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Endearing Myths, Enduring Truths: Enabling Partnerships |
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Summary
|
Aspect |
Endearing Myth |
Enduring Truth |
| Ensuring that
the Partnership Contains the Right Mix of Partners. |
Successful partnerships are those where partnering organisations share an interest in addressing common goals. | Successful partnerships include the right combination of organisations to secure the necessary institutional mandates and delivery mechanisms to achieve the partnership’s objectives and activities. |
| Partner’s Aims as Partnership Drivers . | Successful partnerships are primarily shaped around a common or shared long-term vision or aim | Successful partnerships are those shaped around common or shared activities that first and foremost deliver against the individual aims of each partner, particularly where these have been legitimised within the partnership. |
| Process Method Key to Operational Success | Individual champions are the key to successful partnerships, all the more so when diverse organisations are involved with very different aims and world views. | Methods for building partnerships are relatively interchangeable during their initial stages, but as the partnership is operationalised, structured methodologies become relatively more effective than approaches dependent on individual champions. |
| Fractured Contexts Can Enhance Partnership Potential |
Partnership potential is greatest when the context ensures that partners are most receptive to, and knowledgeable of, each other. | Potential benefits from partnerships are often greatest where social, economic, and political uncertainties have historically constrained co-operation (although if the historical grievances are too great, this can also prevent the partners from coming together without an initial process of conflict resolution). |
| International Dimensions Provide Key Experience and Leverage | Partnership success is dependent on those most directly involved and with most at stake. | Partnership success often depends on individuals and organisations not directly involved that can bring critical experience and financial leverage, a feature of many partnerships involving international business and public sector agencies. |
| Evolving Partnerships | Stable and clearly bounded partnerships are most likely to be effective. | A partnership’s success often depends on its evolution, for example, in its membership and wider relationships, and in some instances even in its purpose. |
| Direct Partnership Costs and Benefits |
Partnership costs are so high as to make them unprofitable for the participating business units. | Focused partnerships often yield net benefits to those organisations directly participating, particularly over the medium and longer-term. |
| Extended Partnership Benefits | Extending benefits from the partnership requires scaling up or replicating successful partnership experience. | Extended benefits from the partnerships are most likely where there has been growth in participants’ own abilities to work across sectors, and where the abilities are recognised and rewarded. |
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