the trust company strategic partners symposium partnership & collaboration october 2013
TRANSCRIPT
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The Trust Company
Strategic Partners Symposium
Partnership & Collaboration
October 2013
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COLLECTIVE ACTIONISOLATED ACTION Partnership threshold
Theory of change
threshold
PROGRAMEFFECTIVENESS
Traditional, transactional domain for non-profit organisations that pursue relatively isolated social impact
NFPs develop a theory of change which puts its social change objective in broader context.
Link theory of change to strategy & evaluation framework and focus on longer term outcomes
NFPs align strategy and activity behind a common theory of change with other organisations.
Partnership model becomes a platform for other stakeholders like government, corporates, academia
TRAJECTORYThere are 2 thresholds to cross towards collective impact
Loosely aligned collaboration with little strategic clarity
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COLLECTIVE ACTIONISOLATED ACTION Partnership threshold
Theory of change
threshold
NARROW FOCUS
BROAD FOCUS
National Stroke Foundation - Australian Stroke Coalition
The Florey – Women in Science Project
OUR PRACTICE MODEL Engaged Philanthropy will contain a mix of partners along this trajectory
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Engaged Philanthropy
Practice Model has 2 variables:1. Grant making effectiveness - TOC
• Grant making process• Grant making experience• Grant selection• Acquittal process • Evaluation
2. Partnering Effect – • Number of partnerships• Types of partnerships• $’s leveraged• Common agenda• Shared outcomes
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Some frameworks for discussion …
5
Program
Program ‘Partners’
Activity Focus
Program
Program ‘Partners’
Peer or Sector Engagement
Program
Program ‘Partners’
Peer or Sector Engagement
Cross-Sector EngagementSectoral Focus
Cross-Sectoral Focus
The way that organisations operate - and the extent to which they seek to collaborate with or influence the behaviour of others - can vary
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Why Partner?
WHY PARTNER?
• What are we trying to achieve?• What are the challenges?• What is the value of the partnership?
– Benefits– Risks– Value add – individually and collectively
• ‘Catch all for everything’• Majority of partnerships are sponsorship, transactions or contacts• Little evidence of partnership evaluation to date
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TO PARTNER OR NOT TO PARTNER?
Hoped-foroutcomes(s)
Strategic &Underlyinginterests
themescale
hook
• What is the cost for a partnership approach?• Are there alternative/better options?• Transactions costs vs benefits?• Possible obstacles and risks?• What are the broad projects/activity areas?• What resources/competencies are needed?• Is there capacity for
flexibility/responsiveness?• Is the organisation ready/fit for partnering?• Are there potential unintended
consequences?
CONSIDERATIONS
For example because:• There is a better alternative• The risks are too high• The benefits are insufficient• The organisation is not ready
No go
Initial partner analysis
Decision to move forwards
* Partnership Brokers Association
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Partnering Challenges
Barriers and Impediments to Effective Partnerships
– Lack of clear purpose and differing expectations of what the partnership will deliver
– Predominance of ‘silos’ within the partnership group which can restrict communication and delay decision making
– The lack of a clear process to bring the partners together and enable them to maximise the opportunities from the partnership
– People leaving and entering the partnership with new relationships having to be formed over and over again
– Lack of partnering skills and knowledge of how to be an effective partner– People seeing partnerships as just a different way of allocating funds to projects
or initiatives
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Principles of Partnering
There are 3 principles of partnering:
• Equity – where this implies an equal right to be at the table and a recognition that contributions to the partnership can be in different forms
• Transparency – where all relationships are based on openness and honesty, and where people will be truly accountable
• Mutual Benefit – where all partners can achieve specific benefits over and above the common benefits to all
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Partnering Phases
3 Distinct Phases:• Stage 1: Creating: Each of the potential partners work together to
design a partnership framework that clarifies what the partnership is about and how the partners will work together, resulting in a common agreement to move forward
• Stage 2: Developing: Creating an Action Plan for the partnership setting out the direction and tasks required to achieve the partnership objectives (the operational or implementation plan)
• Stage 3: Sustaining: Processes to ensure that the partnership to reach its full potential and delivers the expected overall outcome
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PARTNERING CYCLE
Scoping
Identifying
Building
Planning
Structuring
Mobilising
Delivering
Measuring
Reviewing
Revising
Scaling
Moving On
The Partnering Cycle