Partnerships Getting the right balance

1. PartnershipsGetting the right balance Insert date/name

2. COPING – A Case Study The COPING Consortium involves ten partner agencies working in six countries (Germany, France, Romania, Sweden, Switzerland and the UK) and across five languages

3. Partners England University of Huddersfield Germany Dresden University of Technology Romania Universitatea Alexandru Ioan Cuza Sweden Karolinska Institute France Eurochips POPS Treffpunkt Alternative Sociale Association Ryksbriggan Switzerland QUNO

5. On equality… • Understand your role • Be clear about boundaries • If you have a lead role, lead, don’t dominate • Don’t underestimate your partners

6. Luck or design… • Select partners for the strengths they bring to the project • Developing partnerships just for the project is sometimes necessary but risky, not always appreciated by funders • Build on existing links if you can (COPING did all three) • Effective partnerships involve a measure of luck • Like any relationship, partnership working requires work, flexibility and compromise

7. Different contributions • Partners contribute different things: • Money • Staff time • Expertise • Facilities • Networks • Reputation/credibility • Specific skills • Universities often over-estimate the value of their contribution and underestimate the contribution of others • Acknowledge when you have the balance wrong

8. Partner’s history… In addition to technical or organisational strengths does the person you will be working with have: • Good interpersonal skills • Insight • Knowledge • The ability to appreciate the expertise of others • A history of successful delivery • Ability to handle agreed responsibilities • Is there compatibility

9. Leadership… • Partnerships need leadership… lead • Communicate, consult but know when you need to be decisive • Be attune to sensitivities and sensibilities • Be proactive and confront apparent inequalities in the partnership – you may not be able to resolve challenges but your efforts will be appreciated • Language, culture and social context must be taken into account

10. Building together… • Effective partnership working is the basis of all successful projects • Consolidate what you build together • Pay attention to the social glue that cements relationships • Give credit and attribute project gains fairly • Promote partners’ logo’s and organisational brands whenever you can • Be respectful

11. POPS COPING NGO Role - UK

12. Phases of partnership working Phase One– Bringing People Together • Define roles, responsibilities and outcomes • Seek to achieve shared commitment to clearly articulated goals • Facilitate open debate and encourage the expression of difference • Assess personalities and strengths • Establish agreement about the need to cooperate

13. Phase Two - Building the Foundation • Learn, assess, and build trust • Deal with anxieties and clarify responsibilities • Provide support – make it personal • Share learning and early gains • Establish effective communication systems • Pay attention to project objectives and deliverables and give sufficient notice to partners to meet deadlines

14. Phase Three - Developing and Sustaining the Partnership • Make sure that all parties are benefitting • Recognise and address partner concerns • Hold partners to account for not meeting deadlines but help to problem solve • Keep partners engaged • Be patient and persistent • Respect partners’ time and organisational demands • Partnerships are political… live with it • Get to know each other personally

15. Passing on… • Reflect and learn • Pass on knowledge and experience • Create opportunities where you can • Facilitate team work • Recognise excellence

16. www.coping-project.eu