P rog ram D iv ision , June 1 997 , p . 1 04 Presen tat ion by A m i tava M ukhe r jee , Ch ie f Techn ica l Adv iso r fo r Pub l ic P r i vate p ar tn e rsh ip and Reg iona l Adv iso r fo r

Pove r ty Reduct ion , U n i ted N at ion , Econom ic and Soc ia l C om m iss ion fo r As ia and t he Pac if ic , Bangkok , 21 Ju ly 2004
http://uk.cambridge.org/elt/http://uk.cambridge.org/elt/


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Par t ne rsh ip m eans t hat :

A l l par t ner s par t ic ipate in dec ision-m ak ing; A ct iv i t ies are m anaged jo in t ly ; C ul tur e, be l ie fs and va lues are m utu al ly respected ; I n f o rm at ion i s shared ; T her e is d iscussion and agreem ent b efor e any pol icy is def ined and b efor e any dec isions are t aken

concern ing t he par t ne r ; T he par t ne r s are f r ee t o ex pr ess t he i r needs in a sp i r i t o f m u tua l con f idence ; A ct iv i t ies and re la t ions are r egular ly evaluated w i th the p ar t ic ipat ion of a l l par t ner s .Rec ipro c i ty is a fundam enta l aspect o f any par tner sh ip. T h is im pl ies the m utual shar ing of ideas, be l ie fs anddecis ions. 5

Fu r t he r k eyw or ds fo r charac te r i st i c s:6

Sharing Exchange o f exper iences Lis ten ing

C o m m u n i c a t i o n C o m p r o m i s e T e a m w o r k T r u s t H u m o u r Process C o - o p e r a t i o n

W in-w in si t uat ion ( rec ip r oc i t y ) Equal i ty M utua l understand ing

C o m m o n m o t iv at io n t o w o r k t o g et h e r Accep tance o f d i f fe rences T o l e r a n c e Unders tanding of va lues Sam e ob jec t ives/pr o jec t s Persona l i nvo lvem ent / hum an re lat i ons

2.1.3. Types of part nership7

Reading the def in i t ion and t he char ac ter is t ics of a par t nersh ip, you can rea l ise that re la t ionships, pro cesses,o r gan isat ions , p r o jec t s, aims , e t c m ay be ve ry d i f f e ren t w hen yo u com pare severa l si t uat ions .

Pro po sed belo w are severa l t yp es of par tn ersh ips, w her e re la t ionships , pr ocesses, or ganisat ions , pr o jec ts ,a im s, are s light ly d i f ferent .

Co-opera t i ve Par t ne rsh ips

D ef i n i t i on O rgan isa t ions bu i ld a re lat i onsh ip i n o r der t o w or kto gether for jo in t con cern s in analysis, pro jec ts ,ac t ions , a im s, e tc , nor m ally for a long ter m

E xamp l e T w o A ssoc iat i ons have a com m on p ro ject abou tpeace

Deve lopmenta l pa r t ne rsh ips

D ef i n i t i on O rganisat ions bui ld a relat ion ship by assist ing andsu p p o r t i n g t h e d e v e lo p m e n t o f t h e p a r t n e r

E xamp l e G igi Assoc iat ion he lps Soso A ssoc iat ion in th eor ganisat ion o f the t r ain ing cou rses

5 T h e W A G G G S T r i e n n ia l t h e m e c r e at i n g P ea ce w o r l d w i d e , m o d u l e 9 p a r t n e r sh ip , p . 16 Bra insto rm ing don e du r ing the Eu rop ean Sem inar on Par t ne rsh ip fo r In te rcu l tu r a l U nde r stand ing and Deve lop m en t ,

3 0 O c t o b e r 5 N o ve m b e r 2 0 0 4 , K a n d e r st e g , Sw i t ze r la nd7 Presen tat ion by A m i tava M ukhe r jee , Ch ie f Techn ica l Adv iso r fo r Pub l ic P r i vate p ar tn e rsh ip and Reg iona l Adv iso r fo r

Pove r ty Reduct ion , U n i ted N at ion , Econom ic and Soc ia l C om m iss ion fo r As ia and t he Pac if ic , Bangkok , 21 Ju ly2004 ; Camb r idge Advanced Learne r 's D ict iona ry > h t tp : / /uk .cambr idge .o rg /e l t / > C a m b r i d g e d ic t i o n ar i e s o n l in eand C ambr idge lea rne r s d ict iona ry , second ed i t i on , Cam br idge un ive rs it y p r ess 2004 ; Par t ne rsh ip fo r t heD e ve lo p m e n t o f G u i d in g, T h e E u r o p e R e gi o n W A G G G S, 2 0 0 0 , p p . 2 - 3
http://uk.cambridge.org/elt/http://uk.cambridge.org/elt/


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Par t ne rsh ip by con t r i bu t ion - do nat ion

D ef i n i t i on T he dono r o rgan isa t ion con t r i bu tes w i t h hum anresources, capi ta l , t ime, e tc . because of commonmiss ion/objec t ives .

E xamp l e G igi Assoc iat ion suppo r t s the o rganisat ion of th enat ional cam p o f the La la Assoc iat ion b y sendingv o l u n t e er s fo r 6 m o n t h s .A b ig inst i tu t ion pr om ot ing heal thy l iv ing g ivesdo na tes an am ount o f m oney f o r t he nat iona l cam ptha t has t he t hem e be hea lt hy .

Sponsorsh ip

D ef i n i t i on O rgan isa t ions ge t i n t o pa r t n e rsh ips i n re t u r n f o rfunds, suppo r t , m ater ia l, im age, e tc . Par tner s do n otneed t o have com m on ob ject i ves. The sponsorassoc iates i t se l f w i th an in i t iat ive o r p ro jec t to he lppar t ner s in achiev ing the i r ob jec t ives. The spon sor

expec t s som eth ing in re t u r n .

E xamp l e Rir i com m un icat ion com pany gi ves m oney f o r t h eLala Associat ion, so that the Lala Associat ion canim pro ve t he i r o rgan isa t ion and s t ruc tu r e . The La laAssoc ia t ion w i ll use o n ly t he co m m un icat ion se rv i ceso f t he R i r i com pany .

N e t w o r k

D ef i n i t i on Be ing connec ted t o ge ther i n o rder t o exchangei n f o r m a t i o n .

E xamp l e D i ff e ren t o r gan isa t ions c reate an in t e rn e t ne tw or k i no r der t o exchange in f o rm at ion o n adu lt s r esour ces.

Adv iser

D ef i n i t i on

Be ing connec ted t oge ther w i t h one s ide o f f e r ingserv ices , exp er t ise and kno w ledge in a par t icu larf ield.

E xamp l e

M s D upo n t , f r om the G igi Assoc iat i on i s t he adv ise rof t he Soso A ssoc iat ion on f inanc ial pr o jec ts .

M e n t o r i n g

D ef i n i t i on Rela t ionsh ip be tw een t he m ento r and t he m entee ino r der t o m ake sign i fi can t t r ansi t ions in kno w ledge,w or k o r t h ink ing. T he m ento r i s t o b e seen as aperson t r u sted and w i t h va luab le exp er iences.

E xamp l e M r Smi th , fo r m er p r esiden t o f t he Soso A ssoc iat i oni s t he m ento r o f M r Jones , new e lected p res iden t o fthe L ala Assoc iat ion. M r Jon es of t en goes to M rSm i th to seek adv ice and insp i ra t ion .

Coach ing

D ef i n i t i on A p ro cess that enables learn ing and developm ent too c c u r a n d t h u s p e r f o r m an c e t o i m p r o v e .

E xamp l e T he t ra in ing team of t he La la Assoc iat ion is coachingthe t r a in ing t eam o f t he G igi Assoc ia t ion , w ho a rebu i ld ing t he i r new t ra in ing schem e.


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All iance

D ef i n i t i on A group o f o r gan isa t ions o r peop le t hat a re f o r m al lyun i t ed and w or k ing (f igh t ing) t oge ther f o r a spec i fi ccause o r shared in t e rest s . Co -op era t i vear rangem ents am ong gro ups of or ganisat ion s orpeop le are b ased o n t he shared b e l ie f t ha t t he e f f o r to f t he w ho le i s g rea te r and s t ronger t h an t he e ff o r to f m any separate p ar ts .

E xamp l e By for m ing an a ll iance, tw o Scout ing/Guid ingAssoc ia t ions in t he same coun t r y imp ro ved t he i rim age by d o ing com m on adver t i sing cam pa igns.

Coa l i t i on

D ef i n i t i on T he un ion o f o rgan isa t ions f r om d i f fe ren tbackgrounds / d i f fe ren t i n pu rpo se , t ha t w or kto ge ther f o r a pa r t i cu la r pu r pose / are co -oper a t ingto achieve a par t icu lar a im , usually for a l im i ted t im e.

E xamp l e By for m ing a coal it ion , Soso A ssoc iat ion and Po poN G O ar e d o i ng a co m m o n a d v er t i si n g c am p ai gn o nthe t ra f f ick ing of ch i ldr en.

Each of the d i f feren t t yp es of par t ner sh ips presented abo ve can pr esent t he fo l low ing charac ter is t ics:

Form a l pa r t ne r sh ips / I n fo rm a l pa r t ne r sh ips D i rec t / Ind i rec t pa r t ne r sh ips O ne t o o ne / Mu l t i l at e ra l par t n e rsh ipsW hatever t he com b inat ion , t he overa l l a im o f t he p a r t ne rsh ip shou ld i nco rpo ra te oppo r t un i t i es f o r each sidet o l e ar n m o r e a b o u t t h e o t h e r a n d t o p u r su e c o m m o n g o a ls t o g e t h e r .

2.1.4. Benefits and risks of (not) establishing partnership8

Establ ish ing or not es tab l ish ing a par t ner sh ip w i ll g ive your Assoc iat ion ben ef i t s and r isks . I t is im po r t ant toident i f y and d iscuss them befo re ent er ing in a par tn ersh ip pr ocess in or der to evaluate i f the d isadvantagestha t you m igh t m ee t a re no t t o o im po r t an t i n re lat i on w i t h t he advan tages you w i ll ga in .

If you establish a partnership, you m igh t r ece ive t he f o l low ing benefits:

Aim ach ieved N ew sk i l ls i n com m un icat ion In ternat ional educat ion I n t e r cu l t u ra l aw areness M ak e w o r l d b e t t er W or ld c it i zensh ip In f luence

Access to peo ple and p laces G o o d i d e as A h elp ing hand M o n e y Pol i t ical supp or t Pract ica l suppor t Lessons learned

O n ind iv idual leve l: 9

I n d iv id u a l e m p o w e r m e n t D ecent r a lised leader sh ip I n f o r m a t i o n

Im pro ved capac it y t o de lega te Kno w ledge and sk i l ls

8 Bra insto rm ing don e du r ing the Eu rop ean Sem inar on Par t ne rsh ip fo r In te rcu l tu r a l U nde r stand ing and Deve lop m en t ,3 0 O c t o b e r 5 N o ve m b e r 2 0 0 4 , K a n d e r st e g , Sw i t ze r la nd

9 Pathw ays to Pa r tne r sh ips too lk i t , In te rna t iona l H IV /A ID S A l l iance , 1999


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O n th e leve l o f an Assoc iat ion: 10

Access to new p lanning to o ls and sk i l ls Greater c lar i t y about organisat ional s t ruc ture,

ro les and r espo ns ib i l i t ies

G reater c lar i t y abo ut o rganisat ion al m iss ion ,s t ra tegy and ac t iv it ies

Increase leve l and qu ant i t y o f serv ices

Increased access to equipm ent , do nat ions andserv ices

G r e at e r i n vo l v em e n t o f n e w p l ay e r s Increase leader sh ip capac ity Increased aw areness on in t ern at ional educat ion

If you establish a partnership, you m igh t encoun t e r t he f o l low ing risks:

Loss o f m ot i va t ion L a ck o r b ad c o m m u n i cat i o n Aim s no t ach ieved Conf l ic t o f personal i t ies Lack o f t r ust Loo sing som e independence D isi l lus ion G et t ing less than you g ive

Fai lure Prejud ices Misunders tand ing Loo sing resour ces and w ast ing t im e E x p e ct i n g t o o m u c h fr o m t h e o t h e r Spend ing t im e in w r i t i ng lo t s o f o f fi c ia l r epor t s M oney (bad use , o r no t eno ugh) N ot i nvo lved on t he sam e leve l

If you do not establish a partnership , you m igh t ge t t he f o l low ing benefits:

N o r i sks , no s t ress I ndependence N o n e e d t o t ak e c a r e ab o u t o t h e r p e o p l e/ id e as N o n e e d t o m ak e co m p r o m i se s N o o f fi ci al r e p o r t s N o n eed t o speak ano ther l anguage

C o n c e n t r a t in g y o u r o w n r e so u r c e s o n y o u r o w n N o cu l t u ra l con f l ic t N o s t ressfu l si tuat ions Sel f suf f ic iency , not dep ending o n som eon e e lse s

resources

Save your t im e and energy t o use it f o r o t he rth ings

If you do not establish a partnership , yo u m i gh t m e et t h e f o ll o w i ng risks:

Lack o f t o le rance f o r t h e o th e r cu l t u r es: You r i skt o be ob so le te i n a m u l t i cu l t u ra l w or ld . Lack o fi n t e r cu l t u ra l under stand ing = d i sc r im inat ion ,rac i sm!

Lim i ted insp i ra t ion, no share o f ideas, noe x c h an g e o f i n fo r m a t io n / k n o w l ed g e f o r g r o w i n gG uid ing and Scou t ing

O ne canno t d i scover t ha t G u id ing and Scou t ing i sg loba l ! T ha t t he re i s sam e you th m ovem ent a llove r t he w or ld ; t ha t you a re pa r t o f a huge globa lfam i ly

I so la t ion: be separated f r om a ll o ther s Spend ing a long t im e on par t icu lar p ro jec ts thato th e r Assoc iat i on m ay have a lready under t aken

C l o se d m i nd Stagnat ion Burn o u t e f f ec t Lack o f mo t i vat ion L ac k o f n e w t h in g s t o o f fe r t o t h e m e m b e r s Y o u d o n o t l e ar n a b o u t o t h e r

peop le / cu l t u res /g roups

I f you are con s ider ing a par tn ersh ip as a w ay to w or k , i t is f i rs t goo d to analyse the b enef i t s and r isks of a llthe o pt io ns. O nly th is w ay you are ab le to lay the gro und fo r und ers tanding al l the issues re lated t opar t ne r sh ip as an op t ion f o r r each ing your a im s.

10 Pathw ays to Pa r tne r sh ips too lk i t , In te rna t iona l H IV /A ID S A l l iance , 1999


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2.1.5. Partnership in Guiding and Scouting11

O ne th ing is essent ia l for genera l and p erm anent peace and that is a to ta lchange of sp i r i t am ong peo ples , the change to c loser m utu al und ers tanding, tothe subjugat ion o f nat ion al pr e jud ices and the abi li t y to see w i th th e ot herfe l low s eye in fr iend ly sym pathy L o r d B ad e n - Po w e ll

Par t ne rsh ip i s a p ro cess o f tw o o r m or e Gu ide o r Scou t g roup s w or k ing t oge ther o n a p r o jec t w i t h t he sameob jec t ive, exchanging exp er iences. A p ar tn ersh ip has to have a sp i r i t o f co-op erat ion , under standing andrespec t t o w ards each o t he r . Par t ne rsh ip i s a lso abou t f r i endsh ip , t o le rance , fun , t eam w or k , shar ingideas/ com m on in t e rest s , ach ieving goa ls, he lp ing , w or k ing t oge ther , ge t t ing t o kno w each o the r , ex change o fexper ience , new m ot i vat ions and ideas.

In Guid ing and Scout ing, educat ion for par t ner sh ip s tar t s in the pat ro l , w hen a you ng person learns tod iscover o t he r peop le , r espec t t he i r d i f fe rences and in t erac t w i t h t hem . The G u ide and Scou t m etho dnatur a lly leads peo ple to exper ience par t ner sh ip, as soo n as they are l iv ing an ac t iv it y th at invo lves m or e thanon e per son (exam ple: dur ing a cam p, a pr o jec t , a gam e, a handic raf t ac t iv it y , e tc ) .

Par t ne rsh ips be tw een Gu ide and /o r Scou t A ssoc iat i ons, w he ther f r om the N or t h , Sou t h , East o r W est , andbe tw een G u ide /Scou t Assoc iat i ons and o the r l ocal , nat iona l o r i n t e rna t ional govern m enta l o r no n-gover nm enta l or ganisat ions, re in fo rce th is educat ion al ac t ion, prov id ed that :

the p ar tner sh ip m eets the yo ung peo ple s needs and aspi ra t ion s , and invo lves them in al l s tages ofac t ion;

the p ar tner sh ip is based o n the fund am enta l pr inc ip les of G uid ing and Scou t ing; t he pa r t n e rsh ip se rves t o en r i ch t he you th p rogram m e o f t he G u ide and /o r Scou t A ssoc iat i ons

c o n c e r n e d ,

the p ar tner sh ip serves to s t r engthen th e i r hum an and f inanc ial resou rces, develop t he i ri n f ras t ruc tu re12

C o-o pera t ing i s a goo d op po r t un i t y t o l earn abou t each o the r and t o d i scover and share each o the r sexp er iences and va lues. Par t ner sh ip is a w ay of learn ing abo ut each ot her s cu l tur e and, at th e same t im e, o fbecom ing m or e aw are o f your o w n cu lt u r e . So g radual ly , t h i s d i scovery ex tends t o t he w or ld aro und you ,t o t he loca l, na t iona l and in t e r na t iona l com m un i t y .

Gu id ing and Scou t ing are b o th i n t e rna t ional m ovem ents. A l l Gu ide and Scou t m em bers share t he sam evalues (i .e . hon esty , br ot her ho od ) and l ive ac t iv i t ies w i th the same edu cat ional m etho ds ( i.e . pat r o l sys tem ,p ro m ise and law ) , at l east i n p r inc ip le. Th is m eans t hat you have an inc red ib le ne tw or k a ro und t he w or ld .

T hro ugh in t e rna t iona l educa t ion p r ogram m es, you can encourage each m em ber t o have a g loba l ou t look

and appr ec iate t he d iver si t y and s im i lar i t y o f peop les, cu ltur es and t r ad i t ions . By d iscover ing the in ter nat ionalnatur e of Gu id ing and Scou t ing, and exper ienc ing ot her co unt r ies and cu l tur es thr ough exch anges, eachm em ber can becom e aw are o f g loba l issues and , by exp lo r a t ion and under stand ing, t r y t o f ind so lu t i ons. 13

11 Q uo t es and b ra insto rm ing deve loped d u r ing the Eu ro pean Sem inar on Pa r tne r ship fo r In te rcu l tu r a l U nde rs tand inga n d D e ve lo p m e n t , 3 0 O c t o b e r 5 N o ve m b e r 2 0 0 4 , K a n d e r st e g , Sw i t ze r lan d

12 T h e M a r r ake ch ch ar t e r ( 2 0 0 3 ) , W o r l d O r g an i zat i o n o f t h e Sco u t M o ve m e n t .13 Gi r l Gu id ing /G i r l Scou t ing: a cha llenging m ovem en t , W AG GG S 1997 , pp . 42 -43


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For m al par t ner sh ips are used in Guid ing and Scou t ing as a m etho d to :

e n r ic h y o u r m e m b e r s exchange exper iences r espec t d i f fe ren t cu l t u res ge t new ideas and mo t i vat ion l i ve in tern at ional fr iend ship

b r e a k d o w n p r e j u d ic e exper ience in t e r cu l t u ra l unders tand ing

ach ieve com m on goa ls/ ob jec t i ves fu l f il need s p r o v id e i n p u t s t o e d u c a t io n p r o g r am m e pro v ide oppo r t u n i t i es t o share and lea rn ge t new t ra in ing opp or t un i t i es

ge t resources help


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2.2. What influences a partnership?

Aim of the chapter is to: st r ess t he im por t ance o f values and cu l t u re i n a pa r t ne rsh ip d r aw t he a t t en t ion t ow ards t h ink ing abou t t he d i ff e ren t o r gan isa t iona l

cu l t u res in pa r t ne r sh ips s t ress c red ib i l it y as a v i tal par t o f w hat in f luences a par t ner sh ip exp lo r e how t o recogn ise t he soc ial con tex t i n w h ich Gu id ing and Scou t ing

w o r k

2.2.1. Values and culture in a partnership

O ne s im ple w ay of def in ing va lues is that va lues can be seen as ho w peo ple are expect ed o r assum ed to ac tin everyday si tuat ions . C ul tur e inc ludes the b asic assump t ion s, values and nor m s that peo ple ho ld. O necu l t u re i s no r m al ly de f ined based on h ow i t i n t e ract s w i t h o the r cu l t u res.

Values are key e lem ents in any d iscussion o f Guid ing or Scou t ing and t her efor e essent ia l for par t ner sh ipact i v it i es. An O rgan iza t ion need s t o be c lear o n w ha t are t he co re va lues be fo r e i t can w or k f o r w ha t i t

be l ieves in . The va lues need t o b e t r anslated and seen in ac t ion; o t her w ise they are no t r e f lec ted in al l thew or k t h a t is car r i ed ou t . T he m or e t he O rgan izat ion can t r anslate t he va lues conc re te l y , t he m or e i t i s l ike l yt o be a c red ib le pa r t ne r t o o the r s. Then aga in t he m ore t he va lues are shared and kno w n, t he easie r i t i s t odeve lop ac t i v it i es f u r t he r . Th e sam e i s t r u e o f pa r t ne rsh ips . I t i s easie r t o w or k w i t h a pa r t ne r t ha t shares t hesame values o r under stands and respec t s t he values t ha t t he o th e r O rgan izat ion has. O n t h e o t he r hand i tm igh t be m or e cha ll enging t o w or k w i t h a par t ne r s w i t h w hom you share less values and unders tand ings.

I t needs t o be rem em bered t ha t each person has h i s o r he r o w n va lue background and t h i s i s r e f l ected o nthe w ay, ho w he/she th ink s about l i fe and ac ts. Person al va lues are fo rm ed d ur ing a per son s ent i r e l i fe . Itneeds t o be no t ed t ha t t he cu l t u re w here t he p erson l ives and t he O rgan izat ion w or ks has a grea t im pac t onthe d evelopm ent o f the va lues. T her efor e the sam e or igina l va lues can be t r anslated d i f feren t ly in d i f ferent

cu l tur es . T h is is the case in m any Gu id ing and Scout ing O rganizat ion s.

T he cu l t u re c rea tes t he a tm osphere and w ay o f w or k ing fo r a la rger g rou p o f peop le . Mo st o f t he e lem entso f t he cu l t u re a re h idden and t h e re fo r e ha rd t o i den t i fy . Th r ough t he years t he re has been c rea ted d i f f e ren tm od e ls t o d e f ine t he d i f fe ren t cu l t u res . O ne o f t hese m od e ls i s a m ode l c rea ted by Edw ard T . and M i ld r edReed H all abo ut Beh av iou ra l com po nent s of a cu ltur e. Th is behav iou ra l appr oach to a cu l tur e is espec ial lyin t e rest ing in pa r t ne rsh ip w or k as it co ncen t ra tes on t he d im ensions o f d i ff e rence t ha t a re assoc ia ted w i t he i t he r com m un icat ion pa t t e rns , o r w i t h space o r t im e . I n t h i s m od e l t he cul t u res are d i v ided by t ho seusing:14

Fast or s low messagesT his re fer s to ho w quick ly par t icu lar m essages can be decod ed and ac ted o n. In fast m essage cu l tur e i t iseasy to get fami l iar and typ ical th ings such as adver t isem ents and t e lev ision. In th e s low m essage cu l tur es itt akes m or e t im e t o ge t t o k now peop le w e l l, slow m essages a re e .g . a r t , t v -docum enta ry , deep r e lat i onsh ipse t c .

H i gh o r l ow con t ex t T h is i s abo u t i n f o rm at ion t h at su r ro unds an even t . In a h igh con tex t cu l t u re peo p le a re keep ing in f o rm edabou t every th ing by having t o do w i t h t he pe r sons impo r t an t t o t hem . Th is m eans t ha t i n t he actua ll yt r ansm i t ted m essage at a given t im e ther e is on ly l i t t le in for m at ion, as m ost o f th e in form at ion is a lreadypresen t i n peop le t hat com m un icate .

14 I n t e r cu lt u r a l L e ar n i n g, T - k i t , C o u n c i l o f E u r o p e a n d E u r o p e a n C o m m i ssi o n , N o ve m b e r 2 0 0 0 , p p . 2 2 - 2 8 .h t t p : / /w w w . t ra in ing -you th .ne t /si te /pub l i cat ions / tk i t s / t k i t s.h tm
http://www.training-youth.net/site/publications/tkits/tkits.htmhttp://www.training-youth.net/site/publications/tkits/tkits.htm


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I n t he low con tex t cu l t u res t he re lat i onsh ips t end t o b e sp l i t up m or e accor d ing t o t he d i f f eren t a reas o fone s invo lvem ent and t he r e i s a h igher need f o r backgro und in f o rm at ion in no r m al t r ansact ions . T here fo r ein t he low con tex t cu l t u r es one needs t o g i ve a l o t o f de ta i led in f o rm at ion o n t he even t s .

Ter r i t o r i a l i t y T err i tor ial i t y re la tes to th e O rganizat ion o f phys ica l space e.g. in a ro om . It is about t he sense peo ple havedeve loped o f t he space and t he m ate r ia l t h ings a round t hem (do t h ey cons ide r t hem as t he i r pe rsona lt e r r i t o r y o r no t ) , and i s al so an ind icat ion o f po w er .

Personal spacePersonal space is the d istance at w hich peo ple fee l com for tab le. If one s tands fur t her aw ay, he m ay becon s ider ed as d istanced. Som eon e t r y ing to get c loser m ight seem o f fensive, in t im idat ing and sim ply rud e.

M onoch r on i c o r po l ych r on ic t i m e M ono chro n ic t im ing means t o do o ne t h ing at a t im e , w or k ing w i t h schedu les w here one t h ing f o l low s t heot her . T im e for t h is cu l tur e is very hands-on , used as a to o l to s t ruc t ur e the day and is talked abo ut as aresource . I n po lych ron ic t im ing m any t asks are d one a t t he sam e t im e , t he re i s h igh invo lvem ent w i t h peop le ,w h ich imp l ies m or e re lat i ng t o o the r s t han on ho ld ing t o a schedu le .

O ther i n t e res t ing concep t s t ha t one cou ld d raw a t t en t ion t o a re : 15

H ow schedu l ing in a cu l t u re w or ks? T ha t is w hen and how t h ings a re dec ided? H o w m u c h t i m e a h e ad m e e t in g s sh o u l d b e a r r a n ge d ? W hat i s cons ide red as approp r iat e i n t e r m s o f pun c tua li t y H ow fast i n f o rm at ion f l ow s in a system ( is it bo und t o a h ie ra rch ical system o r i s i t m or e l ike a l arge

ne tw or k i n al l d i r ec t i ons )?

T he p r esen ted m od e l gi ves a f r amew or k o n how t o recogn ise and in t e rp re t cu l t u r a l d i f fe rences. It has beendescr ibed t ha t a cu l t u re i s l ike an on ion : t he m or e one ge t s t o kno w a cu lt u r e , t he deeper o ne goes in t o t helayers, bu t one can never t r u l y unders tand t he cu l t u re un less one i s f r om tha t cu l t u ra l background ( t he inside

o f t h e on ion ) . Ge t t i ng deeper i n t o t he laye rs m akes i t easie r t o spo t t he po ssib le d i ff e rences one m igh t b eaga inst i n a pa r t ne r sh ip w i t h peop le f r om d i f fe ren t cu l t u ra l background s. I t al so g ives f ood f o r t hough t f o r t hediscuss ion s on develop ing the par tn ersh ip fur t her and creat ing the shared guide l ines .

2.2.2. Organizat ional culture16

T he cu l t u re i n genera l in f l uences t he w ay t h ings a re unders too d b y t he m em bers o f a ce r t a in soc ie t y . Itc rea tes t he f r am ew or k f o r i n t e rac t ion . To unders tand w ha t i s a cu l t u re i n a ce r t a in O rgan izat ion l i ke , it i sim por t an t t o t h ink d i ff e ren t l y abo u t t he w ay t h ings a re seen nor m a ll y .

D ef in ing a cu ltur e of an O rganizat ion is chal lenging, as ther e are so m any d i f feren t in ter pr etat ions of a

cu l t u re . O ne ve ry s t ra igh t f o rw ard i s t ha t t he cu l t u r e o f an O rgan izat ion d e f ines how t h ings a re do ne in anO rgan izat ion . I t i s imp or t an t t o be ab le t o r ea li se how each O rgan izat iona l cul t u re r eact s in a d i ff e ren t w ayto the sam e issue and to con sider t hat ind iv iduals can fi t or no t in a cer t a in cu l ture o f an O rganizat ion. W henlook ing f r om th i s po in t o f v iew i t is impo r t an t fo r any par t ne rsh ip t o have a f u r t he r un ders tand ing o f w ha tt he cu l t u res o f t he pa r t ne r O rgan izat ions are l i ke and w ha t w ou ld b e t he ideal cu lt u r e o f t he p a r t ne rsh ip .

T her e are m any d i f ferent c lassi f icat ions for or ganisat ional cu l tures . O ne o f them is a c lassi f icat ion do ne byC har les H andy . H e separa tes o r gan isa t ions in t o 4 d i ff e ren t cu l t u r es. H ere i s a shor t sum m ary o f t h e cu l t u resw ith advant ages and disadvant ages.

15 I n t e r cu lt u r a l L e ar n i n g, T - k i t , C o u n c i l o f E u r o p e a n d E u r o p e a n C o m m i ssi o n , N o ve m b e r 2 0 0 0 , p p . 2 2 - 2 8 .h t t p : / /w w w . t ra in ing -you th .ne t /si te /pub l i cat ions / tk i t s / t k i t s.h tm

16 O rgan isat iona l m anagem en t . T -k i t , Co unc i l o f Eu ro pe and Eu ropean C om m ission , Ju ly 2000 . pp . 12 -17h t t p : / /w w w . t ra in ing -you th .ne t /si te /pub l i cat ions / tk i t s / t k i t s.h tm
http://www.training-youth.net/site/publications/tkits/tkits.htmhttp://www.training-youth.net/site/publications/tkits/tkits.htmhttp://www.training-youth.net/site/publications/tkits/tkits.htmhttp://www.training-youth.net/site/publications/tkits/tkits.htm


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T h e C l ub C u lt u r e

T he o rganizat ional idea is that th e c lub cu l tur e is ther e to ex ten d th e leadperson /per son in t he m idd le as he /she can no t do every th ing t hem se l f. I ft hey cou ld ca r r y ou t a ll t he t asks , t he O rgan izat ion w ou ld no t ex i st .

Advantages

T he o rgan isat ion i s p r odu c t i ve T he o b jec t i ves o f t he o rgan isat ion w i ll be

ach ieved on e w ay o r ano th er

T he w or k i s e f fi c ien t and superv i sed T he system can be m a in ta ined and t he

or ganisat ion can do anyt h ing.

T he i r g rea t s t reng th i s t he ab i li t y t o respondimm ed iate l y and in t u i t i vel y t o op por t un i t i es o rcr ises.

Disadvantages

Prod uc t ion d oesn t necessar i ly m ee t t h e needs . D ec isions are m ade a rb i t r a r i ly Pressur e can never be r e leased C auses resentm ent , anger , a des i re for r evenge

on par t o f lose rs

Puts peop le in a defens ive pos i t ion Personal needs of m em ber s are not sat isf ied.

T h e R o l e C u l t u r e

T hese k ind o f O rganizat ion s are sets of job -bo xes. Ind iv idu als have cer t a inro les w i t h j ob descr ip t i ons t ha t e ff ec t ive l y l ay dow n t he req u i rem ents o fthe r o le and i t s bo und ar ies.

Advantages

T he r o les , tasks and fun c t ions are w el l def inedand respec ted .

T he w or k i s o f goo d qua li t y . Financ ia l and h ier arch ica l re la t ions are w el lde f ined and w e l l r espec ted . M em bers f eel t hey a re t aken int o cons ide ra t ion .

Disadvantages

D if ficu l t ies in fac ing unfo reseen pro blem s T im e consuming , f ew peop le can in f l uence t he

s t r u c t u r e

Rejec t ion of unplanned/unforeseen ac t iv i t ies D elay in dec ision-m ak ing.

T h e T a sk C u l t u r e

In th is cu l tur e a gro up o r team of ta lents and resour ces is appl ied to ap ro jec t , p r ob lem o r t ask . I n t h i s w ay each t ask ge t s t he t r ea tm ent i treq ui res . Th e gro ups can be changed as the task ch anges.

Advantages

M em bers f eel t hey have accom p l ished som eth ing,t hey a re m ot i vated t o succeed .

Peop le are co m pet ent , spec ia lised, ra t ional ,indep enden t and analyt ica l.

T he causes and consequences o f a p ro b lem a reanalysed in d etai l , as are t he p ossible so lut io ns.

Disadvantages

D i ff icu l t y t o mo b i li se t he energy o f m em bersto w ards m anaging everyd ay tasks , to aro usepub l i c i n t e rest and d i st r i bu te i n f o rm at ion .

D i ff icu l t t o m ake onese l f under stoo d D i ff icu l t t o ob t a in t he consen t o f peop le w hen a

change is req ui red


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T h e P e r so n C u l t u r e

In th is cu l tur e the ind iv idual ta lent is a ll - im po r t ant and m ust be served bysom e sor t o f m in im a l o r gan izat ion .

Advantages

Personal needs (secur i t y , se l f -esteem , etc . ) o f them em bers a re sat i sf ied t o a ce r t a in degree .

Relat io nships betw een peo ple are c lose andf r iendly , f rank and r espect fu l .

Easi ly reac ts to changes affec t ing on e p erson. I n t e l lec tual and em ot ional i nt eg ra t ion o f m em bers

is a target .

Disadvantages

D i ff icu l t t o o b ta in resu l t s imm ed iate l y o r t oimp lement dec is ions

C auses loss o f t im e and d i ver t s energy f r om theob ject i ves and p ro b lem s w h ich ar i se .

In a par t ner sh ip i t is im po r t ant to und ers tand th at the cu l tur e of an organisat ion is not som eth ing stagnant ; i tchanges over t im e and th erefo re par tner sh ips can have an in f luence on th e cu l ture o f an organisat ion. 17

2.2.3. Importance of values and culture in a part nership

Values and the cu l tur e of a par tn ersh ip can have a huge im pact o n a ll the par t ies invo lved

H ere a re som e e lement s o f pa r t n e rsh ip t h a t can a f fec t t he cu l t u r e o f bo th o rganisa t ions in a pa r t ne r sh ip :

the shared va lues of the p ar tner sh ip t he s t y le o f w or k ing , how peop le are i nvo lved , w ha t are t he r e lat i onsh ips be tw een peop le t he s t ra t egy o f t he par t n e rsh ip , how i t answ ers t o t he needs o f t he O rgan izat ions t he s t ruc tu re o f t he pa r t ne r sh ip , how t he w or k i s o r gan ised , a re ro les, t asks and f unc t ions de f ined o r

n o t .

how the par t n e rsh ip r eac t s t o t he un fo reseen p ro b lems ( rap id response, den ial , avo idance) t he system s o f com m un icat ion how the dec isions a re made how persona l needs o f m em bers a re sa t isf iedAs you can see, values and cu l tur e in a par tner sh ip can change every th ing in an O rganizat ion star t ing f romthe w ays o f w or k and f i n ish ing w i t h t he pe r sona l deve lop m ent . Par t ne rsh ip i s a lw ays a deve lopm ent p rocessthat w i ll and shou ld have an ef fec t .

I t needs t o be r em em bered t ha t t he in f luence depends on how t he par t ne rsh ip genera ll y and t he ou t com esspec i f ical ly are t rans fer red in to act ion in the o rganisat ion. T he im pact can be po s it ive as w el l as negat ive.N or m ally the tend ency is that th e or ganisat ional cu l tures are so s t ro ng that i t is l ike ly that o n ly the po s it ive

changes w i l l have an ef fec t in t he end .

I t i s good t o quest i on yourse l f dur i ng par t nersh ip process ab out your cu l ture , your hab i t s , your ab i l i t i es. Th i s wayyou are ab le t o see your own va lues and cu l t ure f rom a d i f f e rent perspect i ve and grow as an i nd i v idua l .

17 F u r t h e r r e ad i n g: A R G O S t o e xp l o r e t h e cu lt u r e o f a n asso c ia t io n . W O SM . 1 9 9 6 W o r l d Sco u t B u r e a u .h t t p : / / w w w . sco u t . o r g / w s r c / ll /d o cs /a r go s_ e. p d f
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2.2.4. Credibility

C red ib i l it y m eans do ing w hat you say and say ing w hat you do . C red ib i l it y is c lose ly l inked to t ransparency,w h ich m eans t hat a l l t he ac t ions can be t r aced back t o t he co r e e lement s o f an O rgan izat ion .

C red ib i l it y is a func t ion o f the va lues bel ieved in and exp ressed b y a person o r an O rganizat ion. I f a per sonacts as he speaks, he is l ike ly to be c r edib le for o ther s . C red ib i li t y do es not judge i f the be l ie fs are im po r t anto r no t , i t s im p ly show s t hat t h ey a re f o l low ing t he same l i ne o f act i on .

C red ib i l it y can be o ne e lem ent o f or ganisat ional core va lues and is re f lec ted in the o rganisat ional cu l tur e. Ift h i s is t he case , t he O rgan iza t ion i s on t he w ay t o b ecom e a rea l c red ib le pa r t ne r . C red ib i l it y , pe rsona l andor ganisat ional , is a v i tal e lem ent o f be ing a valuable p ar tner . I f an O rganizat ion is c red ib le i t is like ly that i t w i l lbe t aken in t o co nside ra t ion f o r be ing a pa r t ne r o f cho ice fo r o t he r s.

T ips on ho w to im pr ove o rganisat ion al c red ib i l it y (appl ies a lso to per son al c red ib i li t y )

H ave in t eg r it y i n every th ing you d o . W a lk t he t a lk t ha t i s m ake su re t ha t t he ac t ions t aken re f l ec t t he va lues o f your O rgan izat ion . C om m i t t o your m ission and v ision . Con side r ca re fu ll y i n w ha t you w an t t o i nvo lve your O rgan izat ion

to . D evelop c lear gu ide l ines for t h is, so t hat everyo ne is on t he sam e level o f th ink ing. H ave courage t o m ake cho ices and st i ck t o t h em . H ave a c lea r , t r ansparen t and op en com m un icat ion Keep t he p r om ises and p lans made2.2.5. Social context

I t i s ve ry use fu l f o r t hose en te r ing a pa r t ne rsh ip t o research basic re levan t i n f o rm at ion on t he i r pa r t ne rcou nt r y . Soc ia l quest ions , po l i t ical c l im ate, educat ion system and cu l tur a l issues can a l l be im po r t ant fac to rsin deve lopm ent . W h i le i t i s no t expec ted t ha t anyone w i ll be imm ed iate l y an exper t upo n st a t i ng apar t ne r sh ip , it i s he lp fu l t o have an idea abou t t he con tex t f o r your w or k . 18

T he con t ex t i n w h ich you w or k i s ex t r em e ly imp or t an t . A l l t he kno w ledge , sk i ll s, at t i t udes and va lues t ha t anAssoc iat i on has, are i n f l uenced by t he co n tex t i n w h ich it w or ks . T hus , w hen t h ink ing abou t pa r t ne r sh ip , it i sim por t an t t o m ake a sm a ll r esearch o n t he soc ial con tex t f o r w or k i n your coun t r y , as w e l l as i n yourpar t ne r s coun t r y .

I n o r der t o st udy t h i s con tex t , you can f i r st f i nd ob jec t i ve in f o rm at ion o r f ac t s on t he f o l low ing ind icato r s: 19

Edu cat ion al system , po ssibi l i t ies, etc Publ ic heal th , m ain pr ob lem s, system , etc . C ul tur e, handic r af t , m us ic , c inem a, arch i tec tu re, l i teracy , scu lpt ur e, pa int ing, e tc Soc ia l secur i t y , unem plo ym ent , heal th insur ance, e tc St ru c tu re o f govern m ent , po l i t i ca l system , dem oc r acy , e lec t i on , e t c Law and just i ce , hum an r igh t s In ternat ional re la t ions Econo m ical si tuat ion, cos t o f l iv ing Pop ulat ion , e thn ic gro ups, fam i ly s ituat ion, d em ogr aphy, gender si tuat ion, re l ig ion, language You th as pa r t o f t he po pu lat i on ; you th as resour ce o r p ro b lem ; ex i st ence o f va li d you th po l i cy H isto ry and geography , env i ronm ent , t r anspor t and com m un icat ion , mass m ed ia Le isu re t im e e t c

18 P ar t n e r sh ip f o r t h e D e ve lo p m e n t o f G u id i n g, T h e E u r o p e R eg io n W A G G G S, 2 0 0 0 , p . 519 W A G G G S m e m b e r sh ip p o l i cy , O c t o b e r 2 0 0 2 , H o w t o ap p l y t o a sso c i at e / f u ll m e m b e r sh ip , ap p e n d i x B t o W . B .R .

8 7 0 / 8 7 1


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E xamp l e :

N epal has a po pulat ion of 23.1 m i ll ions inhabi tants in an area of 14718 1 km 2. 97 ethn ic gro ups areregis tered and 10 6 languages are spoken 20

U kra ine has a popu la t ion o f 48 m i ll ions inhab i t an t s i n an a rea o f 600 000 km 2. M a in e thn ic g ro ups areU kr a in ian 78% and Russian 17% . O f f ic ial language is U kr a in ian since 1995. 21

T he w ay your soc ie t y i s bu i l t is cond i t ioned by i t s h ist o r y and deve lopm ent , w h ich can be sub jec t t o t hed i f fe ren t i n t e rp r e ta t ions . The second step w i ll be t o ask your se l f som e sub jec t i ve quest ions . These ind icato r sare based on fee l ings and per cept ions and are q u i te d i f f icu l t to evaluate.

I t is r ecom m ended t o t h ink w ha t t he genera l fee li ng o r a t t i t ude in your coun t r y i s abou t :

Fore igners P o v e r t y C onsum ing soc ie t y Env iro nm enta l s it ua t ion D eve lop ing coun t r i es Increase in pet r o l pr icesE xamp l e

Because of the increase in pet r o l pr ices due to the w ar , gover nm ent began a spec ia l researchpr ogram m e on al t e rna t ive energy .

A n o t h e r g o v e r n m e n t t r i e d t o f in d a n o t h e r p e t r o l p u r v e yo r .In the f ina l step , i t is im po r t ant to th ink about ho w Gu id ing and Scou t ing re late to t h is soc ia l con tex t in youreducat io nal pr ogr amm e, t ra in ing, st r uc tu re, va lues, goals, e tc .

E xamp l e

T he p ro gram m e o f an Assoc ia t ion i s ve ry m uch f ocussed on H IV /A ID S because m or e t han 30% o f t headul t po pulat ion is con cern ed b y th is d isaster . 22

T he t r a in ing con tent s of an Assoc iat ion are very m uch focussed o n spo r t , because the nat ion al spor to f f ice is o f fer ing b ig cont r ibu t ion s for the t ra in ing cou rses.

W i t h t hese ana lyses, you can rea l ise w ha t a re t he o ppor t un i t i es and t h r eat s t hat t he con t ex t g i ves t o you o ry o u r p a r t n e r .

E xamp l e

You m igh t r ea li se t ha t you canno t p ro po se t o a po ten t ial par t ne r coun t r y a p ro gram m e on energyecono m y w hen t h i s coun t r y i s using 10% o f w ha t your co un t r y i s using and it s p r io r i t i es a re A ID S andqua l it y f oo d

T h is p r ocess i s ex t r em e ly im po r t an t i n o r der t o value your p a r t ne r . T h is analysing p rocess w i ll show t ha t youcan learn f r o m everybod y and t h i s m us t be t he ru le f o r a pa r t ne r sh ip .

E xamp l e

Yo ur A ssoc iat ion has a very lon g exp er ience in pr ogr amm e, t r a in ing, s t ruc tu re and f inances. Yo u areloos ing lo t s o f m em bers , your p r ogram m e i s based on lei su re and yo ur m em bers are f ocussed o nthe i r o w n p leasure . Yo ur pa r t ne r i s a very yo ung Assoc iat i on , w i t h f ew Gu id ing and Scou t ing va lues;t he i r s t r uc tu r e and f i nances a re st i ll w eak . H ow ever , t he i r p ro g ram m e i s ve ry m uch f ocussed oncom m un i t y deve lopm ent and t he i r gro w ing m em bersh ip ve ry open t o i n t e rna t iona l f r i endsh ip .

20 U n seu l m onde , le magaz ine de la D i rec t ion du d ve lopp emen t e t de la coo p r a t ion (D D C Su isse ) , n 4D e cem b e r 2 0 0 4 , p . 1 9

21 ib id22 H IV /A ID S f igh t ing igno rance and fea r , W or ld Assoc iat ion o f G i r l Gu ides and G i r l Scou t s , 2003 , p .7


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Even i f the soc ia l cont ex t and h is tor y have a b ig in f luence on yo ur a t t i tu de and w or k , you can a lso in f luencey o u r c o m m u n it i e s b y d o i n g v al u ab l e p r o j e ct s o r p a r t n e r sh i p s. Y O U C A N M A K E T H E D I FF ER EN C E !

T he w ay you see t h ings i s no t n ecessar i ly t he w ay peop le see t h ings on t he o t he r s ide o f t he g lobe Peop lel iv ing in occ ident a l cou nt r ies have of ten t he fee l ing that the i r r a t ional ist c iv i l isat ion m ust be co nsidered as thebest o ne, as a un iversal re feren ce, since i t gave to O cc ident an ind isputable super io r i t y in th e areas oftechn ical and eco no m ical pro gress. It is usefu l to k eep chal lenging your f ixed ideas about W est he lp ing East , O l d h e lp i n g N e w o r e v e n L a r ge h e lp i n g Sm al l .

W hen en te r ing in par t ne rsh ip w i t h ve ry d i f fe ren t coun t r i es/o r gan isat ions , you need t o t h ink ve ry ca re fu ll yi f you a re ready t o l earn f r om your pa r t ne r and agree t o bu i ld an equa l r e lat i onsh ip , based o n respec t o f eachcul tur e and each A ssoc iat ion


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2.3. Analysing where you are

Aim of the chapter is to: st r ess t he im por t ance o f kno w ing your o rgan isat ion w e l l be fo r e you en te r

in t o a pa r t ne r sh ip .

2.3.1 Dir ect ion of your Association

Yo ur or ganisat ion ex is ts since som e t im e, qu i te of ten w i th a const i tu t io nal basis. It m eans that i t has :

An ob jec t : de f in i t i on ( see your Assoc iat i on s p rogr am m e o r t r a in ing gu ide l ines) A m iss ion: def in i t ionIn o r der t o f u l fi l t he o b jec t and m ission , your o rgan isa t ion has deve loped t oo ls, st r u c tu re and p r ogram m e.Si tuat ions , peo ple and t im e are changing and yo ur o rganisat ion need s to adapt . So f ro m t im e to t im e, you ro r gan isat ion i s evaluat ing in o r der t o g ive new d i rec t i on and cha ll enges. I n o r der t o have a com m ond i rec t ion b e tw een a ll m em bers o f t he o rgan isa t ion , d i scussion and r e f lec t i on a re under t aken in o r der t odeve lop :

A shared v ision o f the fu t ur e and a st r a teg ic p lan in or der to achieve the v ision: goals, ob jec t ives, ind icato rs ,m etho ds, r esources, e t c .

So be fo r e t h ink ing abo u t any act ions, it i s im po r t an t t o kno w w ha t your t asks in your o r gan isa t ion a re , andfor t hat you need t o und ers tand the po ints abo ve for you r o rganisat ion. Even a sm al l or ganisat ion needs toth ink abo ut t hese issues, so t hat i t s ex istence is c lear and t ransparent . A s for any oth er ac t ion, i t is goo d t oconnect the par tnersh ip to the s t ra teg ic p lanning of the Assoc iat ion.

Be fo re d ec id ing any d i rec t i on f o r t he f u t u re , i t i s imp or t an t t o m ake a goo d eva lua t ion o f your o rgan isa t ionand w hat is the r ea l si tuat ion in your Assoc iat ion bo th on the in ter nal and ex ter nal s ide o f it . For t h is the n extchap te r p ro v ides som e gu idance .

2.3.2 Analysing your Associat ion

For analysing the si tuat ion, ther e are m any too ls avai lab le . O ne o f the m ost used o nes is an analysing met ho do f SW O T. I n t h i s m etho d , you f i r st i den t i f y t he St r eng ths o f you r A ssoc iat i on , t hen m ove o n to i den t i fy ing t heW eaknesses, T hr eats and O pp or tun i t ies your A ssoc iat ion faces. St r engths and w eaknesses refer to th ingsinside t he O rgan iza t ion ; o ppo r t un i t i es and t h r eat s re f e r t o t h ings ou t side .

An exam ple o f th e SW OT analys is in an Assoc ia t i on X cou ld be:

S t rengths

W el l t r ained leaders M any con t act s t h r ough paren t s Solid f inanc es

W eaknesses

Loss o f m em bers in t he age g roup 11 -14 W eak ex te r na l image N o innova t ive appr oaches

O p p o r t u n i t i e s

D e v el o p m e n t o f p a r t n e r sh i p s C o m m u n i c a t i o n o p p o r t u n i t i e s Bet t e r usage o f o ld t r ad i t i ons

T h r e a t s

C om pet i t i on f r om o ther l e isu re ac t iv i t ies Less ch i ldren invo lved Leaders not chal lenged enough

Ano ther m ethod t ha t cou ld be used f o r t he analysi s o f t he ex te rn a l env iro nm ent i s a m ethod o f PEST (LE). Inth is the in f luences of Po l it ica l, Econo m ical , Soc ia l, Tech nica l, Legal and Env i ro nm enta l are l isted . T hese tw om e t h o d s ar e c o m p l im e n t ar y t o e ac h o t h e r .


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PESTLE example could be

Pol i t ical stab le po l it ica l s ituat ion , tend ency to red uce supp or t for you th act iv i t ies

Econo m ical less incom e amo ng fami l ies

Soc ia l unem p loym ent , d r ug abuse , p r eado lescen t p regnanc ies, l ow b i r t h ra t e

T echn ical m or e innovat ions avai lab le , be t t e r com m un icat ion channe ls deve loped

Legal r ights of ch i ldren and yout h guaranteedEnv iro nm enta l po l lu t ed coast li ne and lakes , t endency t o suppo r t env i ronm enta ll y f r i end ly ac t i ons

Af t er t he ent i re p ic tur e of the A ssoc iat ion is visib le and a l l the p ar ts o f it have been ident i fied w i th as m anypeop le as po ssib le , it i s t im e t o analyse , w ha t are t he deve lopm ent needs o f your Assoc iat i on a t t he m om ent .I t is w or t h pu t t i ng a l o t o f e f fo r t i n t o p ro per b ackground w or k be fo r e t he ana lyses a re done . In m os t o f t hecases it is w or th gather ing al l the p ossib le m ater ia ls, surveys and r esearch es on t he r e levant t op ics befo restart ing you r ful l analyses.

2.3.3 Defining the direction of your organisation

W hen analysing your needs rem em ber t ha t t he n eeds shou ld b e t a rge t ing t o e l im inate t he t h r eat s and t om ake t he w eaknesses in t o st ro ng po in t s. I n t h i s p ro cess it i s goo d t o b ear i n m ind t he in fl uence o f t heex te rn a l env i ronm ent on t hose t op ics in ques t ion . T he ana lysing par t dep ends on t he peop le t hat a reinvo lved in i t and t he re fo r e i t i s goo d t o have d i f f e ren t pe r sons (op in ions , background e t c ) i nvo lved in t hepr ocess. Som et im es i t is a lso goo d to ask som eon e ex ter nal to g ive you input o n your si tuat ion as that m ightrevea l som e in t e res t ing new t h ings.

O nce the need s are estab l ished t hose w i l l need to be t r anslated in t o a im s/goals of the A ssoc iat ion . T hese w i l lbe t h e m a in a im s/goals f o r t he w or k o f t he A ssoc iat i on in t he nex t years. In m os t o f t he Assoc iat i ons t he a im sand s t ra teg ies to achieve them are c lear ly l ink ed w i th an exp ressed v ision o f the Assoc iat ion. T he v ision o ft he f u t u r e you w an t t o r each t o w ards is t hen seen as t he r ed t h read o f al l t he ac t ions in t he A ssoc iat i on .

O nce the a im s for t he Assoc iat ion for nex t years are set , tho se can be analysed by loo k ing i f they can beach ieved w i t h t he ac t ions inside t he A ssoc ia t ion o r w ou ld a pa r t ne rsh ip w i t h som eone be bene f i cial fo r t heachievemen t o f the a im . In th is case the par tn ersh ip is con sidered as on e possib le met hod ofim p lem enta t ion o f t he act ion .


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3. GENERATING

H aving a c lear insight o f i t s ow n s ituat ion and p lansfo r t he f u t u re , an O rgan izat ion m ay dec ide t ow or k o n a spec i fi c issue in pa r t ne r sh ip w i t hano ther O rgan izat ion (s) . Th is shou ld happen w i t h

a spec i f ic purp ose, not on ly b ecause th ere is ano p p o r t u n i t y f o r p a r t n e r sh i p .

You need t o be ve ry spec i fi c abou t w ha t you w an tt o ach ieve - w ha t w i ll be t he ob jec t i ves you w an tt o ach ieve . If t hey m atch w i t h t he ob jec t i ves andin ten t ions o f a par t n e r , w ho has sim i lar o rcom plem ent ing va lues and p lans, you shal l be ab leto genera te a good p ar t ne rsh ip p r o jec t .

Every Assoc iat i on w or ks in a spec i fi c env iro nm ent , and has d i ff e ren t r e lat i ons w i t h o t he r O rgan izat ions . You

sho uld have in m ind al l po ss ib le par tn ers w hen in ten ding to w or k o n a spec i fic issue. Being open andat tent ive you w i l l be ab le to ident i f y su i tab le par t ner s w i th w ho m you shall share ob jec t ives and benef i t s . Bepr epared to screen po ss ib le par t ner s and t hen ch eck i f your va lues and ideas are ba lanced. I f that is the case,go o n w i th es tab l ish ing a cont ac t .

T her e are d i f feren t k ind s of par t ner sh ips , dep enden t upo n re la t ionships, pr ocesses, or ganisat ions , pr o jec ts ,and aim s. For your conc re te re lat i ons you need t o f i nd an appr op r iat e m od e l t ha t w i ll su i t bes t t he s it ua t ion .

A p ar tner sh ip is def ined o nce an agreem ent is def ined and s igned b y a ll in ter ested par t ies . I t should be ado cum ent , sta t ing aim s, ob jec t ives , re la t ions , pr oced ures , e tc . A l l invo lved par t ner s should par t ic ipate in i t sde f in ing so t ha t al l o f t hem w i ll fee l it as t he i r o w n and be com m i t t ed t o imp lement ing i t . D epend ing on a im sand re lat i ons , your pa r t ne r sh ip can be de f ined by a non- f o rm al ag reem ent , le t t e r o f i n t en t ion , mem or andumof under stand ing o r f o rm a l pa r t ne r sh ip ag reem ent .


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3.1. Defining your project

Aim of the chapter is to: exp lo r e t he p r ocess o f choos ing a pa r t ne r sh ip as a m ethod t o answ er t he

needs and o bjec t ives of an Assoc iat ion. i den t i f y t he know ledge, sk i ll s, p r og ramm e, exper iences t ha t an Assoc ia t ion

m ay o f f er t o an o t h e r D e f ine t he m os t appr op r iat e pa r t ne rsh ip i n spec i fi c case

3.1.1. Partnership as a method to answer the needs/object ives

W hen de f in ing your p ro jec t , you shou ld know your Assoc ia t ion ( see chap te r 2 . 3 . Ana lysing w here yo u a re ) .I f a pa r t ne r sh ip i s seen as a metho d , it i s ve ry im por t an t t o k now w h ich needs/ob jec t i ves you w ou ld l i ke it t ofu l f il . In an ideal case you have analysed yo ur A ssoc iat ion and r ea lised t hat ther e are need s that could b e m etby iden t i f y ing a par t ne r and w or k ing jo in t l y on a t o p ic . T h is w ay t he par t ne r sh ip i s based o n t he ex i st i ngneeds and a im s of t he Assoc iat ion and is l ike ly to ben ef i t the m ost th e Assoc iat ion.

In rea l it y m any of the p ar tner sh ips in i t iate f ro m a goo d re la t ionship and on ly af ter th at the par tn ers are

th ink ing abo u t w ha t cou ld be t he t o p ic o f t he p a r t ne rsh ip . I n t hese cases t he p ar t ne rsh ip ex i st s be fo re t heneed and t he need i s som et im es c rea ted o r adap ted t o su it t he pa r t ne rs in ques t ion . A lso o f t en t hepar t ne r sh ip i s i nsp i red by t h e po ssib il it y t o ge t ex te r na l fund ing o r suppo r t f o r a ce r t a in t o p ic .

Successfu l par tner sh ips are k no w n to h ave develop ed f ro m a var ie ty o f w ays. The m ain th ing is that a ll thepar t ner s are aw are of the o r ig in and reason ing of the par tner sh ip f ro m the ver y beginn ing. In any case, it isgood t o see how a par t ne rsh ip can be l i nked t o t he s t ra t eg ic p r io r i t ies o f t he Assoc iat i on . Th is w ay it i s mucheasier to pr om ot e, jus t i f y and invo lve peo ple in to the p ar tn ersh ip ac t iv it ies . I t a lso then assists you to def inew hat you can rea l ly o f f e r f o r t he po ssib le pa r t ne r s.

3.1.2. What can you offer?

T o b ene f it f r om a par t ne r sh ip , you need t o be r eady t o o f f er som eth ing. So w ha t cou ld you have t o o f fe r t oyour pa r t ne rs?

As an Assoc iat ion, you can of fer :

h u m a n r e so u r c e s f inanc ia l resour ces exper iences in p ro gram m e, p r o jec t s, e t c kno w ledge, t r a in ing sk i l ls o f your m em bers your repu t a t ion and value base enthusiasm w ay s o f w o r kIn i den t i fy ing w ha t you can o f f e r , have a l ook once m ore in t he ana lysi s o f yo ur A ssoc iat i on in o rder t o p i ckup w hat are t he st r engths of you r A ssoc iat ion (see chapter 2 .3. ) .

I t is im po r t ant to b ase the par t ner sh ip o f fers in to a rea l s ituat ion and a lso t es t if the po tent ial par tner s th inktha t w ha t you w ou ld l i ke t o o f f e r i s a t t r ac t ive t o t hem . Som et im es w ha t you co nside r as se l f- ev iden t i ssues,are no t so for the o ther s . T h is can be espec ial ly the case w hen yo u are t a lk ing about abst r ac t issues, such asenth us iasm . In such cases you w ou ld need to package you r o f fers so t hat o t her s can see the b enef i t for t he i rO rgan izat ion .


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3.1.3. How to find t he most appropriate part ner in specific case?

O nce m or e , you have t o re f e r t o t he analysi s o f yo ur A ssoc iat i on . Each t yp e o f p a r t ne rsh ip has d i f fe ren t re la t ionships , pr ocesses, organisat ions , pro jec ts , aim s, e tc

So m ake a l ist o f your n eeds, goals and of fers . T hen have a loo k in the l ist pr op osed in the chapter 2 .1.4.Types o f pa r t ne rsh ips .

T ry to appre c iate ben ef i t s and d isadvantages of each type o f par tner sh ip. Th en you w i l l have the choicebe tw een t he m os t appr op r iat e t ypes o f pa r t ne rsh ip .


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3.2. Ident ifying suitable part ners

Loo k w ider , loo k h igher ; l ook f u r t he r ahead , and a w ay w i ll be seenBaden Pow e l l - T he Scou te r , March 1939

Aim of the chapter is to: analyse the var ious G uid ing and Scout ing stakeho lder s ident i f y to o ls to ba lance va lues in choo sing su itab le par t ner s de f ine t he p r ocess o f i den t i fy ing su i t ab le pa r t ne rs

F ind ing a pa r t ne r i s one o f t he c ruc ial t asks in a co -o pera t ion p ro jec t be tw een tw o o r m or e o r gan isa t ions .Befor e you go search ing for par t ner o rganisat ions you shou ld be fa ir ly c lear o f w hat you r n eeds and goals are,t ype o f p ro ject , t he geograph ica l a rea e t c . Bu t you shou ld al so d e f ine w ha t you w ou ld o f f e r t o t he o the r s.O n ly once you a re c lear abou t w ha t you are loo k ing fo r and w ha t you can o f f e r , can you s t ar t yo ur q uest f o rpa r t ne rs .

3.2.1. The stakeholders of Guiding and Scouting

M os t l y Gu ide /Scou t Assoc iat i ons deve lop par t ne rsh ips w i t h o the r Gu ide o r Scou t Assoc iat i ons ,gover nm enta l and no n-gover nm enta l organisat ion s . T hus, i t is necessary to ident i f y a ll the po tent ialstakeho lders in lo ca l, nat ional and in ter nat ional leve l.

An alysing the graphic b e low 23 , you can see t ha t t h e re a re m any o rgan isa t ions t ha t a re o r cou ld be connec tedw i t h G u id ing and /o r Scou t ing . Bu t t o bene f i t f r om par t ne rsh ips , Scou t ing /Gu id ing needs t o b e va lued as anO rgan izat ion t ha t has som eth ing t o o f f e r t o t he pa r t ne rs 24 . Based on yo ur c r ed ib i li t y w i ll depend w h ich o ft h e m w i ll b e w i lli n g t o p a r t n e r w i t h y o u .

23 Po l i cy and G u ide l ines on Re lat ionsh ip to Soc ie ty , W or ld Assoc iat ion o f G i r l Gu ides and G i r l Scou t s, 1998 , p . 1424 Scou t ing s p ro f i le , sc r ip t fo r Pow er Po in t p r esen ta t ion , sl ide 11 W or ld O rgan izat ion o f the Scou t M ovem en t

h t t p : / / w w w . sco u t . o r g / st r a t / d o cs/ sp 7 t e x t _ e . d o c . p d f
http://www.scout.org/strat/docs/sp7text_e.doc.pdfhttp://www.scout.org/strat/docs/sp7text_e.doc.pdf


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3.2.2. Screening potential part ners

T he nex t s tep is to l is t al l the or ganisat ion s that yo u th ink canbe l i nked t o your needs and goa ls. W hen eva lua t ing pa r t ne rsyou have to co ns ider a lo t o f th ings. Par t ner sh ip is a w ay top ro m ote t he image o f an o rgan isa t ion and m ust no t bede t r im en ta l t o i t s independence . T o ach ieve t h i s, you need acarefu l evaluat ion o f your p ot ent ia l par t ner s' values.

Evaluat ing your po ten t ial pa r t ne rs supp oses t o know t hem , soyou need t o co l l ec t a ll possib le i n fo r m at ion abou t t hem . Youm ust analyse par t icu lar ly th e t r ue va lues that char ac ter isesthem . To do t h i s you can use t he f o l low ing g r id m ethod . In t hef i rst r ow you p ut a l l the o rganisat ions that you have ident i f iedas po ss ib le par t ner s, w hi lst in the f i rs t co lum n you l is t thevalues that cou ld charac ter ize an O rganizat ion . T hen, youm ust g i ve t o every o r gan isat ion a m ark f o r each va lue , on t hescale fr o m one t o t h ree :

O rgan i sat i ons

Va lues

A B C D E F G

D e m o c r a c y

T ransparency

Sol idar i ty

E n v i r o n m e n t

O p e n n e ss

= H igh = M e d ium = Lo w

U sing t h i s m ethod , you w i ll ge t an idea abo u t w h ich o rgan isa t ions cou ld be your pa r t ne rs on t he b asis o fthe i r va lues.

T he second step i s t o con f ro n t you r o w n values w i t h t hose o f t he o r gan isa t ions t ha t you choo se . For t h i s youcan use t he sam e m ethod . In t h i s gr id you inse r t your values and evaluate ho w m uch a re t hey p r esen t i n t heor ganisat ions that you ident i f ied.

3.2.3. Balancing your values

N ow you a re ab le t o choo se a l ist o f pa r t ne rs t ha t have values and charac te r i st i c s sim i lar t o o r com pat ib lew i t h your s. Again , you can use t he s im i lar m ethod .


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O rgan i sat i ons

O u r v alu e s

A B C D E F G

C o o p e r a t i o n

C i t izenship - soc iali nvo lvement

H av ing fun

Spir i tual values

O p e n n e ss

= H igh = M e d ium = Lo w

Ask ing t he f o l low ing ques t ions can he lp m ake a be t t e r cho ice :

I n w h ich w ay can t h i s o rgan isat ion h e lp you t o ach ieve your m ission as an educat iona l mo vem ent f o ryoung peop le?

D oes t h i s pa r t ne r sh ip respec t your i ndependence? I s t he re a r i sk t h a t t h i s pa r t ne r sh ip res t r i c t s your f r eedom , as an educa t ional m ovem ent f o r young

people? 25 I s the O rganizat ion in quest ion o f f ic ial ly recognised by a b igger O rganizat io n? For exam ple, is the

G u ide and /o r Scou t Assoc iat i on in ques t ion o f f ic ial ly r ecogn ised by W AG GG S or W O SM ? I f you w an tto be sure that th e Gu ide or Scout O rganizat ion is o f f ic ial ly reco gnised, cont ac t the Regional O f f icesf o r i n fo r m at i o n .

3.2.4. Contacting the possible partners

O nce you have estab l ished a l ist o f possib le par tner s, you need to co ntac t th em . Even i f you h ave a per son alcon tac t in one o f those or ganisat ions , i t is necessary to g ive an of f ic ial form to the co m m unicat ion.

W e adv ise sending an o f f ic ial le t ter exp lain ing: W ho yo u are and w hat is your m iss ion, pay ing spec ia l at t ent io n not t o use Guid ing/Scou t ing jargon, but

using c lear language

H ow and w hy you have chosen t h at o rgan isa t ion , h igh li gh t ing t he com pat ib i l it y o f your o r gan isa t ionsvalues

H ow th i s pa r t ne rsh ip be tw een your respec t ive Assoc iat i ons can m eet t he i r go als and needs.

25 A s t ra tegy fo r Scou t ing: f rom D u rb an to T hessa lon ik i 2 .Ach iev ing the m iss ion o f scou t ing. W or ld O rgan iza t ion o f theSco u t M o ve m e n t , 2 0 0 0 . p . 2 2 h t tp : / /ww w .scou t .o r g /wsrc / l l/docs /ach iev ingm ission_e .pd f
http://www.scout.org/wsrc/ll/docs/achievingmission_e.pdfhttp://www.scout.org/wsrc/ll/docs/achievingmission_e.pdf


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O n c e y o u r e c e iv e an a n sw e r f r o m t h e O r g an i zat i o n , r e m e m b e r t o t h a n k t h e m fo r i t , w h at e v er t h e r e sp o n s e.I f the answ er is po si t ive, i t is reco m m ended t hat you as the in i t iato r pr op ose the next s tep , such as a m eet ingor a v is it to the O rganizat ion in quest ion. T hen again i f the answ er is negat ive, send t hem a thank yo u le t terf o r co nside r ing t he par t ne rsh ip . D o no t over analyse t he reasons w hy t he O rgan izat ion has t u r ned t he o f fe rdo w n. Rem em ber t ha t t he r e can be m any reasons f o r t ha t , such as o th e r p r io r i t i es, lack o f r esources e t c . I na negat i ve case , appr oach a new possib le par t ne r t o f ind o u t i f t hey w ou ld b e in t e res ted .

I n a par t nersh ip a d i vers it y o f par t ners can be a cha l l enge. I t i s s t rength b ut can a l so pose cha l l enges, as there m aybe d i f f e rent pro fessiona l , rac ia l and e thn i c cu l tures , as wel l as soc io-econom ic sta t uses. The best wa y to t urn t hesecha l l enges i n to s t rengt hs is to t ake t im e to l i sten and un ders tand t he o ther s ide and be open about yourse l f.

I n m any cases one or a l l o f t h e par t ners have l i t t l e exper ience in work ing together and t here i s scept i c i sm about each o thers m ot i va t i ons . Th i s happen s because the par t ners do not know each o ther . A l so they m ay not beaccustom ed to t ru l y shar ing resources or power w i th som eone e l se.

3.2.5. Conclusion

T he fo l low ing schem a sum m ar ises the var ious step s of ident i f y ing par tn er p ro cess. T his is not a t al l a r ig id

p ro cess. It depend s a l o t on t he con tex t and t he t ype o f p ro jec t you w an t t o es tab l i sh .


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3.3. Agreeing on a common project

Aim of the chapter is to: exp lo r e t he p r ocess o f r each ing an agreem ent r ecogn ise t he necessary p r inc ip les f o r pa r t ne r ing apprec iate t he imp or t ance o f valu ing your pa r t ne r D e f in ing t he f r amew or k f o r pa r t ne r ing , be fo re t ak ing any act ions: pu rp ose

and r u les, a im s, s t rength s and n

guidelines on partnership e

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