Where are we now?

1. Our model in action (RT)

2. Associates – the creative hub of PBA (MD)

3. Our ‘business model canvas’ (RT)

4. Our targets for 2018 (to increase both influence and sustainability) (RT)

5. Operations – what works, what is challenging…(MW / MS)

6. Portfolios: Learning, Training, Transforming + key issues (BB / JM / RT)

7. Communications – connecting / data protection / imagery (JM / RT / MW)

BOARDresponsible for PBA’s

strategy, sustainability, legal compliance and

financial probity

INTERNATIONAL ADVISORY COUNCIL

responsible for upholding the vision, mission and values of PBA

and helping to build a global movement for partnership

brokering

COMMUNITIES OF PRACTICE

responsible for generating and developing new ideas, emerging

and sharing knowledge and challenging / changing

partnering practice

Our model in action as at 2016(with comments at the end of 2017)

OPERATIONSLeadership Team

ManagerSupport team

Authorised Trainers Approved Associates

Accreditation Mentorsresponsible for delivery of PBA

activities and day-to-day operations

1. Alumni

2. Trainers

3. Mentors

4. Service Providers

5. Accredited Partnership Brokers

3

The international dimension is now well

represented by the Associates Group and

another element would be surplus and cumbersome.

The Associates CoP has grown very significantly

in 2017 and is fast becoming the driver of

PBA growth and development

The focus on strategy, sustainability and

compliance has worked very well in 2017 and should remain as now

BOARDresponsible for PBA’s

strategy, sustainability, legal compliance and

financial probity

ASSOCIATESKey contributors to PBA by

upholding the vision, mission and values of PBA, increasing growth and reach plus helping to build a global movement for partnership

brokering

COMMUNITIES OF PRACTICE

responsible for generating and developing new ideas, emerging

and sharing knowledge and challenging / changing

partnering practice

Our model in actionas at 2018

OPERATIONSCore Team (9)Project LeadsChairs of CoPs

responsible for delivery of PBA activities and day-to-day

operations

1. Trainers

2. Mentors

3. PBT Alumni

4. Project Working Groups

4

Core Team:▪ ADVANCED PRACTICE & LEARNING PORTFOLIO (Bulbul)▪ Advanced Practice Manager (Dolores)▪ TRAINING PORTFOLIO (Julie)▪ Training Manager (Dianne)▪ TRANSFORMING PORTFOLIO (Ros)▪ PBA Coordinator (Marta) (70%)▪ FINANCE, GOVERNANCE & OPERATIONS (Mike & Marieke)▪ Accountant (Hilda)▪ PBA Coordinator (Marta) (30%)

Associates – the heart of PBA?

• Numbers • Who’s who? (Associates list)• Roles and remits• Associates Newsletter / Up-dates• Associates on the Partnership Network Platform• Associates Resource Bank (what’s there?)• Associates ‘manifesto’, Collaboration Agreements & Annual

Reviews

KEY PLAYERS• International leadership team of highly

experienced PBs• Wider core team willing to work part-

time & flexibly• Growing number of PBA-trained

Associates from diverse backgrounds and wide experience

• Growing group of alumni as allies, ambassadors and, increasingly, customers

• Replacement of the International Advisory Group with a more formally structured Associates Group – now comprising a higher number of ‘internal’ PBs from lead agencies (egUNHCR, Red Cross, UNICEF)

• On-going collaborative relationships with a growing number of key institutions (eg Oxfam, WEF, ICIMOD, Start)

• A number of leading figures increasingly willing to promote PB and PBA

KEY ACTIVITIES• Open training courses• Advanced courses / accreditation• Commissioned training• 1-day course / workshop (BBP)• Certificate in Remote Partnering• Tailored services• On-going coaching / support• Reviews, case studies and surveys• New / innovative initiatives• Publications (including Journal)• Public speaking (events / conferences)• Joint ventures with key other agencies

(innovative projects, grant applications, bidding for projects)

VALUE PROPOSITION

“We believe that multi-stakeholder collaboration (partnering) is critical for an inclusive, creative and sustainable world.

But many partnering attempts fall far short of potential and expectations because those involved have neither the understanding nor

the partnering skills necessary for innovation, effectiveness and impact.

PBA is the only international organization with a total focus on the partnering process

(aka partnership ‘brokering’).

We set standards and offer a unique and comprehensive approach to the professional

practice of partnering that challenges assumptions, builds knowledge from

experience and enables practitioners in all sectors and contexts to partner better”

KEY RELATIONSHIPSInternal:• PBA Associates Pool (trainers,

mentors, service providers, advisors, knowledge providers)

• Trainees at any moment in time• PBT AlumniExternal:• Donors, public figures, heads of

agencies and others who could strategically influence partnering practice

• Agencies with which we have an (actual or potential) collaborative relationship

• Comparable entities also working for transformational change

MARKET / THOSE WE SERVE Individuals working in all sectors and geographies who operate in PB-type roles and want to professionalize their practice• Growing number of practitioners

operating as independent partnership specialists

• Growing number of practitioners working within partner organizations as partnership specialists

• Selected institutions / agencies (with the potential to change) seeking to significantly improve their partnering practices & systems

• Selected institutions / agencies we identify because of their potential for influencing others and as challengers of poor practices

• Academia and policy institutions who need access to practitioners and practice to ensure their thinking and planning approaches are based on context realities

KEY RESOURCES• Thought leadership in this field• Established track record – PBT• Standard-setting for this new paradigm• Original materials – constantly

reviewed and up-dated• Growing number of international

Associates with rich experience• Alumni who promote our work

CHANNELS• Word of mouth (PBT graduates)• Dedicated websites (DD, RPP,PBA)• Social media• On-line platforms• Other’s networks • Presentations at conferences & events• Publications (esp. Greenleaf)

CORE COSTS• Core team (international, part-time,

dispersed) • Other key individuals (CoP chairs,

External Examiner, Board)• Investment in the ‘learning’ agenda• Publications, publicity materials, core

training materials / course books• Communications: website(s),

interactive alumni site, social media• Annual gathering for Associates• Administration, accounts, insurance

REVENUE STREAMSIP fees from all training courses (run by

Authorised Trainers)IP fees and surplus income from PBA-run

training coursesContract management income from services

(15% to core)Contract management income from grants

(15% to core)IP fees payable by Associates using PBA

materialsDonations for new initiatives (RPP/ RPOP/

WWD)Donations (esp. donated time) from

Associates and others

ASSUMPTIONS• Partnering as a mechanism remains

globally important• Our distributed business model is able

to function well alongside more conventional models

• Key players (PBA Associates, core team etc) are able to maintain and grow their involvement

• Training and / or partnering budgets available to those to whom we provide training are not totally decimated under economic / political pressures

SUCCESS INDICATORS• Growing numbers of PBT / Level 2

trainees and participants (eg in 1-day workshops, Remote Partnering Certificate)

• New markets for PBT• Increased take up of L2 courses• Higher value services• More multi-year services • Greater global spread of services • More diversification of revenue

streams (grants, bids, IP fees)• Evidence of improved partnering

practices in key institutions / stakeholder groups

OUTCOMES / VALUE CREATION• Alumni active and having measurable

impact on partnering across the globe• PBA Associates at the forefront of

leading-edge partnering practices in a larger number of locations

• Significant contribution to the Sustainable Development Goals

• Our publications and programmes are seen as standard-setters worldwide

• Partnering is increasingly transformational in character

Brokering Better Partnerships

• x26 including (x2 in Spanish and x2 in French)

Partnership Brokers Training

• 12 open cohorts trainer-led in existing markets • 4 open cohorts PBA-led (London / Geneva) • 4 open cohort trainings in new markets • 8 Commissioned trainer-led • 3 Commissioned PBA-led

Accreditation • Increase enrollment to 24

Advanced Skills • 5 courses planned (London x2, Australia, Canada, Geneva)

Services,New Initiatives & Joint

Ventures

• GACP• OXFAM roll out programme• IP fees for workshops • Donations / Finders Fees from Associates• Remote Partnering Project• Working with Donors• Learning Loop

Annual targets for our income generating work as at January 2018

Brokering Better Partnerships

• x26 including (x2 in Spanish and x2 in French) 10 delivered + 10+ under discussion (none yet in Spanish or French!)

Partnership Brokers Training

• 12 open cohorts trainer-led in existing markets – 18 delivered or planned• 4 open cohorts PBA-led (London / Geneva) 1 delivered, 2 planned, 1 dropped• 4 open cohort trainings in new markets – 4 planned• 8 Commissioned trainer-led 14 delivered or under discussion• 3 Commissioned PBA-led 1 delivered – 2 under discussion

Accreditation • Increase enrollment to 24 8 (from 2017) completed, 4 enrolled so far in 2018

Advanced Skills • 5 courses planned (London x2, Australia, Canada, Geneva) – 4 confirmed, 1 dropped

Services,New Initiatives &

Joint Ventures

• GACP – £25k in 2018• OXFAM roll out programme – £70k in 2018• Remote Partnering Project (NI) – £50k in 2018 so far• Working with Donors (NI)• Learning Loop (JV)• VSO – tender in process• IP fees for workshops • Donations / Finders Fees from Associates

Delivered or planned as at May 2018

Update on operations – a key part of the PBA experiment

Creating and maintaining the support structures for PBA’s activities:

• Contract management system

• Database and document management system

• Support of services and new initiatives

• Social Media momentum (more later)

• Quarterly reports on portfolio progress and opportunities

• Review process for core team performance & development

• Board composition and functions evolving

• LEARNING

• TRAINING

• TRANSFORMING

…and some key issues:

• Decision-making• Succession Planning• ???

PBA Communications

If you don’t have a copy of this –please feel free to take one!

Cards

Connecting

Data Protection

Re-thinking PBA imagery

The new PBA pack of cards

Connecting…

Social media is a low cost method of promoting partnership brokering and PBA:o Set up PBA LinkedIn business pageo Increase twitter followers (700 now)o Sharing posts across social media (including PBA Network)

Tap into social media profiles of Associates and Alumni (Dianne can help if people need advice or a ‘cheat sheet’ to set up new accounts)

Follow Michelle H in how she uses emails and blog entries to advertise PBTs (attached to her signature)

Follow Cath, Michelle, Rafal, Trish and Julie who all have short articles on their Linkedin sites

Dianne happy to draft short (1-3 paragraph) pieces from bullet points, interviews on the phone or drafts from Associates (she has a list of possible topics!)

How about a PBA Book Club to review / write about key publications

Connecting…

New data protection legislation – implications for PBA

General Data Protection Regulation (GDPR)

• Requirements for how to handle personal and sensitive data

• Consent, right to access and the right to be forgotten

• Consequences for PBA:• Application forms, agreements and contracts

• Data inventory

• Privacy statement

• Use of Dropbox, Mighty Network and Highrise

• GDPR Policy and Procedures & Guidance

Comes into effect on May 25!

Building a PBA approach to imagery

“We all looked at the same picture but we each saw different things”

artist

Two examples of sources for imagery we use

internet

• Is there something to take account of re the difference between an image that illustrates (ie endorsing a point) vs an image that challenges (ie questioning a point)?

• Do images that endorse – seeming to suggest certainty – work against our commitment to inviting and opening ourselves to challenge?

• How do we arrive at images that are universal enough to be used globally without becoming bland, irrelevant and / or overly politically correct?

• How do we build a portfolio of imagery that is aligned but not repetitive or formulaic?

Four questions to consider

• We want to position PBA as an entity committed to creative ways of re-imagining our world – we are not ‘neutral’ we are passionate advocates of striving for better

• Our commitment to creativity, imagination and transformation is the reason we have an ‘artist in residence’

• It is a core PBA theme that partnering processes are essentially universal in character whilst partnership projects are highly context specific – so we need a range of types of imagery that are able to respond to / convey both the global and the local

Three fundamental thoughts

On the one hand we want

images that are consistent,

recognisableand strongly

associated with PBA

Helping to build PBA as a

‘brand’

Partnership broker

reflecting

questioning

juggling

Remote Partnering Project

Working with Donors

Remote Partnering On-Line Tool Box

Building a ‘family’ of PBA-curated New Initiatives

The book (to be published July 2018)

PBA movement-building ‘logo’

On the other hand we want images that are locally / regionally appropriate

Helping to position our commitment to individuality

Some ideas of where Associates could introduce context / culturally specific imagery:

➢ PBT: Illustrating key challenges outlined in the Managing & Maintaining session

➢ BBP: for specific locations and / or sectors

➢ PBA on Platforms: images that surprise or shock / challenge assumptions

➢ PBA Workshops:

• Metaphors (in the form of objects or pictures)

• Photographs, videos, stories from local partnerships

• Cartoons & paintings from local artists

➢ Other?

Any new image you want to use when working on behalf of PBA needs ‘sign off’ from the appropriate LT person (eg Julie for PBT, Ros for services / platforms).

Remember to check any copyright issues.

We plan to create a PBA image resource bank that we can all use… please contribute to it!

Be clear (eg on platforms) when something is PBA’s position / perspective and when it is your own