leadership effectiveness accountability professionalism confidential; do not reproduce without...

LeadershipEffectivenessAccountabilityProfessionalism

Confidential; Do not reproduce without permission from LEAP Africa

THE VALUE OF STRATEGIC PARTNERSHIP ACROSS

SECTORS



WHAT IS PARTNERSHIP?



WHAT IS PARTNERSHIP?

Partnership is defined as an association between people in business where the risks and benefits are shared. In addition, partnership is a relationship between people (as in marriage, games-playing and dancing)



WHAT IS PARTNERSHIP? Contd.

Partnership has come to be defined as a cross-sector alliance in which individuals, groups or organizations agree to: work together to fulfill an obligation or undertake a specific task share the risks as well as the benefits review the relationship regularly and revise their agreement as necessary.

Managing Partnerships; R. Tennyson



THE INGREDIENTS OF A PARTNERSHIP

• Enthusiasm & Attitude• Ideas/Inspiration/Experience• Principles• Processes & Skills• Tools/Frameworks



THE ESSENTIAL ELEMENTS OF A PARTNERSHIP

Equity: Appreciation of the value of people, organization or sectors understood in terms of their knowledge, skills, expertise and reputation rather than their financial or political powerTransparency: An open and honest way of working collaboratively

with no hidden agendas and with no withholding of relevant informationMutual Benefits: A concept in which the outcomes of an activity or programme are beneficial and of equal (even if different) value to all partners involved



TYPES OF PARTNERSHIPS• Cross Sector: This can be described as when two or three organisation from

different sectors ( private, public and non profit) collaborate on project/business to accomplish a mutual goal, which will benefit and scale up the objectives of the organisation.

• Collaboration: In this form of partnership there is a greater autonomy but

no permanent organisational commitment. Organisation typically share

information, coordinate efforts, excluding shared, transferred or combined

services, governance resources or programme



TYPES OF PARTNERSHIPS• Integration: This involves changes to structure and control. For example a

Management Service Organisation; which is established to provide some of all administrative functions (I.e fundraising) ; Joint Venture, where two or more organisation creating a new structure to advance an administrative or programme related function. Parent – subsidiaries, where one organisation – either new or a designated organisation overseeing functions of another and Merges where previously separate organisation completely combine programme , administrative and governance functions.

• Strategic Alliance: Decision making power is shared or transferred between partners. This could include a joint programme, which entails management of a mutual interest to participating organisation, missions, administrative consolidation which is agreement driven and ongoing partnership involve joint management of one or more functions (e.g administrative or programme related)



CROSS-SECTOR PARTNERSHIPS This can be described as when two or three organisations from different sectors (private, public and non profit) collaborate on a project or business to accomplish a mutual goal, which will benefit and scale up the objectives of the organisation. It can also be described as when individuals or organisations representing business, civil society, and the public sector work together across traditional sector boundaries.

Source: Engaging with our Partners: A guide to partnering literacy, developed by the Partnering Initiative for Nokia



THE SEVEN C’s OF STRATEGIC COLLABORATION.

• Connection with purpose and people• Clarity of purpose• Creation of value• Congruency of mission, strategy and values• Communication between partners• Continual learning• Commitment to the partnership

Source: James Austin; The Collaboration Challenge: How Nonprofits and Business Succeed Through Strategic Alliances: Jossey-Bass Publishers, San Francisco 2000,



BENEFITS OF CROSS-SECTOR PARTNERSHIPS

SOCIAL (TANGIBLE & INTANGIBLE) BUSINESS/ECONOMIC

• Local Economic Development• Job Creation• Improved quantity or quality of services and better access to these services• Improved education, and health standards• Overall improved quality of life.• Improved relationship

• Focus is more on increasing Commercial Performance• The Partnership’s potential in enhancing the above is often a key ingredient in the success of a partnership.•



1. Scoping2. Identifying

THE PARTNERING CYCLE

3. Building

4. Planning

Scoping & Building

5. Managing

6. Resourcing

7. Implementing 8. Measuring

9. Reviewing

10. Revising

11. Institutionalizing

12. Moving on

Managing & Maintaining

Reviewing & Revising

Sustaining Outcomes



IN SESSION ACTIVITY

Instruction: spend the next twenty minutes answering the questions

• Do you have plans of sustaining your projects?

• What strategic partnership do you think you will need? Please specify if they are organisations, groups or individuals?

• What factor inspired your choice?

• What challenges are you likely to encounter and how do you intend to manage these challenges?



DEBRIEF



BARRIER TO SUCCESSFUL PARTNERSHIPS

• Limited vision or failure to inspire• One partner manipulates or dominates or partners compete for the lead instead of

complementing each other• Lack of clear purpose or inconsistent level of understanding of purpose• Lack of understanding of roles or responsibilities• Lack of support from partner organisation with ultimate decision making power• Differences of philosophies and working ethics• Lack of commitment or unwilling participation• Unequal and/or unacceptable balance of power and control• Key interest and/or people missing from the partnership• Hidden agendas• Failure or lack of communication• Failure of evaluation monitoring systems• Financial and time commitment outweigh potential benefits• Too little time for effective consultation



STRATEGICS FOR ESTABLISHING TO SUCCESSFUL PARTNERSHIPS

Before going into any form of partnership, it is important to clearly define the goals and objectives, its duration and what the parties involved stand to be benefit from the Relationship

– Define the need for the partnership: Ask yourself this question; why should an individual, group or organisation partner with a youth initiative? What do they stand to benefit? How different is the initiative? To effectively answer this question, you should be able to sell your vision well by effectively communicating it. In order words, your letters or proposals should be professional written , in addition to clearly stating your ideas. It also means being creative and innovative in the services you seek to render – “Think Out of the Box

– Approach organisations that share in your vision and mission. This entails researching your prospective partners and finding what department is responsible.

– Find out if there are other youth organisation who have similar goals and objective, approach them with clear ideas on what each parties would have to bring into the relationship. Partners need to be clear about and understand their roles and responsibilities, defining “who does what” regarding “delivery” of activities of the partnership.



TIPS ON IDENTIFYING POTENTIAL PARTNERS

• There is a range of organisations with which you can form strategic partnership based on their record or focus. For example if your project is to train football, you can partner with Seven Up Bottling Company, which has Pepsi Football Academy or Nestle, which has a Basketball Academy for teenagers. However, if your project is targeted at youth between the ages of 3- 10, you could explore partnership opportunities with GlaxoSmithKline producers of Ribena.

• The key issue is to identify the organisations’ interest and focus, compare it with your initiative’s goals and objectives,

• And lastly package your ideas in an attractive manner. Remember that people always love to be identified with a WINNER or ACHIEVER; you have to prove you are ONE.



KEY TAKEAWAYS

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