The Trust Company

Strategic Partners Symposium

Partnership & Collaboration

October 2013

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

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

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

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

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

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

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

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

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

PARTNERING CYCLE

Scoping

Identifying

Building

Planning

Structuring

Mobilising

Delivering

Measuring

Reviewing

Revising

Scaling

Moving On

The Partnering Cycle