Lessons Learned Key Success Factors in Agency Partnerships
Actively seek out partnerships as a way to strengthen both current and future services. Often the beginnings of good and lasting partnerships happen by one organization taking the initiative to find a compatible partner.
Incorporate partnerships as a key principle in your service delivery model. This instils a culture of looking for partnerships on a regular basis and provides an opportunity to try out partnerships slowly rather than trying to form them in the midst of developing a program model under tight timeframes…
Actively seek out partnerships as a way to strengthen both current and future services. Often the beginnings of good and lasting partnerships happen by one organization taking the initiative to find a compatible partner.
Incorporate partnerships as a key principle in your service delivery model. This instils a culture of looking for partnerships on a regular basis and provides an opportunity to try out partnerships slowly rather than trying to form them in the midst of developing a program model under tight timeframes.
Seek opportunities to work together on smaller initiatives before you commit to a larger partnership opportunity. This provides an opportunity to evaluate your compatibility.
Ensure that there is a common set of values and a common approach to service before embarking.
Look for complementarity. Search for partners that will strengthen services by complementing yours. Avoid partners with the same services/skills.
Always partner with an agency that does some things better than yours (and vice versa). This is how synergy and value-added is created.
Be clear on exactly what short and long term goals will be achieved and what benefits will be gained from your perspective. Partnership must serve a strategic purpose for each partner. Note too that each partner’s goals should complement one another, but they do not have to be identical.
Determine who will take the lead in managing the process, in addition to forming a partnership committee. This person becomes the contact person, as well as to some extent, a lightning rod (or put more gently a “relationship keeper”), who should be able to quickly clear up minor misunderstandings that might otherwise seriously impede the process of partnership.
If you think your agency might find itself in a risky partnering position (if you think someone may pull out), have a “Plan B Partner” in place.
Consider ‘worst case’ scenarios to ensure there is a viable exit strategy. Make sure that all parties understand, and agree to, the process used to exit partnership and include this in your partnership agreement. Get a partnership agreement in writing as soon as possible in the proposal writing process.
Be very clear about the division of responsibilities in the eventual administration of the program. If need be, develop a case management model and other protocols ahead of time. Consider also, the mechanics of how program maintenance functions (e.g., payroll) will be carried out.
Ensure that you have a conflict resolution process in place to address any difficulties that may arise through the partnership.
Give credit to your partner in all communication related to the project. This reinforces the partnership.
Never enter into partnership for the sake of partnership – it involves too much time and effort (and therefore cost) to be undertaken simply for its own sake.
Never feel that you need to enter into a partnership because you are approached to be a partner. While it may be a nice compliment, the partnership must meet your needs as well.
