Working with Partners/Counterparts

Partnership Management 

How do we Develop Programmes

Development work is done in cooperation. Large projects like VET must be implemented in partnership even when the contract with the EU is done by a single organization.  In this case the challenge is to get other stakeholders on-board who will contribute to the success of the project and the achievement of project objectives - Namely employers, financial institutions, Government, other civil society organizations, etc.

But how how do we ensure that it is a true partnership? And what makes a really effective partnership? The challenge is to ensure a two-way flow of benefits between Organization and the partners. In a successful partnership knowledge and skills are shared, which means Organization are learning from each other and maintain constructive, respectful relationships.

This was prepared for a busness plan of a profit company and need to be wriretten for the programme plan of an NGO

The social system is made of many interrelated cultural, economic and policy factors. Any change at a certain level will stimulate changes at other levels, that will adjust to such changes, either integrating them or resisting to them; thereby sending positive or negative feed backs as responses to the inputs received.  No organization does development work in a vacuum and it cannot decide by itself how the local population and the local institutions will react to the plans of the organization.  So the best way to make a real difference and produce a sustainable positive change is to work in partnership with other development actors and prepare plans with a spirit of subsidiarity and reciprocal empowerment.

If project will not involve the stakeholders at all levels and if programmes will not be managed in a concerted efforts with partners and counterparts, the development work will not achieve the expected impact.

During all phases of programme cycle management monitoring and evaluation results should be used to improve partnership management and utilize the current work for synergizing with with relevant external networks and organisations in order to facilitate key learning opportunities for staff and partners within  organization, and to promote opportunities and capacities for creativity and innovation in our programme.

While designing programmes, we should always consider the following issues:

• How shall we involve the main stakeholders?

• How can we manage collaborations so as to generate a sense of partnership and solidarity with key development stakeholders?

• How can we manage collaborations  so as to improve one's own organizational capacity?

• How can we manage collaborations  so as to  achieve high reputation?

Achieving professional reputation through the application of high standards in all aspects of organizational culture and management style is a fundamental requirement for generating an organizational image that is a prerequisite for a successful Partnership Management.

Vrinda here please re-write the following para to keep them logically related to the lines above   also verify the coherence with the links above.

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oxfam texts ...

Working with Partners/Counterparts
 
In this section: > Organization's approach > essential ingredients > choosing partners
Organization's mission is to work with others to overcome poverty and suffering 
These 'others' may be the people themselves who are living in poverty, and they may also be government or non-government organisations through whom we are seeking to support people. These are our partners (sometimes referred to as 'counterparts'). If the changes we are seeking to make with people living in poverty are to be truly lasting, we need to be sure that we work with all our partners in a way that fosters mutual respect and learning; a way which leaves both Organization and the partner stronger, more skilled and wiser.
 
Organization's approach to working with partners
The question is often asked in Organization (and by Organization partners) “What does Organization actually mean by 'partnership' ?” The term implies an equal relationship between Organization and the local organisations through which we often work to implement programmes. But Organization’s financial dominance can make it a less equal relationship. So how do we ensure that it is a true partnership? And what makes a really effective partnership?
In her short paper ‘Organization’s Approach’ Barbara Stocking stresses that for selecting partners:
“There are few predetermined criteria other than the commitments to equality, participation by people themselves and financial probity”
Beyond these principles, it is the programme team on the ground who must make a judgment, based on the context and the particular programme in question - and on their own local knowledge and experience - about the appropriateness of a particular partner.
There is no easy formula which can be applied in all circumstances as to what constitutes a good partner and how to work with them, although there some guidelines can be given below for what to consider when choosing partners. 
Organization programme practitioners will have experienced working with partners varying enormously in size and type; small community groups, large, multi-faceted, national organisations, civil society organisations, charities, religious groups, governments, producer co-operatives etc etc. Many programme teams have had to instigate and nurture partner organisations in countries emerging from conflict or repressive regimes where civil society was repressed. For each type of partner and each set of circumstances there are appropriate ways of engaging with the partner and managing the relationship.
To make these judgments, the programme team needs to have - or to draw on - a strong understanding of the local political, economic and social context and how the project/partner relates to other NGOs and potential partners. They need to consider at the outset, what are the objectives of the project and of the partnership? Does this partner have the right skills, qualities, structure, capacity and so on in this particular context and at this particular time, to achieve those objectives working alongside Organization?
 
8.2 Essential ingredients
Once selected, “an agreement should be made with our partners what each of us is going to contribute, the change we wish to achieve, how we will monitor progress, and how each of us will account for resources.“ (from 'Organization’s Approach') Organization’s experience has shown that the essential ingredients of a successful partnership are:
· An agreement that this is a partnership
· Clear, shared objectives and a shared agenda
· Clarity of expectations (both ways)
· Transparency (processes, finances, accountability)
· Mutual respect and a genuine willingness to learn from each other
Partners sometimes say that what sets Organization apart from other founders is that we offer guidance and accompaniment as well as funding, which makes them feel Organization is more like a true ‘partner’.
Organization’s approach is to ensure a two-way flow of benefits between Organization and the partner; “sharing knowledge and skills” (which means Organization learning from partners as well as them learning from Organization); consulting partners about when advocacy or popular campaigning should be under Organization’s banner and when under their own; being “prepared sometimes to take a lead, but also often to follow” when working with allies on advocacy and popular campaigning; and maintaining “constructive, respectful relationships with (OI and) other affiliates”.
The relationship between Organization and a partner can last many years, and it is vital that the relationship is effectively monitored and managed. Assumptions should be regularly tested and procedures adhered to so that mutual trust does not become complacency or exploitation.
8.3 What to consider when choosing partners 
When deciding whether to work in partnership with another organisation, we should:
· Be clear about the purpose of the partnership and the activities to be undertaken by Organization and the proposed partner.
· Appraise the partner under consideration and also whether the proposed partner and Organization have the necessary competencies to achieve the project objectives, working in partnership.
· Appraise whether this partnership will be a cost-effective way of bringing about the intended changes.
· Appraising the proposed partner organisation involves:
Checking that the organisation is compatible with Organization in terms of its mission, values, credibility and accountability, including the way it addresses issues of diversity and gender equality.
Checking that the organisation has the management and professional competence and capacity to deliver the programme on time, on budget, and to agreed professional standards, including working to address gender inequalities and the participation of people living in poverty. OR
· Agreeing what support they need to ensure the project is implemented effectively and how that support will be provided.
 
 

Partners and Vendors    There is no “one way” to deal with partners or vendors. Each strategy has to be based on a number of different criteria, ranging from how much project/programme purpose you do together to how well your people and their people get along. Personalities are quite often an issue when dealing at this level, as are how you decide to treat them.

Associations and Networks (including competitors)  In most cases, organizations speak for themselves. However, in a time of crisis, uncertainty, or change, a need may arise to speak for the entire sector of activity. As a result, organizations have to learn how to maintain a effective spirit that does not get in the way of any necessary cooperation that will benefit everyone involved.

• Participatory Approach and Transparency to Development Actions and Policies  -  Participation Methods and Tools