partnership practice guide - vcoss · partnership analysis tool • new york p/ship self-assessment...
TRANSCRIPT
Content•Partnership
lifecycles•Support
Strategies•Evaluation
Partnership Practice Guide
IntroductionWelcome to the third Partnership Practice Guide of a series of three guides on partnering1 designed to provide information, tools and resources to staff in the health, housing and community services sector and government departments.
The three guides are complementary to other guides and manuals available in the sector and can be read in conjunction with a) the Memorandum of Understanding 2009–12 between the Department of Human Services (DHS) and the Health, Housing and Community Sector, and b) the Collaboration and Consultation Protocol.
Who are the Practice Guides for?The guide has been designed for any staff person or member of the partnership who has an interest in partnerships or partnering activity and is wanting an easy guide to commencing or sustaining a partnering arrangement.
This Guide
Guide 3: Sustaining the Partnership provides hints on how to keep the partnership alive, troubleshooting strategies and finally evaluation techniques to measure success.
Sustaining the PartnershipThe success of any partnership depends on sustaining the process, particularly as leadership, administrations, and policy makers change.
Initial commitment and energy of partners commences the partnership, however the following components are the key to sustaining partnerships over a long period or until they conclude naturally through meeting their goal (time limited):
• creating a sense of interdependence
• recognising and rewarding members
• combining planning with action, and
• creating a learning partnership
1 The project was an initiative of the Human Services Partnership Implementation Committee (HSPIC) which has representatives from both sector organisations, including the Victorian Council of Social Service (VCOSS) and DHS.
Guide 1 Preparing to Partner
Guide 2 Commencing the Partnership
Guide 3 Sustaining the Partnership
Content• Definition• Principles• Types• Benefits• Challenges• Exploratory
meeting
Tools• Assessing
the Need for Partnerships
• Continuum of Joint Effort
Content• Questionnaire• Mapping• Communication• Reporting• Managing
conflict
Tools• Partnership
Working Group• Progress Report • Terms of
Reference
Content• Partnership lifecycles• Support
Strategies• Evaluation
Tools• Brief P/ship
Questionnaire• VicHealth
Partnership Analysis Tool
• New York P/ship Self-Assessment Tool
00911_vcoss_partner_guide_3.indd 1 18/11/09 9:40 AM
Guide4:PartnershipGovernance,ModelsandLeadership
Partnership Practice Guide
IntroductionWelcome to the third Partnership Practice Guide of a series of three guides on partnering1 designed to provide information, tools and resources to staff in the health, housing and community services sector and government departments.
The three guides are complementary to other guides and manuals available in the sector and can be read in conjunction with a) the Memorandum of Understanding 2009–12 between the Department of Human Services (DHS) and the Health, Housing and Community Sector, and b) the Collaboration and Consultation Protocol.
Who are the Practice Guides for?The guide has been designed for any staff person or member of the partnership who has an interest in partnerships or partnering activity and is wanting an easy guide to commencing or sustaining a partnering arrangement.
This Guide
Guide 3: Sustaining the Partnership provides hints on how to keep the partnership alive, troubleshooting strategies and finally evaluation techniques to measure success.
Sustaining the PartnershipThe success of any partnership depends on sustaining the process, particularly as leadership, administrations, and policy makers change.
Initial commitment and energy of partners commences the partnership, however the following components are the key to sustaining partnerships over a long period or until they conclude naturally through meeting their goal (time limited):
• creating a sense of interdependence
• recognising and rewarding members
• combining planning with action, and
• creating a learning partnership
1 The project was an initiative of the Human Services Partnership Implementation Committee (HSPIC) which has representatives from both sector organisations, including the Victorian Council of Social Service (VCOSS) and DHS.
Guide 1 Preparing to Partner
Guide 2 Commencing the Partnership
Guide 3 Sustaining the Partnership
Content• Definition• Principles• Types• Benefits• Challenges• Exploratory
meeting
Tools• Assessing
the Need for Partnerships
• Continuum of Joint Effort
Content• Questionnaire• Mapping• Communication• Reporting• Managing
conflict
Tools• Partnership
Working Group• Progress Report • Terms of
Reference
Content• Partnership lifecycles• Support
Strategies• Evaluation
Tools• Brief P/ship
Questionnaire• VicHealth
Partnership Analysis Tool
• New York P/ship Self-Assessment Tool
00911_vcoss_partner_guide_3.indd 1 18/11/09 9:40 AM
Introduction
WelcometothefourthPartnershipPracticeGuidewhichisdesignedtocomplementthethreeexistingguidesonPartnering1releasedin2009.ThisGuidebuildsonthecontentfromthepreviousthreeguidesandfocusesonpartnershipgovernanceoptionsandmodelstosuitdifferentpartneringarrangementsinthehealth,housingandcommunityservicessector.
TheintegrationandcollaborationbetweencommunitysectororganisationsoverthepastdecadeinVictoriahasbeenbasedonanunderlyingexpectationandpremisethatcollaborationwilldeliverbetteroutcomesforpeopleaccessingserviceswithinacosteffectiveframework.Manyqualitativeandquantitativeevaluationsundertakentodateholdtruethispremise.
ThisGuideappraisessomeofthepartnershipmodelsandstructuresinexistenceacrosshealth,housing,educationandcommunityservicesandoffersananalysisof,andinsightinto,thesemodels;theirkeytosuccessandtheevolutionofthegovernancearrangementsandtheenvironmentalandpoliticalfactorsimpactingonhowthepartnershipsarestructured.2
1 TheprojectwasanDepartmentofHumanServicesandDepartmentofHealthinitiativeoftheHumanServicesPartnershipImplementationCommittee(HSPIC)whichhasrepresentativesfrompeakbodies,includingtheVictorianCouncilofSocialService(VCOSS).2 Contributorsarelistedinreferencesection.
Who is the Practice Guide for?
ThisGuidehasbeendesignedformembersofnewpartnershipsthatmaybeconsideringstructureoptions,orexistingpartnershipsthatmaybelookingtochangetheirstructureorreconfiguretheleadershiptostrengthenthepartnership.InadditionthisGuidemayappealtoabroaderaudiencewhoarecontemplatingpartneringmodelstosupportservicedelivery.
Manyoftheissuesofourcommunitycanbetermed‘wickedproblems’.Awickedproblem“... comprises multiple, overlapping, interconnected subsets of problems that cut across multiple policy domains and levels of government.” Partnerships atempt to provide a solution to these problems.
Weber & Khademian, 2008, p. 336
Guide 1Preparing to Partner
Content•Definition•Principles•Types•Benefits•Challenges•Exploratory
meetings
Tools•AssessingtheNeedforPartnerships
•ContinuumofJointEffort
Guide 2Commencing the Partnership
Content•Questionnaire•Mapping•Communication•Reporting•Managingconflict
Tools•PartnershipWorkingGuide
•ProgressReport•Termsof
Reference
Guide 3Sustaining the Partnership
Guide 4Partnership Governance, Models
and Leadership
Content•Partnership
governance•Leadershiprolesandresponsibilities
•Sustainability•Exitstrategy
Tools•Re-engagement
survey•Communicationstrategytemplate
Partnership Practice Guide
IntroductionWelcome to the third Partnership Practice Guide of a series of three guides on partnering1 designed to provide information, tools and resources to staff in the health, housing and community services sector and government departments.
The three guides are complementary to other guides and manuals available in the sector and can be read in conjunction with a) the Memorandum of Understanding 2009–12 between the Department of Human Services (DHS) and the Health, Housing and Community Sector, and b) the Collaboration and Consultation Protocol.
Who are the Practice Guides for?The guide has been designed for any staff person or member of the partnership who has an interest in partnerships or partnering activity and is wanting an easy guide to commencing or sustaining a partnering arrangement.
This Guide
Guide 3: Sustaining the Partnership provides hints on how to keep the partnership alive, troubleshooting strategies and finally evaluation techniques to measure success.
Sustaining the PartnershipThe success of any partnership depends on sustaining the process, particularly as leadership, administrations, and policy makers change.
Initial commitment and energy of partners commences the partnership, however the following components are the key to sustaining partnerships over a long period or until they conclude naturally through meeting their goal (time limited):
• creating a sense of interdependence
• recognising and rewarding members
• combining planning with action, and
• creating a learning partnership
1 The project was an initiative of the Human Services Partnership Implementation Committee (HSPIC) which has representatives from both sector organisations, including the Victorian Council of Social Service (VCOSS) and DHS.
Guide 1 Preparing to Partner
Guide 2 Commencing the Partnership
Guide 3 Sustaining the Partnership
Content• Definition• Principles• Types• Benefits• Challenges• Exploratory
meeting
Tools• Assessing
the Need for Partnerships
• Continuum of Joint Effort
Content• Questionnaire• Mapping• Communication• Reporting• Managing
conflict
Tools• Partnership
Working Group• Progress Report • Terms of
Reference
Content• Partnership lifecycles• Support
Strategies• Evaluation
Tools• Brief P/ship
Questionnaire• VicHealth
Partnership Analysis Tool
• New York P/ship Self-Assessment Tool
00911_vcoss_partner_guide_3.indd 1 18/11/09 9:40 AM
Tools•BriefPartnership
Questionnaire•VicHealthPartnershipAnalysisTool
•NewYorkPartnershipSelf-AssessmentTool
Partnership Guide 4.indd 1 14/12/11 9:24 AM
Partnership Practice Guide
IntroductionWelcome to the third Partnership Practice Guide of a series of three guides on partnering1 designed to provide information, tools and resources to staff in the health, housing and community services sector and government departments.
The three guides are complementary to other guides and manuals available in the sector and can be read in conjunction with a) the Memorandum of Understanding 2009–12 between the Department of Human Services (DHS) and the Health, Housing and Community Sector, and b) the Collaboration and Consultation Protocol.
Who are the Practice Guides for?The guide has been designed for any staff person or member of the partnership who has an interest in partnerships or partnering activity and is wanting an easy guide to commencing or sustaining a partnering arrangement.
This Guide
Guide 3: Sustaining the Partnership provides hints on how to keep the partnership alive, troubleshooting strategies and finally evaluation techniques to measure success.
Sustaining the PartnershipThe success of any partnership depends on sustaining the process, particularly as leadership, administrations, and policy makers change.
Initial commitment and energy of partners commences the partnership, however the following components are the key to sustaining partnerships over a long period or until they conclude naturally through meeting their goal (time limited):
• creating a sense of interdependence
• recognising and rewarding members
• combining planning with action, and
• creating a learning partnership
1 The project was an initiative of the Human Services Partnership Implementation Committee (HSPIC) which has representatives from both sector organisations, including the Victorian Council of Social Service (VCOSS) and DHS.
Guide 1 Preparing to Partner
Guide 2 Commencing the Partnership
Guide 3 Sustaining the Partnership
Content• Definition• Principles• Types• Benefits• Challenges• Exploratory
meeting
Tools• Assessing
the Need for Partnerships
• Continuum of Joint Effort
Content• Questionnaire• Mapping• Communication• Reporting• Managing
conflict
Tools• Partnership
Working Group• Progress Report • Terms of
Reference
Content• Partnership lifecycles• Support
Strategies• Evaluation
Tools• Brief P/ship
Questionnaire• VicHealth
Partnership Analysis Tool
• New York P/ship Self-Assessment Tool
00911_vcoss_partner_guide_3.indd 1 18/11/09 9:40 AM
Guide4:PartnershipGovernance,ModelsandLeadershipPartnershipPracticeGuide
2
Inside this GuideContent
• PartnershipGovernance–CurrentOptionsandModels:ShowcasingsustainablepartnershipsinVictoria
○ Unincorporatedvoluntaryalliance
○ Subcontractedpartnership
○ Informalstrategicpartnership
○ Incorporatedpartnership
○ WhyPartnershipscontinuetosucceedinVictoria
○ Factorsimpactingonstructuretype
• LeadershipRolesandResponsibilities
○ Leadershipskills
○ Chairinleadershiprole
○ Partnershipresourcing
• Sustainability–Partnershipsdownthetrack
○ Toolstoreinvigoratepartnership
• ExitStrategy–Breakingupishardtodo
• FurtherResources
How are the Practice Guides linked?
Thefollowingguidescomprisetheseries:
Guide 1: Preparing to Partner
providesadescriptionofthecriticalfactorstoconsiderinthepreparationforpartnering.
Guide 2: Commencing the
Partnership providessuggestionsandtoolsintheearlystagesofthepartnership,includingsettingupsystemsandworkflowprocesses.
Guide 3: Sustaining the Partnership
provideshintsonhowtokeepthepartnershipalive,troubleshootingstrategies,andfinally,evaluationtechniquestomeasuresuccess.
Guide 4: Partnership Governance,
Models and Leadership showcasesdifferentpartneringarrangements,rationaleforchoosingonemodeloveranother,successesandchallengesadecadeon,andtheroleofleadershipinpartnership.
Victorian Context
Today,Victoriaenjoysastrongpartnershipculturebetweencommunitysectororganisations(CSOs)andtheVictorianGovernment.TheDepartmentofHumanServices(DHS)(thenincorporatingHealth)signedthefirstPartnershipAgreementin2002withtheVictorianCouncilofSocialService(VCOSS)onbehalfofthesector,andwassignedagainin2005and2009.SimilarlytheMunicipalAssociationofVictoria(MAV)onbehalfofalllocalgovernmentareasalsosignedtheirfirstagreementin2002withDHS.MorerecentlytheDepartmentofEducationandEarlyChildhoodDevelopment(DEECD)andVCOSSsignedaPartnershipAgreementin2010.
Theseagreementssignifyasharedcommitmenttoreform–thatisjointlyagreed,documentedandactioned,andacknowledgesandrespectsrespectiveroles,boundariesandconstraints.
Theseformalpartnershipagreementsareawholeofsector,wholeoforganisationandwholeofDepartmentcommitmenttothepartnership–fromtheDHSSecretarytakinganactiveinterestandengaginginongoingandmeaningfuldialoguewiththesector,totheCo-Chairingofthepartnershipgovernancebody–inDHS/VCOSSexampletheHumanServicesPartnershipImplementationCommittee,andjointlydeterminingtheagendaandworkplanpriorities.
Acronyms
ThefollowingacronymsareusedinthisGuide:CSO CommunitySectorOrganisationDHS DepartmentofHumanServicesHSPIC HumanServicesPartnershipImplementationCommitteeMoU MemorandumofUnderstandingPCP PrimaryCarePartnershipSCOP StrongerCommunityOrganisationsProjectSSA StateServicesAuthorityTOU TermsofReferenceVCOSSVictorianCouncilofSocialService
Partnership Guide 4.indd 2 14/12/11 9:24 AM
3
Partnership Practice Guide
IntroductionWelcome to the third Partnership Practice Guide of a series of three guides on partnering1 designed to provide information, tools and resources to staff in the health, housing and community services sector and government departments.
The three guides are complementary to other guides and manuals available in the sector and can be read in conjunction with a) the Memorandum of Understanding 2009–12 between the Department of Human Services (DHS) and the Health, Housing and Community Sector, and b) the Collaboration and Consultation Protocol.
Who are the Practice Guides for?The guide has been designed for any staff person or member of the partnership who has an interest in partnerships or partnering activity and is wanting an easy guide to commencing or sustaining a partnering arrangement.
This Guide
Guide 3: Sustaining the Partnership provides hints on how to keep the partnership alive, troubleshooting strategies and finally evaluation techniques to measure success.
Sustaining the PartnershipThe success of any partnership depends on sustaining the process, particularly as leadership, administrations, and policy makers change.
Initial commitment and energy of partners commences the partnership, however the following components are the key to sustaining partnerships over a long period or until they conclude naturally through meeting their goal (time limited):
• creating a sense of interdependence
• recognising and rewarding members
• combining planning with action, and
• creating a learning partnership
1 The project was an initiative of the Human Services Partnership Implementation Committee (HSPIC) which has representatives from both sector organisations, including the Victorian Council of Social Service (VCOSS) and DHS.
Guide 1 Preparing to Partner
Guide 2 Commencing the Partnership
Guide 3 Sustaining the Partnership
Content• Definition• Principles• Types• Benefits• Challenges• Exploratory
meeting
Tools• Assessing
the Need for Partnerships
• Continuum of Joint Effort
Content• Questionnaire• Mapping• Communication• Reporting• Managing
conflict
Tools• Partnership
Working Group• Progress Report • Terms of
Reference
Content• Partnership lifecycles• Support
Strategies• Evaluation
Tools• Brief P/ship
Questionnaire• VicHealth
Partnership Analysis Tool
• New York P/ship Self-Assessment Tool
00911_vcoss_partner_guide_3.indd 118/11/09 9:40 AM
Why Partnerships continue to succeed in VictoriaWorking relationship is stronger than structure
Thecapacitytoeffectivelyworktogetheranddeveloprobustworkingrelationshipstoachieveoutcomesoverridesthestructuretypeorleveloffunding,includinglackoffunding,asthekeycriteriaforlongevityofapartnershipacrossthepartnershipmodels.Thedevelopmentofprocessesandguidesstrengthensapartnershipmorethanhowastructureisconceivedorhowformalorvoluntaryitisformembers.Thekeytodevelopingstrongworkingrelationshipsisalsodependentonthefollowingcriteria.
The Chair as Leader
AllpartnershipmodelsidentifiedtheimportanceoftheChair’sskills,personalityandabilitytoofferstrongleadershipandutiliseinclusiveprocessesandpracticetocontinuallyengageallmembers.Thisisdiscussedinmoredetailintheleadershipsection.TheopportunityformemberstodevelopstrongrelationshipsovertimebeyondtheinterestsoftheirownCSOandagendaandtocontributetoasharedagendawasseenasbeingstronglyinfluencedbytheChair.
Level of representation and participation
Ensuringallmembersofapartnershiphadtheauthorisationandautonomytofacilitatethefunctionofthepartnershipwasidentifiedascriticallyimportantandinfluencedthemakingorbreakingofthepartnership.Membershipandcommitmenttopartnershipfluctuatedindirectrelationshiptothelevelofseniorityofthoseattendingandtheregularityofwhichtheyattendedandparticipated.Highmemberturnover
alsoimpactednegativelyonthepartnerships’capacitytoachieveitsgoals.
Capacity to influence
Thedegreetowhichpartnershipsbelievetheycancontributeandinfluencesectorandgovernmentplanningandpolicydevelopmenthasapositiveimpactontheenergyandmoraleofthegroup.Thecapacityofthepartnershiptolinkwithgovernmentandresourcingpromotesstrongerpartnershipactivity.
Recognition that partnerships take time
Theformingofnewpartnershipsandtheinclusionofnewmemberstoanexistingpartnershiptakestimeformembersto‘jostle’,adjustandestablishaculture.Thisstageofgroupdynamicstakesanumberofmeetingstoprocessandisoftenreflectedintheearlieragendasanddiscussions.Successfulandongoingpartnershipsrecognisedandaccommodatedthisprocessinthelifecycle.
FivepartnershipmodelswillbeshowcasedinthisGuide.Whilethestructuresofthefivemodelsdiffer,thereareanumberofcommonfactorsunderlyingthemwhichhaveledtotheirsuccess.
IninterviewingandsurveyingrepresentativesfromthefiveprofiledpartnershipmodelsinVictoria,keyfactorsemergethathaveledtotheirsuccessandsustainabilityovertime.Includedinthissectionisanoutlineofthesefactorsandthosefactorsimpactingonwhyapartnershiphaschangedorevolvedovertime.
Thefivepartnershipmodelsprofiledcontainedthefollowingcommonfactorswhichhaveledtotheirsuccess:
ResearchbytheVictorianDepartmentofPlanningandCommunityDevelopmentacrosstenofitsmajorpartnershipinitiativesidentifiedkeyfactorsforeffectivepartnership:1
• agoodbroker/facilitatortobuildrelationships;
• therightdecision-makersatthetablewithacommitmenttocontribute;
• aclearvisionandobjectives;
• goodprocesses;and
• ongoingmotivationthroughevaluationandchampions.
1 JPopeandJMLewis,2008,“ImprovingPartnershipGovernance:UsingaNetworkApproachtoEvaluatePartnershipsinVictoria”,Australian Journal of Public Administration, 67,4,p.443–456.ThisarticleisavailableonlineatBlackwellSynergy.
Partnership Guide 4.indd 3 14/12/11 9:24 AM
Partnership Practice Guide
IntroductionWelcome to the third Partnership Practice Guide of a series of three guides on partnering1 designed to provide information, tools and resources to staff in the health, housing and community services sector and government departments.
The three guides are complementary to other guides and manuals available in the sector and can be read in conjunction with a) the Memorandum of Understanding 2009–12 between the Department of Human Services (DHS) and the Health, Housing and Community Sector, and b) the Collaboration and Consultation Protocol.
Who are the Practice Guides for?The guide has been designed for any staff person or member of the partnership who has an interest in partnerships or partnering activity and is wanting an easy guide to commencing or sustaining a partnering arrangement.
This Guide
Guide 3: Sustaining the Partnership provides hints on how to keep the partnership alive, troubleshooting strategies and finally evaluation techniques to measure success.
Sustaining the PartnershipThe success of any partnership depends on sustaining the process, particularly as leadership, administrations, and policy makers change.
Initial commitment and energy of partners commences the partnership, however the following components are the key to sustaining partnerships over a long period or until they conclude naturally through meeting their goal (time limited):
• creating a sense of interdependence
• recognising and rewarding members
• combining planning with action, and
• creating a learning partnership
1 The project was an initiative of the Human Services Partnership Implementation Committee (HSPIC) which has representatives from both sector organisations, including the Victorian Council of Social Service (VCOSS) and DHS.
Guide 1 Preparing to Partner
Guide 2 Commencing the Partnership
Guide 3 Sustaining the Partnership
Content• Definition• Principles• Types• Benefits• Challenges• Exploratory
meeting
Tools• Assessing
the Need for Partnerships
• Continuum of Joint Effort
Content• Questionnaire• Mapping• Communication• Reporting• Managing
conflict
Tools• Partnership
Working Group• Progress Report • Terms of
Reference
Content• Partnership lifecycles• Support
Strategies• Evaluation
Tools• Brief P/ship
Questionnaire• VicHealth
Partnership Analysis Tool
• New York P/ship Self-Assessment Tool
00911_vcoss_partner_guide_3.indd 1 18/11/09 9:40 AM
Guide4:PartnershipGovernance,ModelsandLeadershipPartnershipPracticeGuide
4
termsofreferenceor‘rules’ofhowmembersofthepartnershipwillworktogether.
ThefollowingareadescriptionofthemorecommonpartnershipstructuresoperatinginVictoria.
Apartnershipisdefinedasajointworkingarrangementwherethepartners:
• Areindependentbodies;
• Agreetocooperatetoachievecommongoals;
• Createaneworganisationalstructureorprocesstoachieveoutcomes;
• Acceptsharedresponsibilityfordecisionmakingandthedeliveryof
actionsandoutcomes;
• Planandimplementajointlyagreedplanwithjointresources;and
• Sharerelevantinformation,poolrisksandrewards.3
3 NorthamptonshireCounty Council Partnership Protocol (availableonline)
Partnership Governance – Current Options and Models
What is not considered a partnership?
Thewordpartnershipisusedwithincreasingfrequencybygovernmentandsectororganisationsaliketodescribeanarrayofarrangements.ThearrangementsbelowwouldnotbedescribedasapartnershipforthepurposeofthisGuide:
• ThecontractingofathirdpartybyalocalorstategovernmentorCSOtodeliveroneormoreservicesonitsbehalf-thiswouldbebestdescribedasacontractforservices;
• Apeakorganisationalbodyorrepresentationalbody;
• ThecomingtogetherofCSOmembersforasingleforum,eventorasagrouptodiscussforthcomingissues,policyorstrategy;and
• Aknowledgesharingnetwork.
Inamovetoaddressmorecomplex,crossorganisationalandsectoralissues-whathasbeendescribedas‘wickedproblems’withintheservicesystem,bothgovernmentandsectororganisationscontinuetodeveloppartneringmodelstoachievecollaborativeandintegratedservicesystemsoastosupportimprovedoutcomesforpeopleaccessingservices.
Thestructuresofthesepartneringmodelsmaydifferinthetypesandnumberofgovernancecommittees,inthekindsofCSOsrepresented,thesectortowhichtheauspiceCSObelongs,theorganisationtowhichthechairisaffiliated,themembershipoftheexecutiveorboardandthelevelofrepresentationfromCSOs.Somepartnershipshaveamodeloftieredmembership,withCSOschoosingtobesignatoriestoanMemorandumofUnderstanding(MOU)ornotasbestfitsthepartnership.Itisnotpossibletodescribeasingle“best”governancearrangementandstructure.4
Thissectionwillexaminemorecommontypesofpartnershipsandprovideanexampleofdifferentstructures.
4 ‘AdaptedfromAnEvaluationofthePrimaryCarePartnershipStrategyReport’,p.7October2005AustralianInstituteforPrimaryCare(AIPC)basedatLaTrobeUniversity.
Partnership Governance, Models and Leadership
Therearemanyexamplesofexperiencedandsophisticatedformalandinformalpartnerships,networksandalliances(hereonreferredtoas‘partnerships’)operatinginVictoriaacrossallsectors.Thesepartnershipsarecharacterisedbyahighdegreeofintegrationandcollaborationwithregardtotheplanning,managementandprovisionofservices,andasavehiclefordrivinginitiatives.
Partnership StructureManycurrentpartnershipsleantowardsamoreformalcollaborativearrangementwithahighdegreeofintegrationasopposedtoaninformalarrangementofworkingtogetherwithotherCSOsoncommongoals.Thisisduetothecomplexityandtypeofissuesandproblemsemergingwithinandacrosssectorsandgovernmentsthatrequiresawellorganisedapproachtoandclarityaroundtheworkingarrangements.
Theformality,frequency,purposeandthelevelofinvolvement,commitmentandcontributionfrommembersofthepartnershipisoftencapturedinaMemorandumofUnderstanding(MOU)5oraPartneringAgreement.Thisisthemoreformalarrangementandalessinformalpartnershipmayonlyhave
5 ForinformationondevelopinganMOU,refertoPartnership Practice Guide 1: Preparing to Partner
Partnership Guide 4.indd 4 14/12/11 9:24 AM
5
Partnership Practice Guide
IntroductionWelcome to the third Partnership Practice Guide of a series of three guides on partnering1 designed to provide information, tools and resources to staff in the health, housing and community services sector and government departments.
The three guides are complementary to other guides and manuals available in the sector and can be read in conjunction with a) the Memorandum of Understanding 2009–12 between the Department of Human Services (DHS) and the Health, Housing and Community Sector, and b) the Collaboration and Consultation Protocol.
Who are the Practice Guides for?The guide has been designed for any staff person or member of the partnership who has an interest in partnerships or partnering activity and is wanting an easy guide to commencing or sustaining a partnering arrangement.
This Guide
Guide 3: Sustaining the Partnership provides hints on how to keep the partnership alive, troubleshooting strategies and finally evaluation techniques to measure success.
Sustaining the PartnershipThe success of any partnership depends on sustaining the process, particularly as leadership, administrations, and policy makers change.
Initial commitment and energy of partners commences the partnership, however the following components are the key to sustaining partnerships over a long period or until they conclude naturally through meeting their goal (time limited):
• creating a sense of interdependence
• recognising and rewarding members
• combining planning with action, and
• creating a learning partnership
1 The project was an initiative of the Human Services Partnership Implementation Committee (HSPIC) which has representatives from both sector organisations, including the Victorian Council of Social Service (VCOSS) and DHS.
Guide 1 Preparing to Partner
Guide 2 Commencing the Partnership
Guide 3 Sustaining the Partnership
Content• Definition• Principles• Types• Benefits• Challenges• Exploratory
meeting
Tools• Assessing
the Need for Partnerships
• Continuum of Joint Effort
Content• Questionnaire• Mapping• Communication• Reporting• Managing
conflict
Tools• Partnership
Working Group• Progress Report • Terms of
Reference
Content• Partnership lifecycles• Support
Strategies• Evaluation
Tools• Brief P/ship
Questionnaire• VicHealth
Partnership Analysis Tool
• New York P/ship Self-Assessment Tool
00911_vcoss_partner_guide_3.indd 118/11/09 9:40 AM
Governance Structure – How it works
ThegovernancestructurecomprisesanoverarchingstrategicgroupofmemberCSOrepresentativesanddepartmentalrepresentative(s)thatsetsthedirectionforthepartnershipviaaprocessofconsultationandnegotiationwithpartnershipmembers.AnExecutiveorProjectOfficerisoftenfundedto,amongstothertasks,providesupporttothegroupandtotheimplementationofthestrategicplan.Insomealliances,thereisnofundingallocatedforthisrole,inwhichcasemembersagreetocontributeasmallfeetofundthepartnershipposition.
Chair
TheroleoftheChair,nominatedbythememberCSOs,isappointedtocreateaunifiedandcohesive‘board’orcommitteetohelpfulfilitsobligations,andensuretheBoard’sorstrategicgroup’seffectiveoperation-itsstructure,goals,decisionmaking,andprofessionalinternalandexternalrelationships.
Operational Arm or Working Groups
InadditiontotheBoardorstrategicgroup,anunincorporatedvoluntaryalliancemayestablishdesignatedmanagementgroupsoroneormoresub-groupswhichareprojectorfunctionsbased.Thesegroupsexistastheoperationalarmresponsiblefortheimplementationofjointwork,identifyingpracticeissues,policygaps,andtrendsandtomonitoringprogressorfinances.Thesegroupsmaybereferredtoastheoperationsgroup;sub-workinggroups,and/orpractitionergroups.
ThismodelrequireseachCSOor‘member’tobealegalentity.Membersmaintainaseparatelegal,culturalandorganisationalidentityand,forthepurposeofpartnering,cometogethervoluntarilytoparticipateinsettingandimplementingkeygoals,policydirectionorservicedelivery–itisanon-legalpartnership.
Aformalgovernancestructureisestablishedforinternalmanagementandaccountability,aswellasmechanismstoenablecoherentbusinessplanningandeffectiveprojectmanagement.Forthepurposeoffundingthepartnership,acontactorleadCSOisnominatedtoadministerthefundingfromgovernmentonbehalfofthepartnershipintheformofaserviceagreementsignedwiththeCSO.Inaddition,thecontactorleadCSOmaybethedirectemployerofanysecretariatsupportand/orpartnershipstaff.AnadministrativefeemaybechargedbythisCSOtooperateandmanagetheresourcesandfunds.AllmemberCSOshaveseparateserviceagreementswiththeirfundingbodyforservicedeliveryoutsideofpartnershipdeliverables.
AMemorandumofUnderstanding(MOU)andTermsofReference(ToR)6guidememberCSOs’strategicandoperationalworkingarrangements.TargetsandperformanceaccountabilityidentifiedintheserviceagreementbetweentheleadCSOandthegovernmentisseenasasharedresponsibilitybetweenmemberCSOs.
6 ForinformationondevelopingaToR,refertoPartnership Practice Guide 2: Commencing the Partnership
Unincorporated Voluntary Alliance Other Partners
WhilstthecoregroupofmemberCSOsaresignatorytoanagreement,otherpartnersmaybeaffiliatedwiththegroupandinvitedtoparticipateinjointprojectsoractivities,butarenotmembers,orheldaccountablefordeliverables.
Why Choose This Model?
• Suitssectororganisationsandgovernmentwantingtocreateacrosssectoralservicesystemacrosslocalgovernmentareaswhichisinfluentialindevelopingpolicydirections;and
• Fulfilsaneedtofosterlocalrelationshipsandstrategiesbetweenorganisationswhereimprovedlinkagesacrossandjoining-upofservicesisrequired.
Advantages and Disadvantages
Advantages
• EachCSOremainsautonomousandretainsresponsibilityforthemanagement,organisation,deliveryandfundingofitsownservices;
• Partnershipprovidesthecapacitytoparticipateinplanningacrossbroaderregionallocalgovernmentarea-basedcatchments;
• Consistentapproachforservicedelivery;
• Opportunitiestoimplementpractice,protocolsandsystemsforfacilitatingaccesstoservices;
• Mutualaccountabilityforhighqualityservicedelivery;and
• Fostersimprovedlinkagesacrossservicesinanarea.
Partnership Guide 4.indd 5 14/12/11 9:24 AM
Partnership Practice Guide
IntroductionWelcome to the third Partnership Practice Guide of a series of three guides on partnering1 designed to provide information, tools and resources to staff in the health, housing and community services sector and government departments.
The three guides are complementary to other guides and manuals available in the sector and can be read in conjunction with a) the Memorandum of Understanding 2009–12 between the Department of Human Services (DHS) and the Health, Housing and Community Sector, and b) the Collaboration and Consultation Protocol.
Who are the Practice Guides for?The guide has been designed for any staff person or member of the partnership who has an interest in partnerships or partnering activity and is wanting an easy guide to commencing or sustaining a partnering arrangement.
This Guide
Guide 3: Sustaining the Partnership provides hints on how to keep the partnership alive, troubleshooting strategies and finally evaluation techniques to measure success.
Sustaining the PartnershipThe success of any partnership depends on sustaining the process, particularly as leadership, administrations, and policy makers change.
Initial commitment and energy of partners commences the partnership, however the following components are the key to sustaining partnerships over a long period or until they conclude naturally through meeting their goal (time limited):
• creating a sense of interdependence
• recognising and rewarding members
• combining planning with action, and
• creating a learning partnership
1 The project was an initiative of the Human Services Partnership Implementation Committee (HSPIC) which has representatives from both sector organisations, including the Victorian Council of Social Service (VCOSS) and DHS.
Guide 1 Preparing to Partner
Guide 2 Commencing the Partnership
Guide 3 Sustaining the Partnership
Content• Definition• Principles• Types• Benefits• Challenges• Exploratory
meeting
Tools• Assessing
the Need for Partnerships
• Continuum of Joint Effort
Content• Questionnaire• Mapping• Communication• Reporting• Managing
conflict
Tools• Partnership
Working Group• Progress Report • Terms of
Reference
Content• Partnership lifecycles• Support
Strategies• Evaluation
Tools• Brief P/ship
Questionnaire• VicHealth
Partnership Analysis Tool
• New York P/ship Self-Assessment Tool
00911_vcoss_partner_guide_3.indd 1 18/11/09 9:40 AM
Guide4:PartnershipGovernance,ModelsandLeadershipPartnershipPracticeGuide
6
Disadvantages
• Varyinglevelsofmembership–fromsingleleveltocomplexmembershiprequiringhighmaintenance;
• Potentialthatsmallerorganisationswillbeoverlookedbylargerorstatewideorganisations;
• RoleofcontactCSOasfundholdermaycarrymorepower;and
• RequiresclearreportinglinesforProjectExecutiveOfficer.
Unincorporated Voluntary Alliance
Showcase 1: North East Primary Care Partnership - An example of an unincorporated voluntary alliance or non-incorporated consortia
ThePrimaryCarePartnerships(PCP)StrategycommencedinApril2000bytheDepartmentofHumanServiceswiththegoalofimprovingtheplanninganddeliveryofprimarycareservices,strengtheningrelationships,improvingservicecoordination,integratinghealthpromotionactivitiesandreducingthepreventableuseofhospitalservices,toachievebetterhealthandwellbeingoutcomesforthecommunity.
TheNorthEastPrimaryCarePartnership(NEPCP)isavoluntaryallianceofserviceprovidersinnortheastmetropolitanMelbourneoperatingwithinthelocalgovernmentareasofBanyule,DarebinandNillumbik.Membersinclude–AustinHealth,BanksiaPalliativeCare,BanyuleCityCouncil,BanyuleCommunityHealthService,DarebinCityCouncil,DarebinCommunityHealthService,Neami,NillumbikCommunityHealthService,NillumbikShireCouncil,NorthEastValleyDivisionofGeneralPractice,NorthWesternMentalHealth,NorthernDivisionofGeneralPractice,NorthernHealth,RoyalDistrictNursingService,SpectrumMigrantResourceCentre,andWomen’sHealthintheNorth.OtherCSOsbecomeAffiliateMembersandparticipateinNEPCPactivitiesastheyarerelevanttotheirservices.
Key Changes
• Adoptionofarobustformal,legallybindingPartneringAgreementfor2010–2012.
• Amoresophisticatedstructurewithmultiplelevelsofmembership.
• Changeintheguidingplanningmethodology-movedfromaCommunityHealthPlanthatoutlinedtheworkinfourportfolioareasofpartnership,servicecoordination,integratedhealthpromotionandintegratedchronicdiseasemanagementtoastrategicplanthatisbasedonthepopulationhealthneedsofthecatchmentandisahigherlevelplansupportedbyanoperationalplanwithmoredetailofstrategiesandactions.
Partnership Guide 4.indd 6 14/12/11 9:24 AM
7
Partnership Practice Guide
IntroductionWelcome to the third Partnership Practice Guide of a series of three guides on partnering1 designed to provide information, tools and resources to staff in the health, housing and community services sector and government departments.
The three guides are complementary to other guides and manuals available in the sector and can be read in conjunction with a) the Memorandum of Understanding 2009–12 between the Department of Human Services (DHS) and the Health, Housing and Community Sector, and b) the Collaboration and Consultation Protocol.
Who are the Practice Guides for?The guide has been designed for any staff person or member of the partnership who has an interest in partnerships or partnering activity and is wanting an easy guide to commencing or sustaining a partnering arrangement.
This Guide
Guide 3: Sustaining the Partnership provides hints on how to keep the partnership alive, troubleshooting strategies and finally evaluation techniques to measure success.
Sustaining the PartnershipThe success of any partnership depends on sustaining the process, particularly as leadership, administrations, and policy makers change.
Initial commitment and energy of partners commences the partnership, however the following components are the key to sustaining partnerships over a long period or until they conclude naturally through meeting their goal (time limited):
• creating a sense of interdependence
• recognising and rewarding members
• combining planning with action, and
• creating a learning partnership
1 The project was an initiative of the Human Services Partnership Implementation Committee (HSPIC) which has representatives from both sector organisations, including the Victorian Council of Social Service (VCOSS) and DHS.
Guide 1 Preparing to Partner
Guide 2 Commencing the Partnership
Guide 3 Sustaining the Partnership
Content• Definition• Principles• Types• Benefits• Challenges• Exploratory
meeting
Tools• Assessing
the Need for Partnerships
• Continuum of Joint Effort
Content• Questionnaire• Mapping• Communication• Reporting• Managing
conflict
Tools• Partnership
Working Group• Progress Report • Terms of
Reference
Content• Partnership lifecycles• Support
Strategies• Evaluation
Tools• Brief P/ship
Questionnaire• VicHealth
Partnership Analysis Tool
• New York P/ship Self-Assessment Tool
00911_vcoss_partner_guide_3.indd 118/11/09 9:40 AM
Showcase: North East Primary Care Partnership (continued)
Key Changes (continued)
• MovedfromregularWorkingGroupsthathadexistedformanyyearstotopicspecific,timelimitedTaskGroups,forexampleHealthPromotionPlanningTaskGroupformedtoconsiderdirectionsforintegratingthehealthpromotionworkforthepartnership,CarePlanningTaskGroupisworkingtogethertoimplementinter-agencycareplanning.
• Developmentinunderstandingofwhatintegratedhealthpromotioncanbe,fromfundingsmallCSOprojects,toidentifyingworkinCSOsagainstsharedhealthpromotionpriorities,totryingtoplantogethertointegratesomeworktogether.
Success Factors
• Developmentoftrustbetweencorememberorganisations,nowhavingworkedtogetherforover10years.
• Membersseeingsuccessfuloutcomesfromthepartnershipworkundertakenthatcouldnothavebeenachievedontheirown,forexamplecentralisedserviceaccessinmanyCSOsthathasimprovedtheindividual’sexperienceinidentifyingneedsandobtainingthesupportrequiredtoaddresstheseneeds.
• TransparentprocessesoutlinedinPartnershipAgreementandintheirapplication.
• Ensuringcommunicationbetweenandthroughoutmemberorganisationsaboutactivities.
Continuing Challenges
ThefollowingarepotentialchallengesfortheNEPCP:
• Keepingawiderangeofmemberorganisationscommittedtopartnershipvisionandgoals.
• Alignmentofcurrentgoalstonewinnovationsandpolicydirectionsfromstateandfederalgovernment,forexampleMedicareLocals.
• ProvisionofappropriateresourcestoensuretheNEPCPremainssustainable.
NEPCP Strategic Plan Framework 2010 - 2012
Partnership Guide 4.indd 7 14/12/11 9:24 AM
Partnership Practice Guide
IntroductionWelcome to the third Partnership Practice Guide of a series of three guides on partnering1 designed to provide information, tools and resources to staff in the health, housing and community services sector and government departments.
The three guides are complementary to other guides and manuals available in the sector and can be read in conjunction with a) the Memorandum of Understanding 2009–12 between the Department of Human Services (DHS) and the Health, Housing and Community Sector, and b) the Collaboration and Consultation Protocol.
Who are the Practice Guides for?The guide has been designed for any staff person or member of the partnership who has an interest in partnerships or partnering activity and is wanting an easy guide to commencing or sustaining a partnering arrangement.
This Guide
Guide 3: Sustaining the Partnership provides hints on how to keep the partnership alive, troubleshooting strategies and finally evaluation techniques to measure success.
Sustaining the PartnershipThe success of any partnership depends on sustaining the process, particularly as leadership, administrations, and policy makers change.
Initial commitment and energy of partners commences the partnership, however the following components are the key to sustaining partnerships over a long period or until they conclude naturally through meeting their goal (time limited):
• creating a sense of interdependence
• recognising and rewarding members
• combining planning with action, and
• creating a learning partnership
1 The project was an initiative of the Human Services Partnership Implementation Committee (HSPIC) which has representatives from both sector organisations, including the Victorian Council of Social Service (VCOSS) and DHS.
Guide 1 Preparing to Partner
Guide 2 Commencing the Partnership
Guide 3 Sustaining the Partnership
Content• Definition• Principles• Types• Benefits• Challenges• Exploratory
meeting
Tools• Assessing
the Need for Partnerships
• Continuum of Joint Effort
Content• Questionnaire• Mapping• Communication• Reporting• Managing
conflict
Tools• Partnership
Working Group• Progress Report • Terms of
Reference
Content• Partnership lifecycles• Support
Strategies• Evaluation
Tools• Brief P/ship
Questionnaire• VicHealth
Partnership Analysis Tool
• New York P/ship Self-Assessment Tool
00911_vcoss_partner_guide_3.indd 1 18/11/09 9:40 AM
Guide4:PartnershipGovernance,ModelsandLeadershipPartnershipPracticeGuide
8
Subcontracted Partnership
CSOsub-contractsCSOstoco-deliveronoutputsandtargets.UptoeightCSOsmaybesub-contractedtotheleadCSO.
AMOUandToRguidethestrategicandoperationalworkingarrangementsbetweenallCSOsforachievingtargets.TheleadauspiceCSOthenisheldaccountableforthesuccessfulimplementationoftheservicemodel.
Chair
TheroleoftheChairisnominatedbythememberCSOs.
Operational Arm or Working Groups
InadditiontotheBoardorstrategicgroup,thesub-contractedpartnershipmayestablishdesignatedmanagementgroupsoroneormoresub-groupswhichareprojectorfunctionbased.Thesegroupsexistastheoperationalarmresponsibleforimplementingjointwork,identifyingpracticeissues,policygaps,andtrends,and,monitoringprogressorfinances.Thesegroupsmaybereferredtoastheoperationsgroup,sub-workinggroups,and/orpractitionergroups.
Other Partners/Networks
Otherpartnersmaybeaffiliatedwiththegroupandinvitedtoparticipateinjointprojectsoractivities,butarenotmembers.
Why Choose This Model?
• Todeliveracoordinatedandstreamlinedserviceresponse;
• Forestablishinganintegratedservicemodel;and
• Thestructureassistsgovernmenttoenactlegislation,i.e.mandatorypartnershipstoachievegoals.
Advantages and Disadvantages
Advantages
• EachCSOremainsautonomousandretainsresponsibilityforthemanagement,organisation,deliveryandfundingofitsservices;and
• CapacityforsmallerCSOstogainaccesstoresourcing.
Disadvantages
• PotentialforsmallerCSOstobeswallowedupbylargerorstatewideorganisations;
• LeadCSOhasburdenofreportingtofundingbodyandresponsibilityfordeliveryofalltargets;and
• PowerchallengeswiththeleadCSOmodel.
SimilartotheUnincorporatedVoluntaryAlliance,theSubcontractedPartnershipmodelisagroupofindependentandlegallyincorporatedCSOsthatcometogethertocreateaneworganisationalstructuretoachievespecificoutcomes.AgainthisarrangementcanoftenbespecifiedbyStateGovernmentthroughlinkingfundingtothemodel.AleadauspiceCSOisnominatedtoadministerthefundingfromgovernmentonbehalfofthepartnership,intheformofaserviceagreementsignedwiththeCSO.ThisissimilartothecontactCSOroleinanUnincorporatedVoluntaryAlliance,butdiffersinitsrelationshiptomemberCSOsbywayofasub-contractedarrangement.
ThepartnershipismadeupofmemberCSOsandrepresentativesfromtheStateGovernment.
Governance Structure – How it works
Thegovernancestructureissimilartothemodelabovewithastrategicgroupresponsibleforoverseeingtheintegratedservicemodel,includingachievingallocatedtargetsandcomplyingwithservicestandards.AProjectOfficer7isoftenfundedtoprovidesupporttothegroupandtotheimplementationofthestrategicplan.8Inaddition,workinggroupsareestablished.
Thecriticaldifferenceinthismodelisthesub-contractedcomponent-oneCSOtakesleadresponsibilityandliabilityforthedeliveryofoutputsandtargetsthroughtheserviceagreementwiththefundingbody.Theleadauspice
7 FinancedbycontributionsfrommemberCSOsandgovernment.8 ForinformationonstrategicplanningrefertoPartnership Practice Guide 2: Commencing the Partnership.
Subcontracted Partnership
Partnership Guide 4.indd 8 14/12/11 9:24 AM
9
Partnership Practice Guide
IntroductionWelcome to the third Partnership Practice Guide of a series of three guides on partnering1 designed to provide information, tools and resources to staff in the health, housing and community services sector and government departments.
The three guides are complementary to other guides and manuals available in the sector and can be read in conjunction with a) the Memorandum of Understanding 2009–12 between the Department of Human Services (DHS) and the Health, Housing and Community Sector, and b) the Collaboration and Consultation Protocol.
Who are the Practice Guides for?The guide has been designed for any staff person or member of the partnership who has an interest in partnerships or partnering activity and is wanting an easy guide to commencing or sustaining a partnering arrangement.
This Guide
Guide 3: Sustaining the Partnership provides hints on how to keep the partnership alive, troubleshooting strategies and finally evaluation techniques to measure success.
Sustaining the PartnershipThe success of any partnership depends on sustaining the process, particularly as leadership, administrations, and policy makers change.
Initial commitment and energy of partners commences the partnership, however the following components are the key to sustaining partnerships over a long period or until they conclude naturally through meeting their goal (time limited):
• creating a sense of interdependence
• recognising and rewarding members
• combining planning with action, and
• creating a learning partnership
1 The project was an initiative of the Human Services Partnership Implementation Committee (HSPIC) which has representatives from both sector organisations, including the Victorian Council of Social Service (VCOSS) and DHS.
Guide 1 Preparing to Partner
Guide 2 Commencing the Partnership
Guide 3 Sustaining the Partnership
Content• Definition• Principles• Types• Benefits• Challenges• Exploratory
meeting
Tools• Assessing
the Need for Partnerships
• Continuum of Joint Effort
Content• Questionnaire• Mapping• Communication• Reporting• Managing
conflict
Tools• Partnership
Working Group• Progress Report • Terms of
Reference
Content• Partnership lifecycles• Support
Strategies• Evaluation
Tools• Brief P/ship
Questionnaire• VicHealth
Partnership Analysis Tool
• New York P/ship Self-Assessment Tool
00911_vcoss_partner_guide_3.indd 118/11/09 9:40 AM
Showcase 2: Child FIRST (Child and Family Information, Referral and Support Teams) - An example of a sub-contracted partnership
Background to Partnership
ChildFIRSTwasanoutcomeoftheChild, Youth & Families Act 2005(CYFA)whichestablishedacommunitybasedreferralpointandpathwayintofamilyservices.ItrequiresCSOsprovidingfamilyservicesinadefinedcatchmentareatoworktogethertoactivelyengagewithfamilieswithcomplexneeds,connectingthemtospecialistanduniversalservicesasrequired.
Rationale for Partnership Structure
EachChildFIRSTAllianceisapartnershipmadeupofmemberCSOsandrepresentativesfromtheDepartmentofHumanServices(DHS).InitiallyDHSrequiredeachalliancetonominatealeadCSO,accountabletotheDHSthroughaserviceagreement,tosub-contractwithotherCSOstodelivertheservicetargetsidentifiedwithintheserviceagreement.Thishassincebeenreviewed,seeChanges/Developmentsbelow.
ThegovernancestructureconsistsofanexecutiveteamcomprisingseniormembersofeachCSO,anoperationalgroupalsocomprisingmembers(TeamLeaders)ofCSOs,andaPractitionerGrouporIntakeGroupcomprisingDHSChildProtectionworkersandCSOworkerswhoallocatecases.ThegroupisgovernedbyanMOUandToRwhichguidememberCSOsinstrategicandoperationalworkingarrangements.
Changes/Developments
AnumberofChildFIRSTallianceshavemovedawayfromthelead/sub-contractingarrangement.LeadCSOscitedifficultieswiththisroleofbeingheldresponsibleforthedeliveryofsub-contractedCSOs’targetsthroughtheserviceagreement.TheonusofmonitoringthesubcontractingarrangementshasproveddifficultforsomeleadCSOs.TheDHS,asfundingbody,hasrespondedpositivelytothissituationandhasrenegotiatedindividualserviceagreementsandfundingwitheachCSOinthealliance.Whilstthis‘backofhouse’changemayimpactonthedelicaterelationshipbetweenCSOs,ithasnotalteredthestreamlinedserviceofferedtothoseseekingfamilyservices.AnMOUandToRguidetheworkoftheCSOswithintheAlliance.
Success Factors
ChildFIRSTAlliancesconsiderthefollowingcriteriaforsuccess:
• RecognitionofeachCSOs’individualserviceexpertise;
• Theneedtoextendthealliancescopetoincludetheexpertiseofotherserviceproviderswithinthelocalarea;and
• ExecutiveManagement(governancegroup)operatingwithadegreeofformalityandauthority.
Partnership Guide 4.indd 9 14/12/11 9:24 AM
Partnership Practice Guide
IntroductionWelcome to the third Partnership Practice Guide of a series of three guides on partnering1 designed to provide information, tools and resources to staff in the health, housing and community services sector and government departments.
The three guides are complementary to other guides and manuals available in the sector and can be read in conjunction with a) the Memorandum of Understanding 2009–12 between the Department of Human Services (DHS) and the Health, Housing and Community Sector, and b) the Collaboration and Consultation Protocol.
Who are the Practice Guides for?The guide has been designed for any staff person or member of the partnership who has an interest in partnerships or partnering activity and is wanting an easy guide to commencing or sustaining a partnering arrangement.
This Guide
Guide 3: Sustaining the Partnership provides hints on how to keep the partnership alive, troubleshooting strategies and finally evaluation techniques to measure success.
Sustaining the PartnershipThe success of any partnership depends on sustaining the process, particularly as leadership, administrations, and policy makers change.
Initial commitment and energy of partners commences the partnership, however the following components are the key to sustaining partnerships over a long period or until they conclude naturally through meeting their goal (time limited):
• creating a sense of interdependence
• recognising and rewarding members
• combining planning with action, and
• creating a learning partnership
1 The project was an initiative of the Human Services Partnership Implementation Committee (HSPIC) which has representatives from both sector organisations, including the Victorian Council of Social Service (VCOSS) and DHS.
Guide 1 Preparing to Partner
Guide 2 Commencing the Partnership
Guide 3 Sustaining the Partnership
Content• Definition• Principles• Types• Benefits• Challenges• Exploratory
meeting
Tools• Assessing
the Need for Partnerships
• Continuum of Joint Effort
Content• Questionnaire• Mapping• Communication• Reporting• Managing
conflict
Tools• Partnership
Working Group• Progress Report • Terms of
Reference
Content• Partnership lifecycles• Support
Strategies• Evaluation
Tools• Brief P/ship
Questionnaire• VicHealth
Partnership Analysis Tool
• New York P/ship Self-Assessment Tool
00911_vcoss_partner_guide_3.indd 1 18/11/09 9:40 AM
Guide4:PartnershipGovernance,ModelsandLeadershipPartnershipPracticeGuide
10
Continuing Challenges
ThefollowingarechallengesfacedbyChildFIRSTalliances:
• EnsuringspecialistCSOinvolvementinthealliance,forexampleeducation,youth,earlychildhoodandAboriginalspecificservices;
• Capacityofthepartnershiptomaintainlinkswithothernetworksandpartnershipsduetotimeandresourceconstraints;
• LeadCSOroleresponsibilityandfundingobligationscanbeover-burdening;
• Ongoingissuesofpartnerperformance;and
• Lackofspecificfundingforacoordinatorrole.
Informal Strategic Partnership
changes.Fundingbodies(localandstategovernments)areinvitedtomeetingsbutdonotdrivethemeeting.AnMOUandToRmaydefinethegroups’actions,ormeetingminutesandplanningsessionsmaydothis.
Chair
Amemberrepresentativeisnominatedtochairmeetingsandprovidesecretariatactivitiessuchascoordinatingminutesandagendasamongstthegroup.
ThismodelsuitsCSOsthathaveasharedorcommoninterestinprovidingbroaddirectiontotheirsector’sstrategicplanninganddevelopmentprocessesandmayalsoactasaconduitforlocalarearepresentativestoraiseanddiscusslikeissuestofurtherinformpolicyandpractice.
Atitsmostjoinedeffort,itmayhaveastronglinkwithrepresentativesfromlocalandstategovernmentandregionaldepartmentofficeswhoattendthemeetingstoprovideinformationonkeypoliciesanddirection,seekviewsonpolicyplanninganddevelopment,andinputtodraftdocumentation.Oftentheseinformalpartnershipsareprogramorientated,forexampleadisabilitypartnershiporcatchmentareagroup.
Thestrengthofthegroupisinitscommitmenttoshareinformationandresources,influencepolicydirectionandactasarepresentative‘voice’foracohort,place-basedprojectsorotherkeysectors.Itschallengesstemfromtheabsenceofanysufficientandsustainableresources.Thereisanassumptionthatparticipationiscostneutral.FeedbackfromthePartnership
Evaluationsurveyssuggestsresourcingofpartnershipsisasignificantfactortosuccess.9
Governance Structure – How it works
ThegovernancestructureismoreinformalandCSOschoosetocontributeandengagewiththepartnershipbecauseofitspurposeandagendaanditscollectivecapacitytoinfluence
9 UndertheauspiceofHSPIC,threestate-widesurveyswereundertakenin2002,2005and2008togaugelevelsofsatisfactionwiththepartnershipbetweenDHSandtheHealth,HousingandCommunitySectors.HSPIC,PartneringinProgressEvaluation,2009[Availableonline-http://www.vcoss.org.au/documents/VCOSS%20docs/HSPIC/Partnering%20in%20Progress_Final_091029.pdf]
Informal Strategic Partnership
Partnership Guide 4.indd 10 14/12/11 9:24 AM
11
Partnership Practice Guide
IntroductionWelcome to the third Partnership Practice Guide of a series of three guides on partnering1 designed to provide information, tools and resources to staff in the health, housing and community services sector and government departments.
The three guides are complementary to other guides and manuals available in the sector and can be read in conjunction with a) the Memorandum of Understanding 2009–12 between the Department of Human Services (DHS) and the Health, Housing and Community Sector, and b) the Collaboration and Consultation Protocol.
Who are the Practice Guides for?The guide has been designed for any staff person or member of the partnership who has an interest in partnerships or partnering activity and is wanting an easy guide to commencing or sustaining a partnering arrangement.
This Guide
Guide 3: Sustaining the Partnership provides hints on how to keep the partnership alive, troubleshooting strategies and finally evaluation techniques to measure success.
Sustaining the PartnershipThe success of any partnership depends on sustaining the process, particularly as leadership, administrations, and policy makers change.
Initial commitment and energy of partners commences the partnership, however the following components are the key to sustaining partnerships over a long period or until they conclude naturally through meeting their goal (time limited):
• creating a sense of interdependence
• recognising and rewarding members
• combining planning with action, and
• creating a learning partnership
1 The project was an initiative of the Human Services Partnership Implementation Committee (HSPIC) which has representatives from both sector organisations, including the Victorian Council of Social Service (VCOSS) and DHS.
Guide 1 Preparing to Partner
Guide 2 Commencing the Partnership
Guide 3 Sustaining the Partnership
Content• Definition• Principles• Types• Benefits• Challenges• Exploratory
meeting
Tools• Assessing
the Need for Partnerships
• Continuum of Joint Effort
Content• Questionnaire• Mapping• Communication• Reporting• Managing
conflict
Tools• Partnership
Working Group• Progress Report • Terms of
Reference
Content• Partnership lifecycles• Support
Strategies• Evaluation
Tools• Brief P/ship
Questionnaire• VicHealth
Partnership Analysis Tool
• New York P/ship Self-Assessment Tool
00911_vcoss_partner_guide_3.indd 118/11/09 9:40 AM
Showcase 3: Wyndham Youth Services Senior Alliance - An example of an informal strategic partnership
Background to Partnership
TheWyndhamYouthServicesSeniorAlliance(WYSSA)wasestablishedinSeptember2009asaninformalvoluntarypartnershiptooverseetheWyndhamBetterYouthServicesPilot(BYSP)Project:Phase2.TheBYSPProjectwasaVictorianGovernmentinitiativerecommendedthroughtheVulnerable Youth Framework Discussion Paper.TheintentionoftheBYSPwastoimprovecoordination,collaborationandplanningatalocallevelacrossstakeholdersfromgovernment,schoolsandcommunitysectororganisationsprovidingservicestoyoungpeople.
TheWYSSAcomprisesseniormanagersand/orCEOsfromarangeoforganisationsintheWyndhammunicipality.Serviceareasrepresentedincludedhealth,mentalhealth,generalistyouthservices,familyservices,education/employment/training,housing,justice/law,andculturallyspecificservices.ItissupportedbyaProjectConvenor.
Operational Arm or Working Groups
WorkgeneratedbythegroupisundertakenbyeitherthemembersordelegatedwithinmemberCSOstomanageandreportbacktothegroup.Oneormoresub-groupsmaybeestablished.
Other Partners
Theinformalpartnershipmayalsoestablishconnectionsornetworkswithlocalgroupsinthecommunityasrequiredtoprogresskeyissues.
Resourcing the Partnership
TheDHSandCSOsagreethatadequateresourcingofthepartnershipisessentialtoprovidethetimelyadministrativesupportrequiredtosustainthepartnership.Resourcingisrecognisedasamultilayeredapproachinvolvingthecoordinationofmeetingsandforums,activeengagementwithsmallandlargeCSOs,andthedisseminationofrelevantinformation.Governmentfundsacontributiontothepartnership,andoftenrequestsCSOmembersofthepartnershiptocontributeeitherfundsorin-kindsupporttoresourcethepartnership.Insomecases,smallerCSOshostaworkerthroughtheprovisionofofficespace,orsecretariatsupportperforum.
Why Choose This Model?
• Responsetogovernmentinitiativestomeetchallengesidentified;and
• SeektoinfluenceagovernmentagendathroughCSOswithinasectorjoining-up.
Advantages and Disadvantages
Advantages
• DoesnotrequireanychangestotheautonomyofparticipatingCSOs;
• CSOschoosetocontributeandengagewiththepartnership;and
• NoleadorcontactCSO,thereforemoreequalroles.
Disadvantages
• Absenceofanysufficientandsustainableresources.
Partnership Guide 4.indd 11 14/12/11 9:24 AM
Partnership Practice Guide
IntroductionWelcome to the third Partnership Practice Guide of a series of three guides on partnering1 designed to provide information, tools and resources to staff in the health, housing and community services sector and government departments.
The three guides are complementary to other guides and manuals available in the sector and can be read in conjunction with a) the Memorandum of Understanding 2009–12 between the Department of Human Services (DHS) and the Health, Housing and Community Sector, and b) the Collaboration and Consultation Protocol.
Who are the Practice Guides for?The guide has been designed for any staff person or member of the partnership who has an interest in partnerships or partnering activity and is wanting an easy guide to commencing or sustaining a partnering arrangement.
This Guide
Guide 3: Sustaining the Partnership provides hints on how to keep the partnership alive, troubleshooting strategies and finally evaluation techniques to measure success.
Sustaining the PartnershipThe success of any partnership depends on sustaining the process, particularly as leadership, administrations, and policy makers change.
Initial commitment and energy of partners commences the partnership, however the following components are the key to sustaining partnerships over a long period or until they conclude naturally through meeting their goal (time limited):
• creating a sense of interdependence
• recognising and rewarding members
• combining planning with action, and
• creating a learning partnership
1 The project was an initiative of the Human Services Partnership Implementation Committee (HSPIC) which has representatives from both sector organisations, including the Victorian Council of Social Service (VCOSS) and DHS.
Guide 1 Preparing to Partner
Guide 2 Commencing the Partnership
Guide 3 Sustaining the Partnership
Content• Definition• Principles• Types• Benefits• Challenges• Exploratory
meeting
Tools• Assessing
the Need for Partnerships
• Continuum of Joint Effort
Content• Questionnaire• Mapping• Communication• Reporting• Managing
conflict
Tools• Partnership
Working Group• Progress Report • Terms of
Reference
Content• Partnership lifecycles• Support
Strategies• Evaluation
Tools• Brief P/ship
Questionnaire• VicHealth
Partnership Analysis Tool
• New York P/ship Self-Assessment Tool
00911_vcoss_partner_guide_3.indd 1 18/11/09 9:40 AM
Guide4:PartnershipGovernance,ModelsandLeadershipPartnershipPracticeGuide
12
Showcase: Wyndham Youth Services Senior Alliance (continued)
Rationale for Partnership Structure
FollowingthecompletionandsubmissionoftheFinalReportfortheWyndhamBetterYouthServicesPilot:Phase2totheOfficeforYouth,thenintheDepartmentofPlanningandCommunityDevelopment,theAllianceworkwascompleteanditcouldhavedissolved.However,membersexpressedaninterestincontinuingtheAllianceinsomeconfigurationtobuildonthepartnershipworkthathadbeeninitiatedthroughtheBYSPproject.
Changes/Developments
ItwasannouncedattheconclusionofthesecondphaseoftheBYSPthatthepilotwouldnotbeextendedagain,butinsteadtheBrighterFuturesinitiative(nowcalledYouthPartnerships)–ledbytheDepartmentofEducationandEarlyChildhoodDevelopment(DEECD),wouldbuildonthepilotfindings.Whiletheprojectsarestronglylinked,therearekeydifferencesbetweenthetwo10andanewgovernancestructureisproposedforthedemonstrationproject.AsaresulttheWYSSAneededtoconsiderwhethertherewasvalueinhavingtheWYSSAasaseparateentitytothegovernancestructureforthedemonstrationproject–givenlikelysimilarmembershipandsimilarfocusofwork/goals.
KeyplanningwasundertakenbytheWYSSAtocomparetherolesofthenBrighterFuturesprojectandWYSSAgovernancestructures.TheWYSSAfoundthatthedifferencesbetweenthefocusoftheeachwassignificantenoughforthetwostructurestoremaindistinctyetoverlappinginmembershipandkeyfocusareas.Keydifferencesinthetwopartnershipsinclude:
• Differentroles-theWYSSAisanongoinggroupwithalongertermstrategicplanningandpartnershipfocusthatisbroaderthantheYouthPartnershipsinitiative,withspecificgoalsanddefinedtimeframes;and
• TheWYSSAisWyndhamspecific,whiletheYouthPartnershipsdemonstrationsitealsoincludestheHobson’sBaylocalgovernmentarea.
10 Keydifferenceswereunderstoodtobe:DEECDistheleaddepartmentforYouthPartnerships,thesiteincorporatesHobson’sBayaswellasWyndham,agerangeforYouthPartnershipsis10-18yearswhiletheBYSPwas10-25years,thereisadistinctgovernancestructureincludingtheformationofaSecretariatwithinDEECDtooverseealloftheYouthPartnershipprojects.
Partnership Guide 4.indd 12 14/12/11 9:24 AM
13
Partnership Practice Guide
IntroductionWelcome to the third Partnership Practice Guide of a series of three guides on partnering1 designed to provide information, tools and resources to staff in the health, housing and community services sector and government departments.
The three guides are complementary to other guides and manuals available in the sector and can be read in conjunction with a) the Memorandum of Understanding 2009–12 between the Department of Human Services (DHS) and the Health, Housing and Community Sector, and b) the Collaboration and Consultation Protocol.
Who are the Practice Guides for?The guide has been designed for any staff person or member of the partnership who has an interest in partnerships or partnering activity and is wanting an easy guide to commencing or sustaining a partnering arrangement.
This Guide
Guide 3: Sustaining the Partnership provides hints on how to keep the partnership alive, troubleshooting strategies and finally evaluation techniques to measure success.
Sustaining the PartnershipThe success of any partnership depends on sustaining the process, particularly as leadership, administrations, and policy makers change.
Initial commitment and energy of partners commences the partnership, however the following components are the key to sustaining partnerships over a long period or until they conclude naturally through meeting their goal (time limited):
• creating a sense of interdependence
• recognising and rewarding members
• combining planning with action, and
• creating a learning partnership
1 The project was an initiative of the Human Services Partnership Implementation Committee (HSPIC) which has representatives from both sector organisations, including the Victorian Council of Social Service (VCOSS) and DHS.
Guide 1 Preparing to Partner
Guide 2 Commencing the Partnership
Guide 3 Sustaining the Partnership
Content• Definition• Principles• Types• Benefits• Challenges• Exploratory
meeting
Tools• Assessing
the Need for Partnerships
• Continuum of Joint Effort
Content• Questionnaire• Mapping• Communication• Reporting• Managing
conflict
Tools• Partnership
Working Group• Progress Report • Terms of
Reference
Content• Partnership lifecycles• Support
Strategies• Evaluation
Tools• Brief P/ship
Questionnaire• VicHealth
Partnership Analysis Tool
• New York P/ship Self-Assessment Tool
00911_vcoss_partner_guide_3.indd 118/11/09 9:40 AM
Showcase: Wyndham Youth Services Senior Alliance (continued)
ThereconfiguredstructureproposedbytheWYSSAretainsthetwogovernancemodelsasdistinctgroupswithstrongcross-communicationbetweenthegroups,differentlevelofrepresentativesorevensamerepresentativesonbothgroups.TheWYSSAproposedholdingbacktobackmeetingsandensuringclearcommunicationbetweenthegovernancestructurefortheYouthPartnershipsdemonstrationprojectandtheWYSSA.
Theproposedmodelisbasedoninformationthatwasavailableatthetimeofplanning,priortothecommencementoftheYouthPartnershipsinitiative.Asaresult,themodelisstilltoevolve.
Success Factors
ThereconfiguredAllianceisinitsinfancy,yetthecommitmenttothestructurehasbeenpositiveandinvolvedkeyrepresentativesfromtheWYSSA,DEECD,andtheOfficeforYouth,nowlocatedintheDepartmentofHumanServices.ThestrengthtodateoftheWYSSAhasbeen:
• Noduplicationofotheralliances,anditsroleisofinteresttothemembership–itistheonlycross-sectoralyouthsectorgroupinWyndhamwithastrategicfocus;
• DirectassociationwithaStateGovernmentprojectthatsoughtrecommendationsabouthowtoimproveservicecoordinationandplanningatalocallevel;
• ‘Closed’membership,withonerelativelyseniorrepresentativefromeachmemberorganisation;
• StrongandcommittedseniorstaffmemberasChair,and
• FocusonactionaroundsectorimprovementspecificallyinWyndham,withallactionsinformedbythemembershipandotherlocalorganisations.
Continuing Challenges
ThefollowingarepotentialchallengesforthereconfiguredAlliance:
• Broadmembershipandconsistentattendance–itisessentialthatthekeyorganisationsineachoftherelevantsectorshaveapresenceorconnectionwiththeAlliance–avaluablestepwouldbeforthepartnershipworktobewrittenintopositiondescriptions;
• Relevanceofmeetingsformembers;
• OngoingsupportfortheAllianceandrecognitionand/orendorsementofthegroupbyStateGovernmentasakeystrategicallianceforWyndham;and
• Thenatureof‘voluntary’vulnerability–thereisanabsenceofaccountabilityandnosignatorydocument.
Partnership Guide 4.indd 13 14/12/11 9:24 AM
Partnership Practice Guide
IntroductionWelcome to the third Partnership Practice Guide of a series of three guides on partnering1 designed to provide information, tools and resources to staff in the health, housing and community services sector and government departments.
The three guides are complementary to other guides and manuals available in the sector and can be read in conjunction with a) the Memorandum of Understanding 2009–12 between the Department of Human Services (DHS) and the Health, Housing and Community Sector, and b) the Collaboration and Consultation Protocol.
Who are the Practice Guides for?The guide has been designed for any staff person or member of the partnership who has an interest in partnerships or partnering activity and is wanting an easy guide to commencing or sustaining a partnering arrangement.
This Guide
Guide 3: Sustaining the Partnership provides hints on how to keep the partnership alive, troubleshooting strategies and finally evaluation techniques to measure success.
Sustaining the PartnershipThe success of any partnership depends on sustaining the process, particularly as leadership, administrations, and policy makers change.
Initial commitment and energy of partners commences the partnership, however the following components are the key to sustaining partnerships over a long period or until they conclude naturally through meeting their goal (time limited):
• creating a sense of interdependence
• recognising and rewarding members
• combining planning with action, and
• creating a learning partnership
1 The project was an initiative of the Human Services Partnership Implementation Committee (HSPIC) which has representatives from both sector organisations, including the Victorian Council of Social Service (VCOSS) and DHS.
Guide 1 Preparing to Partner
Guide 2 Commencing the Partnership
Guide 3 Sustaining the Partnership
Content• Definition• Principles• Types• Benefits• Challenges• Exploratory
meeting
Tools• Assessing
the Need for Partnerships
• Continuum of Joint Effort
Content• Questionnaire• Mapping• Communication• Reporting• Managing
conflict
Tools• Partnership
Working Group• Progress Report • Terms of
Reference
Content• Partnership lifecycles• Support
Strategies• Evaluation
Tools• Brief P/ship
Questionnaire• VicHealth
Partnership Analysis Tool
• New York P/ship Self-Assessment Tool
00911_vcoss_partner_guide_3.indd 1 18/11/09 9:40 AM
Guide4:PartnershipGovernance,ModelsandLeadershipPartnershipPracticeGuide
14
Why Choose This Model?
• Thepartnershipwouldbeplacedinastrongerpositionasacorporatestructureforfutureinitiativesandreformagendasdrivenbygovernment(forexampleMedicareLocals);and
• Allpartnershaveequalaccountabilityandresponsibility.
Advantages and Disadvantages
Advantages
• RemovesoneCSO(leadCSO)asfundholder;
• Strongerreportinglinesforfundedpositions,i.e.CEOandpartnershipstaff,toaBoard;
• Strongfinancialaccountability;and
• In-kindsupportandrealcostsofpartnershipareexposed.
Disadvantages
• Increasedreportingandadministrativedutiesfor‘Board’members;
• Lossof‘charity’status;and
• Entersacompetitivespaceascorporatebody.
Incorporated Partnership
forensuringthattheirBoardislegallycompliantwithlegislativerequirementssuchasOccupational Health and Safety Act 1985;employmentlaw;environmentallaw;Trade Practices Act 1974;discriminationlaw;taxationlaw;fundraisinglaw;contractslaw;privacylawandnegligence.
Governance Structure – How it works
Thegovernancestructurecomprisesanoverarching‘Board’,whichmayincludememberCSOrepresentativesasDirectorsandindividualswithacommitmenttothesectorwhohavetheskillsandexpertisetocontributetothegovernanceoftheBoardand,insomeinstances,canrepresenttheviewsofthecommunity.
Strategicserviceplanningisconductedinpartnershipwithstateandlocal(andsometimesfederal)departmentsandisconstructedwithinthecontextofkeypolicydirections.Inaddition,researchandconsultationmaybetasksundertakenbytheBoardwithkeyalliances.
Chair
TheChairisnominatedbytheBoardthroughademocraticprocess.
Executive Management
Anexecutivemanagementteamisestablishedcomprisingeitherpaidstafforstaffprovidedin-kindfrommemberCSOs,whooverseeprogramresponsibilities.TheirroleistoimplementthestrategicplandevelopedbytheBoard.
AnIncorporatedPartnershiphasamoreformalisedstructurethatinvolvestheestablishmentofaseparatelegalentity,incorporatedassociationoralimitedliabilitycompanythatmemberCSOsaresignatoriesto.Thismodelincreasestheaccountabilityofmemberstoeachotherandlegally—eitherthroughthe Incorporations Act 1981ortheCorporations Act 2001.Inaddition,thecorporatestructuremayplacethepartnershipinastrongpositionforfutureinitiativesandreformagendasdrivenbygovernment.Themajortypesare:
(1) Incorporated Association
Thisrequirestheestablishmentofacommitteeofsixmembersthatincludesthefollowingroles—President,Vice-President,TreasurerandSecretary.Thepartnershipisrequiredtoconductannualgeneralmeetings,lodgeannualstatementswiththeRegistrar,andensuretheconductandreportingoffinancialaffairs.Inaddition,thislegalentitycansigncontractsinitsownright,holdpropertyandemploystaff.
(2) Limited Liability Company
ThedutiesdifferfordirectorsofanincorporatedcompanyestablishedunderCommonwealthlaw.TheCorporations Act 2001 specifiesthedutiesofdirectors:
• Adutytoactingoodfaith;
• Adutytoactwithduecareanddiligence;and
• Adutynottotradewhileinsolvent.
Directorscansigncontracts,holdpropertyandemploystaff.Howeverthereisincreasedreportingandadministrativedutiesfor‘Board’members,includingaresponsibility
Partnershipsfunctionmosteffectivelyby:
• Ensuringbroadmembershipandconsistentattendance;
• Havingregularmeetings;
• Developingacentralplanforthepartnership;and
• Beingrecognisedasaformalcoordinationstructurewithlinkstoexistingstructures.
Partnership Guide 4.indd 14 14/12/11 9:24 AM
15
Partnership Practice Guide
IntroductionWelcome to the third Partnership Practice Guide of a series of three guides on partnering1 designed to provide information, tools and resources to staff in the health, housing and community services sector and government departments.
The three guides are complementary to other guides and manuals available in the sector and can be read in conjunction with a) the Memorandum of Understanding 2009–12 between the Department of Human Services (DHS) and the Health, Housing and Community Sector, and b) the Collaboration and Consultation Protocol.
Who are the Practice Guides for?The guide has been designed for any staff person or member of the partnership who has an interest in partnerships or partnering activity and is wanting an easy guide to commencing or sustaining a partnering arrangement.
This Guide
Guide 3: Sustaining the Partnership provides hints on how to keep the partnership alive, troubleshooting strategies and finally evaluation techniques to measure success.
Sustaining the PartnershipThe success of any partnership depends on sustaining the process, particularly as leadership, administrations, and policy makers change.
Initial commitment and energy of partners commences the partnership, however the following components are the key to sustaining partnerships over a long period or until they conclude naturally through meeting their goal (time limited):
• creating a sense of interdependence
• recognising and rewarding members
• combining planning with action, and
• creating a learning partnership
1 The project was an initiative of the Human Services Partnership Implementation Committee (HSPIC) which has representatives from both sector organisations, including the Victorian Council of Social Service (VCOSS) and DHS.
Guide 1 Preparing to Partner
Guide 2 Commencing the Partnership
Guide 3 Sustaining the Partnership
Content• Definition• Principles• Types• Benefits• Challenges• Exploratory
meeting
Tools• Assessing
the Need for Partnerships
• Continuum of Joint Effort
Content• Questionnaire• Mapping• Communication• Reporting• Managing
conflict
Tools• Partnership
Working Group• Progress Report • Terms of
Reference
Content• Partnership lifecycles• Support
Strategies• Evaluation
Tools• Brief P/ship
Questionnaire• VicHealth
Partnership Analysis Tool
• New York P/ship Self-Assessment Tool
00911_vcoss_partner_guide_3.indd 118/11/09 9:40 AM
Factors impacting on structure type
ThefocusonpartnershipsrecognisestheimportantroleundertakenbyCSOs.TheVictorianAuditor-General’sMay2010reportidentified:
‘ThesignificantroleplayedbyCSOsindeliveringservicestothecommunityonbehalfofthestatehighlightstheimportanceofastrongpartnershipbetweenthedepartmentsandCSOs.ThegovernmenthasemphasisedtheimportanceofthispartnershiprelationshipandwantstomakeitsinteractionswithCSOsstreamlined,easytonavigate,anddesignedtooptimisevaluetothecommunity.ApartnershipmemorandumofunderstandingisinplacebetweenDHSandthesector.’11
Cross sectoral needs
Theopportunitytocoordinateinitiativesandactivitiesacrossparticularsectorsorservicestoprovideaseamlessintegratedservicesystemfortheserviceuserisfacilitatedthroughthepartnershipmodels.Throughthedevelopmentandsharingofpractices,processes,protocols,andsystems,suchmodelscanofferconsistentpathways,joined-upservicesacrossdiverseprogramsandmorestreamlinedserviceresponsesformembersofthecommunity–inessence,simplifyingtheexperienceforapersonaccessingservices.
11 VictorianAuditor-General’sOffice,Audit summary of Partnering with the Community Sector in Human Services and Health,tabledinParliament26May2010.
Centrally driven
ThechallengefortheGovernmentistocoordinateitspolicyeffortsandrelationshipwithCSOs.AlargenumberofgovernmentdepartmentshavefundingandotherrelationshipswithCSOs,andmanyCSOsreceivefundingandhaverelationshipswithmultipledepartments.TheneedforstructuresandprocessesthatprovideamorecoordinatedapproachacrossgovernmentwasrecommendedbyboththeStrengtheningCommunityOrganisationsProject(SCOP)andtheStateServicesAuthority’sReviewofNot-for-ProfitRegulation.12
Pitching the Partnership
Determiningthelevelofplanninginwhichapartnershipwouldoperateisakeyfactorinthetypeofstructureestablished.Forexample,isthepartnershiptooperateataregionalornarrowerlocalgovernmentarea-basedcatchmentlevel?Thequestionhereiswhatcanbelocallydrivenandwhatismandatedatastateorcentrallevel?
Level of Partnership resourcing
Theleveloffinancialassistancetosupportanypartnershipimpactsonitsongoingviabilityandsustainability.Thecapacityoflocal,stateandfederalgovernments,andCSOsthemselves,tocontributeresourcingtocontinuetobuildandmaintainapartnershipandtherelationshipsbetweenCSOsinfluencesthepartnerships’nominated
projectsandkeyactivities.
12 TheSCOPandtheSSAReviewcontributedtothedevelopmentoftheVictorian Government’s Action Plan: Strengthening Community Organisations–forfurtherinformationsee:www.dpcd.vic.gov.au.
Thechoiceofpartnership,allianceornetworkstructuretosuitpurposeandneedsisnotalwaysacleardecision.Initialconfigurationswereconceptualisedintheabsenceoftriedandtrueexamples.TheearlypartnershipstructuresinVictoriawerebasedoninternationalresearchthatexistedatthetime,somelocalinnovativethinking,anda‘learnbydoing’approachwithareviewbuiltin.
ThefollowingfactorshavedeterminedthetypeofstructureadoptedforthevaryingpartnershipsinVictoria:
Funding body stipulation
Forsomepartnerships,thefundinggovernmentdepartmentneedstodealwithalegalentity.Thiswilleitherbeanindividual(a‘naturalperson’)ora‘bodycorporate’formedunderstateorCommonwealthlegislation,suchasacompany,government,CSO,orincorporatedassociation.Intheseinstances,partnershipsareconstructedtoidentifyoneCSOwithwhichtodevelopafundingandserviceagreementandtoholdaccountableforoutputs,servicestandardsandfinancialandperformancerelatedaccountabilityrequirements.
The Statewide Primary Care Partnership (PCP) Chairs and Executive Officers Network have identified leadership of PCPs as a key factor in their success. To this end they have developed the key competencies required for both roles, broadly indicating that the PCP Chair has a role in leading the development of the vision of the PCP and the Executive Office in overseeing the operational implementation.
Partnership Guide 4.indd 15 14/12/11 9:24 AM
Partnership Practice Guide
IntroductionWelcome to the third Partnership Practice Guide of a series of three guides on partnering1 designed to provide information, tools and resources to staff in the health, housing and community services sector and government departments.
The three guides are complementary to other guides and manuals available in the sector and can be read in conjunction with a) the Memorandum of Understanding 2009–12 between the Department of Human Services (DHS) and the Health, Housing and Community Sector, and b) the Collaboration and Consultation Protocol.
Who are the Practice Guides for?The guide has been designed for any staff person or member of the partnership who has an interest in partnerships or partnering activity and is wanting an easy guide to commencing or sustaining a partnering arrangement.
This Guide
Guide 3: Sustaining the Partnership provides hints on how to keep the partnership alive, troubleshooting strategies and finally evaluation techniques to measure success.
Sustaining the PartnershipThe success of any partnership depends on sustaining the process, particularly as leadership, administrations, and policy makers change.
Initial commitment and energy of partners commences the partnership, however the following components are the key to sustaining partnerships over a long period or until they conclude naturally through meeting their goal (time limited):
• creating a sense of interdependence
• recognising and rewarding members
• combining planning with action, and
• creating a learning partnership
1 The project was an initiative of the Human Services Partnership Implementation Committee (HSPIC) which has representatives from both sector organisations, including the Victorian Council of Social Service (VCOSS) and DHS.
Guide 1 Preparing to Partner
Guide 2 Commencing the Partnership
Guide 3 Sustaining the Partnership
Content• Definition• Principles• Types• Benefits• Challenges• Exploratory
meeting
Tools• Assessing
the Need for Partnerships
• Continuum of Joint Effort
Content• Questionnaire• Mapping• Communication• Reporting• Managing
conflict
Tools• Partnership
Working Group• Progress Report • Terms of
Reference
Content• Partnership lifecycles• Support
Strategies• Evaluation
Tools• Brief P/ship
Questionnaire• VicHealth
Partnership Analysis Tool
• New York P/ship Self-Assessment Tool
00911_vcoss_partner_guide_3.indd 1 18/11/09 9:40 AM
Guide4:PartnershipGovernance,ModelsandLeadershipPartnershipPracticeGuide
16
Asaskilledleader,theChairfacilitatestheconstructive,continuedandconsistentrepresentationofkeymembers.Withoutthisleadership,membersmaydisengagefromaccountabilityrequirementsandexhibitlowmeetingattendance,andissuescandevelopbetweenotherpartnerorganisationswiththeauspiceorganisation(contactorleadCSO).
Nominating the Chair
ManyofthepartnershipsprofiledhaveappointedaChairfromoneofthesectororganisationsratherthanthefundingdepartmentmakingtheappointment.Thisdecisionisgenerallyaboutlocatingownershipforthepartnershipwithinthesector,andisoftenvitaltothepartnershipsuccess.
Inmanyofthepartnerships,anaturalleaderhasbeenidentifiedandnominatedbymembersfortheChairrole.
Partnership Resourcing – Executive Officer / Project Officer/ Coordinator Role
Partnershipsmayreceivevaryinglevelsoffundingfromlocal,stateorfederalgovernmenttoundertakekeyprojects.Thisfundingmaybeaone-offorongoingcontributionattheminimalistendthatresourcesadministrativefunctionsassociatedwiththepartnership(secretariat),throughtothehigh-endthatenablestherecruitmentofaProjectOfficer,ExecutiveOfficerorCoordinator–dependingupontheestablishmenttermsofthepartnership–tosupporttheactivitiesofthepartnership.
Leadership Roles and ResponsibilitiesChair in Leadership Role
TheChairofapartnershipneedstobeahighlyskilledleadertoensurethatthepartnershipisstrongandmostlikelytoendure.
TheroleoftheleaderorChairrequiresahighlevelofcredibility,influence,integrity,reliability,andtrust.TheleadershipqualitiesmustberecognisedbothinternallyandexternallybyotherCSOs.
TheroleofthechairofapartnershipischallengingandhasdifferentchallengestothatofbeingachairofaCSO’sboard,aswhilethepartnershipgovernanceoperatesasa‘virtualboard’andconductstheirmeetingsunderthesameprinciples,themembersarealigningtheirorganisations’intereststothatofthepartnershiptoachievethesharedvisionthroughcollectiveaction.
Thisroleplaysapivotalroleindevelopingandinfluencinga‘workingtogether’culturedevoidof‘turf’issuesandfunding‘bunfights’(butnotasolerole).Moreoftenthannot,theChairhasahighlevelofseniorityintheirownorganisationwhichisrecognisedbyallmembersinternallyandexternally.TheChairattimesneedstobringtogetherdiverseviewsandencouragethegrouptothinkbeyondtheirorganisation’sperspectiveoroutcometothe‘good’ofthepartnership.ThisinvolvesfosteringloyaltytothepartnershipwhileupholdingtheautonomyofeachmemberCSOpresent.
Leadership Skills
Thedegreeofpartnershipsynergyislargelyinfluencedbytheeffectivenessofitsleadership.Leadingasuccessfulpartnershiprequiresspecificskillssimilartotheleadershipattributesrequiredinasuccessfulorganisation.
Theseskillsinclude:
• ‘takingresponsibilityforthepartnership;
• inspiringandmotivatingpartners;
• empoweringpartners;
• workingtodevelopacommonlanguagewithinthepartnership;
• fosteringrespect,trust,inclusivenessandopennessinthepartnership;
• creatinganenvironmentwheredifferencesofopinioncanbevoiced;
• resolvingconflictamongpartners;
• combiningtheperspectives,resourcesandskillsofpartners;and
• helpingthepartnershiplookatthingsdifferentlyandbecreative’.13
Leadershipskillsalsoencompassanalyticalskillsandproblemsolvingfocussedontheservicecontext,communityandpoliticalenvironment,andtaskfocussedskillsconcernedwithmeetingprocesses,suchasfacilitatingmeetings.
13 ESWeiss,RMillerAnderson&RDLasker,MakingtheMostofCollaboration:ExploringtheRelationshipBetweenPartnershipSynergyandPartnershipFunctioning,Health Education and Behaviour, 29(6),p688,Dec2002.
Partnership Guide 4.indd 16 14/12/11 9:24 AM
17
Partnership Practice Guide
IntroductionWelcome to the third Partnership Practice Guide of a series of three guides on partnering1 designed to provide information, tools and resources to staff in the health, housing and community services sector and government departments.
The three guides are complementary to other guides and manuals available in the sector and can be read in conjunction with a) the Memorandum of Understanding 2009–12 between the Department of Human Services (DHS) and the Health, Housing and Community Sector, and b) the Collaboration and Consultation Protocol.
Who are the Practice Guides for?The guide has been designed for any staff person or member of the partnership who has an interest in partnerships or partnering activity and is wanting an easy guide to commencing or sustaining a partnering arrangement.
This Guide
Guide 3: Sustaining the Partnership provides hints on how to keep the partnership alive, troubleshooting strategies and finally evaluation techniques to measure success.
Sustaining the PartnershipThe success of any partnership depends on sustaining the process, particularly as leadership, administrations, and policy makers change.
Initial commitment and energy of partners commences the partnership, however the following components are the key to sustaining partnerships over a long period or until they conclude naturally through meeting their goal (time limited):
• creating a sense of interdependence
• recognising and rewarding members
• combining planning with action, and
• creating a learning partnership
1 The project was an initiative of the Human Services Partnership Implementation Committee (HSPIC) which has representatives from both sector organisations, including the Victorian Council of Social Service (VCOSS) and DHS.
Guide 1 Preparing to Partner
Guide 2 Commencing the Partnership
Guide 3 Sustaining the Partnership
Content• Definition• Principles• Types• Benefits• Challenges• Exploratory
meeting
Tools• Assessing
the Need for Partnerships
• Continuum of Joint Effort
Content• Questionnaire• Mapping• Communication• Reporting• Managing
conflict
Tools• Partnership
Working Group• Progress Report • Terms of
Reference
Content• Partnership lifecycles• Support
Strategies• Evaluation
Tools• Brief P/ship
Questionnaire• VicHealth
Partnership Analysis Tool
• New York P/ship Self-Assessment Tool
00911_vcoss_partner_guide_3.indd 118/11/09 9:40 AM
Partnershipsworkbestwheremembersmakecriticallinksacrosstheexternalenvironmentandbackintothepartnershipenvironment.Memberswhooperateinthiswayhavebeenreferredtoas‘boundaryspanners’14–memberswhoseektobringinformationfromtheoutsideenvironmentintothepartnershipenvironmentinadditiontotakinginformationouttotheexternalenvironmentorsector.
14 ThistermwascoinedbyPaulWilliamsinanarticletitled‘TheCompetentBoundarySpanner’firstpublishedonlineinDec2002,Public Administration 80, 1,p.103–124.
Chair – Executive Officer/Coordinator/Project Officer Relationship
AhealthyChair–ExecutiveOfficer/Coordinator/ProjectOfficerrelationshipiscriticalforthesuccessofthepartnership.Eachreliesontheothertoundertaketheirroleandresponsibilitiesforthecohesionofthegroup.
Atbest,therelationshipisrespectfulandcomplimentary,rolesareclearanddistinct,andthereisanhonestworkingrelationshipwhereanyissuesandbroaderpartnershipproblemscanbediscussedwithoutfearorfavourandaddressedjointly.Atworst,apoorrelationshipbreedsalackofrespectfromoneorbothsides,in–fightingandanunderminingofeachother,whichultimatelyunderminestheeffectivefunctioningofthepartnership.
Members’ Role
Thecapacitytoachievesharedgoalsliesinthecompositionofappropriatemembersandtheirconstructivecontribution.Thefirststepistoidentifythekeyorganisationsthatneedtobeatthetable,withthesecondstepbeingtoengagetheappropriatelevelsofrepresentationandparticipation.
Thesuccessofthepartnershiphingesontheconsistentengagementandcontributionofcross-sectoralmembersoveralongperiodoftime.Retainingmembers’commitmentoverthistimerequiresinspirationalleadershipandanagendathatchangesinresponsetothecontextinwhichthepartnershipisoperating.Thecapacitytowhichmembersattendandcontributetomeetingsandactivitiesdefinesthestrengthofthepartnership.
ThislatterrolerangesinresponsibilityfromaProjectOfficerwhomayoperationaliseandimplementthestrategicgoals,supportmembersinbetweenmeetings,seekindividualfeedback,gaugeviews,canvassideasanddaytodayliaison.TheExecutiveOfficerroleisgenerallyamoreseniorappointmentthatfocusesonbuildingrelationshipsacrossmembersofthepartnershipandthebroadersector,conductinganalysisofdata,informationandtrendsimpactingonthesectorandacrosssectors,havestrongprojectmanagementskills,andensurestrongcommunicationprocessesacrossstakeholdergroups.Theimportanceandvalueofadequateresourcing,includingin-kindsupportfromorganisationmembers,isseenaspivotaltothesuccessofpartnerships.
Working Groups
WorkingGroupsaretypicallycreatedtosupporttheoverallworkofthepartnershiptoaddressaspecificproblemortoproduceoneormorespecificdeliverables,suchasaguideline,standardsspecification,etc.Membersofaworkinggrouparechosenwithdiversityaimedatforminganeffectiveteamthathasarangeofcomplementaryskillsandresourcestoensurethedeliverablesproducedarewellinformedandreflectiveofthespecificpopulationorcohortunderexamination.
Thelifespanoftheworkinggroupcanlastanywherebetweenafewmonthsandseveralyears,dependingonarangeoffactorssuchasnatureandcomplexityoftaskandthegoalsofthetask.
Partnership Guide 4.indd 17 14/12/11 9:24 AM
Partnership Practice Guide
IntroductionWelcome to the third Partnership Practice Guide of a series of three guides on partnering1 designed to provide information, tools and resources to staff in the health, housing and community services sector and government departments.
The three guides are complementary to other guides and manuals available in the sector and can be read in conjunction with a) the Memorandum of Understanding 2009–12 between the Department of Human Services (DHS) and the Health, Housing and Community Sector, and b) the Collaboration and Consultation Protocol.
Who are the Practice Guides for?The guide has been designed for any staff person or member of the partnership who has an interest in partnerships or partnering activity and is wanting an easy guide to commencing or sustaining a partnering arrangement.
This Guide
Guide 3: Sustaining the Partnership provides hints on how to keep the partnership alive, troubleshooting strategies and finally evaluation techniques to measure success.
Sustaining the PartnershipThe success of any partnership depends on sustaining the process, particularly as leadership, administrations, and policy makers change.
Initial commitment and energy of partners commences the partnership, however the following components are the key to sustaining partnerships over a long period or until they conclude naturally through meeting their goal (time limited):
• creating a sense of interdependence
• recognising and rewarding members
• combining planning with action, and
• creating a learning partnership
1 The project was an initiative of the Human Services Partnership Implementation Committee (HSPIC) which has representatives from both sector organisations, including the Victorian Council of Social Service (VCOSS) and DHS.
Guide 1 Preparing to Partner
Guide 2 Commencing the Partnership
Guide 3 Sustaining the Partnership
Content• Definition• Principles• Types• Benefits• Challenges• Exploratory
meeting
Tools• Assessing
the Need for Partnerships
• Continuum of Joint Effort
Content• Questionnaire• Mapping• Communication• Reporting• Managing
conflict
Tools• Partnership
Working Group• Progress Report • Terms of
Reference
Content• Partnership lifecycles• Support
Strategies• Evaluation
Tools• Brief P/ship
Questionnaire• VicHealth
Partnership Analysis Tool
• New York P/ship Self-Assessment Tool
00911_vcoss_partner_guide_3.indd 1 18/11/09 9:40 AM
Guide4:PartnershipGovernance,ModelsandLeadershipPartnershipPracticeGuide
18
Tools to reinvigorate partnerships
Followingaretwokeytoolstoutiliseatthepointwherethepartnershipisstagnant.
Survey to re-engage members
Itmaybetimeforthepartnershiptoceaseortochangedirection.Surveyquestionsdistributedtomembersthatreviewthepartnershipprocessandmembershipcommitmentwillprovidefeedback.
Questionsmayinclude:
• What has changed in the current environment or partnership space since the inception of the partnership?
• What are the new drivers? • What do you think are the key
challenges for the partnership over the next one to two years?
• What do you think the strategic vision of the partnership should include over the next one to two years?
• How do you think the partnership should operate in the future?
• What lessons from the partnership to date could we apply in the future?
• How well will the current membership mix (skill and broad coverage) meet the future challenges?
• Are there things that could be changed about the frequency, day, time, or length of meetings that would make it easier for you to attend?
• Are there things about the way that meetings are conducted that would make it easier for you to attend and participate or that would give you more reason to want to attend?
• Who do you think are the key organisations or sector bodies necessary for this next period?
• What do you see as your contribution over this next period?
Sustainability - Partnerships down the trackIntheshortterm,possiblestrategiesmayinclude:
• Addressingabsenceswiththemember–isittemporaryormodioperandi?
• Ascertainingthereasonsfornon-attendance.
• Revisitingexpectationsofmembers.
• Requestingan‘atlevel’proxytoattend.
• Reaffirmingrolesandimportanceofcross-sectoralrepresentation.
Overalongerterm,theChairmightconsider:
• Suggestinga‘leaveofabsence’fromthepartnershipifhealth,work,orotherreasonsarepreventingfullparticipation.
• Conductingaboarddiscussionorasurvey(seeToolstoreinvigoratepartnerships)onwhatmakesitdifficultforpeopletoparticipatefully.
• Revisingmembers’expectationsofresponsibilities-aretasksunrealistic;couldtherebemoreworkinggroups?
• Changingthemembershipstatusto‘affiliatedmember’.
Ensuringpartnershipsustainabilityrequiresmemberstocontinuallyassessbothitspurposeandcapacitytodeliveroutcomes.
Arangeofissueshaveemergedoveraperiodoftimeforlong-termpartnershipsthatimpactonthesustainabilityofthepartnership.Theseinclude:
Partnership staying focused on its purpose and remaining relevant
Partnershipshavealifespanandneedtoregularlyreviewtheirpurposeandmembershiptoensurethepartnershipremainsfocusedonitspurposeandremainsrelevant.Itisquitepossiblethatdifferentmembersareneededfordifferentstagesofprojectsandactivities.
Membership - What to do with partnership members who don’t do anything
Thereareanumberofeffectivestrategiestomanageasituationwhereamemberofthepartnershipisnotdependableorfailstoconsistentlyfollowthroughanactionwhichimpactsontheachievementofthepartnershipgoals.Thissituationisnotunrealisticaseachmemberhastheirownresponsibilitiestotheirorganisationandworkpressuresinadditiontocontributingtothepartnership.
Everymembersharesintheresponsibilitytoinvolveothermembersinthepartnership.Non-participatingmembersorconsistentnon-attendeescanhaveademoralisingimpactonmembers.Insomesituationsthemembermayneedalittlereminderoftheirroleaspartofthepartnership.
Partnership Guide 4.indd 18 14/12/11 9:24 AM
19
Partnership Practice Guide
IntroductionWelcome to the third Partnership Practice Guide of a series of three guides on partnering1 designed to provide information, tools and resources to staff in the health, housing and community services sector and government departments.
The three guides are complementary to other guides and manuals available in the sector and can be read in conjunction with a) the Memorandum of Understanding 2009–12 between the Department of Human Services (DHS) and the Health, Housing and Community Sector, and b) the Collaboration and Consultation Protocol.
Who are the Practice Guides for?The guide has been designed for any staff person or member of the partnership who has an interest in partnerships or partnering activity and is wanting an easy guide to commencing or sustaining a partnering arrangement.
This Guide
Guide 3: Sustaining the Partnership provides hints on how to keep the partnership alive, troubleshooting strategies and finally evaluation techniques to measure success.
Sustaining the PartnershipThe success of any partnership depends on sustaining the process, particularly as leadership, administrations, and policy makers change.
Initial commitment and energy of partners commences the partnership, however the following components are the key to sustaining partnerships over a long period or until they conclude naturally through meeting their goal (time limited):
• creating a sense of interdependence
• recognising and rewarding members
• combining planning with action, and
• creating a learning partnership
1 The project was an initiative of the Human Services Partnership Implementation Committee (HSPIC) which has representatives from both sector organisations, including the Victorian Council of Social Service (VCOSS) and DHS.
Guide 1 Preparing to Partner
Guide 2 Commencing the Partnership
Guide 3 Sustaining the Partnership
Content• Definition• Principles• Types• Benefits• Challenges• Exploratory
meeting
Tools• Assessing
the Need for Partnerships
• Continuum of Joint Effort
Content• Questionnaire• Mapping• Communication• Reporting• Managing
conflict
Tools• Partnership
Working Group• Progress Report • Terms of
Reference
Content• Partnership lifecycles• Support
Strategies• Evaluation
Tools• Brief P/ship
Questionnaire• VicHealth
Partnership Analysis Tool
• New York P/ship Self-Assessment Tool
00911_vcoss_partner_guide_3.indd 118/11/09 9:40 AM
Example of a Partnership Communication Strategy
Meeting Whose responsibility When MethodGovernance
Group
Affiliate
Members
GovernanceGroup EO/ProjectOfficer/Coordinator
Bi-monthly Email
Agenda Chair/EO/PC Bi-monthly Mailforthosewithoutemail ✓
Minutes EO/ProjectCoordinator Bi-monthly Mailforthosewithoutemail ✓
ParnershipBudget EO/ProjectCoordinator Bi-monthly Mailforthosewithoutemail ✓
EOReporttoGovernanceGroup/OtherGovernanceGroupPapers
EO/ProjectCoordinator Bi-monthly Mailforthosewithoutemail ✓ ✓
Partnershipagreement EO/ProjectCoordinator 6monthlyorannualreview&every2-3years
Emailhardcopy ✓
WorkingGroup ChairWorkingGroup Fortnightly TabledatGovernanceGroupbi-monthlymeeting
Agenda ChairWorkingGroup Fortnightly Mailforthosewithoutemail ✓
Minutes Member,workinggroup Fortnightly Mailforthosewithoutemail ✓
Source: North East Primary Care Partnership Agreement 2010-2012, 2011.
Communication Strategy
Thecommunicationbetweenmembersofthepartnership,andbetweenmembersandothersectororganisationsoutsideofthepartnership,playsanimportantroleinthesuccessofthepartnership.Whilstnotallcommunicationsneeddocumentationandformality,itishelpfultodetermineinformationflowonparticulartopicsandidentifyresponsibilityforcommunication.Somepartnershipshavedevelopedacommunicationstrategytoclarifythis.BelowisanexampleofaPartnershipCommunicationStrategydescribingwhat,howandtowhoinformationisdisseminated.
Partnership Guide 4.indd 19 14/12/11 9:24 AM
Partnership Practice Guide
IntroductionWelcome to the third Partnership Practice Guide of a series of three guides on partnering1 designed to provide information, tools and resources to staff in the health, housing and community services sector and government departments.
The three guides are complementary to other guides and manuals available in the sector and can be read in conjunction with a) the Memorandum of Understanding 2009–12 between the Department of Human Services (DHS) and the Health, Housing and Community Sector, and b) the Collaboration and Consultation Protocol.
Who are the Practice Guides for?The guide has been designed for any staff person or member of the partnership who has an interest in partnerships or partnering activity and is wanting an easy guide to commencing or sustaining a partnering arrangement.
This Guide
Guide 3: Sustaining the Partnership provides hints on how to keep the partnership alive, troubleshooting strategies and finally evaluation techniques to measure success.
Sustaining the PartnershipThe success of any partnership depends on sustaining the process, particularly as leadership, administrations, and policy makers change.
Initial commitment and energy of partners commences the partnership, however the following components are the key to sustaining partnerships over a long period or until they conclude naturally through meeting their goal (time limited):
• creating a sense of interdependence
• recognising and rewarding members
• combining planning with action, and
• creating a learning partnership
1 The project was an initiative of the Human Services Partnership Implementation Committee (HSPIC) which has representatives from both sector organisations, including the Victorian Council of Social Service (VCOSS) and DHS.
Guide 1 Preparing to Partner
Guide 2 Commencing the Partnership
Guide 3 Sustaining the Partnership
Content• Definition• Principles• Types• Benefits• Challenges• Exploratory
meeting
Tools• Assessing
the Need for Partnerships
• Continuum of Joint Effort
Content• Questionnaire• Mapping• Communication• Reporting• Managing
conflict
Tools• Partnership
Working Group• Progress Report • Terms of
Reference
Content• Partnership lifecycles• Support
Strategies• Evaluation
Tools• Brief P/ship
Questionnaire• VicHealth
Partnership Analysis Tool
• New York P/ship Self-Assessment Tool
00911_vcoss_partner_guide_3.indd 1 18/11/09 9:40 AM
Guide4:PartnershipGovernance,ModelsandLeadershipPartnershipPracticeGuide
20
assesshowsuccessfultheprojectwasintermsoffunctionality,performance,andcostversusbenefits,aswellasassesstheeffectivenessofthelife-cycledevelopmentactivities.Thismayinvolveseekinginputfrommembersviaabriefwrittenreport,thecompletionofsimplequestionnaireorholdingameetingwithkeymemberstoseektheirinputandopinionsaboutthepartnershipandwhattheywoulddodifferentlynexttime.
Apostreviewisgenerallyconductedupto3monthsafterthepartnershiphasceasedtoenableobjectivityandreflectiontime.Thereportisprovidedtomembers,thefundingbodyorgovernmentwhichmayjointlyusethefindingstoinitiatenewactionsortoinformfuturepartnerships.
Exit Strategy – Breaking up is hard to doRecognition and thanks to Partnership members
Activitiesmayincludeformalrecognitionandthankstomembersfortheirparticipation,celebratingthecompletionofkeyworkundertakenandsuccessesalongtheway.
Post Partnership Review or Evaluation
Thepostrevieworevaluationisusuallydevelopedoncethepartnershiphasceasedandalltheprojectdeliverableshavebeenfinalised.
Thefinalrevieworevaluationisbothahistoryofthepartnershipandafinalevaluationofitsperformance.Theobjectivesaretodetermineifthepartnershipachievedwhatitwasdesignedtodo.Thereviewshould
Somepartnershipswillnaturallyconclude–theirpurposehasbeenachieved,thepurposeisnolongerrelevantorthepartnershiphasmorphedintoanotherarrangement.Forthosepartnershipsthatcease,thereareanumberoftasksorobligationstoclosethepartnership.Thesetasksinclude:
Completion of the partnership obligations
Thistaskrelatestotheachievementandcompletionofthepartnership’slegalandfinancialobligations,includingfinalreportingrequirementstothefundingbody,returninganyunspentfunds,collatingfilesandarchiving,anddeterminingalocationforthestorageoffiles.
Further Resources
6.PandL,2008,“ImprovingPartnershipGovernance:UsingaNetworkApproachtoEvaluatePartnershipsinVictoria”,TheAustralianJournalofPublicAdministration,vol.67,no.4,pp.443–456.ThisarticleisavailableonlineatBlackwellSynergy
7.EPWeber,&A.M.Khademian,Wickedproblems,knowledgechallenges,andcollaborativecapacitybuildersinnetworksettings.Public Administration Review, Mar/Apr 68(2),2008,334-349.
8.PWilliams,‘TheCompetentBoundarySpanner’,Public Administration Volume 80,Issue1,Dec2002,pages103–124http://onlinelibrary.wiley.com/doi/10.1111/1467-9299.00296/abstract
1.AustralianInstituteforPrimaryCare(APIC),An Evaluation of the Primary Care Partnership Strategy Report,2005,p.7.
2.CompassPointNonprofitServices:www.compasspoint.org,2007.
3.ESWeiss,RMillerAnderson&RDLasker,MakingtheMostofCollaboration:ExploringtheRelationshipBetweenPartnershipSynergyandPartnershipFunctioning,Health Education & Behaviour,29(6):P688Dec2002.
4.TMorrison,‘Understanding&LeadingInter-agencyPartnerships:SupportMaterials’presentedinpartnershipwithBerryStreetatPartnershipConference29January2009,IvanhoeVictoria.
5.NorthamptonshireCountyCouncilPartnershipProtocol:http://www.northamptonshire.gov.uk/en/councilservices/Community/sic/Pages/PartnershipProtocols.aspx.
Special ThanksSpecialthanksfortheircontributiontothepartnershipstructuresandanalysis:
• ErinClark,CoordinatorFamilyServices–Youth,YouthServices,CityofWyndham
• JulieWatson,ExecutiveOfficer,NorthEastPrimaryCarePartnership
• LeeKennedy,outgoingExecutiveOfficer,HealthWestPrimaryCarePartnership
Partnership Guide 4.indd 20 14/12/11 9:24 AM