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The Tavistock Institute/FLUID Visit, September 2003

The Tavistock Institute/FLUID Visit, September 2003. Programme Welcome Our Work in Partnership: What Works, What Doesn’t: Lessons from our Experience Partnership in Practice: the ‘Hertfordshire’/CBMDI project Our Work in Education and Training Our Work in Work and Employment.

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The Tavistock Institute/FLUID Visit, September 2003

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  1. The Tavistock Institute/FLUID Visit, September 2003 • Programme • Welcome • Our Work in Partnership: What Works, What Doesn’t: Lessons from our Experience • Partnership in Practice: the ‘Hertfordshire’/CBMDI project • Our Work in Education and Training • Our Work in Work and Employment

  2. The Tavistock Institute/FLUID Visit, September 2003 • Partnership: What Works, What Doesn’t: Lessons from our Experience • The UK Policy Context: • Public and Private: Transport • Public and Public: Social Care, Welfare to Work • Public and Voluntary: Health • All Together Now: Education

  3. The Tavistock Institute/FLUID Visit,September 2003 • Partnership: What Works, What Doesn’t: Lessons from our Experience • Evaluating and Advising: • Health and Social Care: Healthy Living Centres, Hertfordshire • Regeneration: Small Towns & Villages Enterprise Initiative, CRTI • Welfare and Employment: ONE Pilot Schemes • Education & Training: Compete, Competent • Work and Employment: National Lotteries, Work-Life Balance • Running: • EC-Wide projects: HERO, Competent • UK-sub contracted projects: Healthy Living Centres

  4. The Tavistock Institute/FLUID Visit,September 2003 • Partnership: What Works, What Doesn’t: Lessons from our Experience • Context: • Have a partnership for a reason • It’s not just about money: have a task around which the partnership can build • Structure the partnership to get ‘buy-in’ - avoid the core/peripheral member model • Don’t force the pace • Small (and local) is often beautiful

  5. The Tavistock Institute/FLUID Visit, September 2003 • Partnership: What Works, What Doesn’t: Lessons from our Experience • People: • Paying attention to people at the centre of a partnership is crucial • Choose your Chair • Avoid domination by a single body with their own agenda • Be clear where the authority lies (and make sure everyone else is) • Committed people can overcome traditional enmities

  6. The Tavistock Institute/FLUID Visit,September 2003 • Partnership: What Works, What Doesn’t: Lessons from our Experience • Systems: • The devil really is in the detail • Think about how well support systems - paper, IT - will integrate across the partnership • Think about different organisational languages • Train people in partnership - workshops, focus groups - and in leading/chairing

  7. The Tavistock Institute/FLUID Visit,September 2003 • Partnership: What Works, What Doesn’t: Lessons from our Experience • But don’t despair if it doesn’t work at first: • It is possible to bring partnerships back from the dead • The results can transform people’s lives

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