From the conference Competence 50+ 2007 in Gothenburg, Sweden.

1. Partnership A model for sustainable change Some key success factors Leda Stott Patrik Jonsson Competence 50+ Gothenburg, Sweden June 19th 2007

4. “ Because you understand (from experience) that you cannot achieve your goals by working on your own…and you believe that by working cooperatively with other sectors you can achieve greater innovation, impact, scale, reform and / or sustainability…” The power of the partnership idea

5. Collaboration, Common vision, Complementarity, Compromise, Consensus, Consultation, Creativity, Democracy, Engagement, Empowerment, Equality, Equity, Exchange, Fairness, Honesty, Inclusion, Innovation, Involvement, Mutuality, Openness, Participation, Reciprocity, Respect, Sharing, Togetherness, Trust, Transparency, Win-win situations… Partnerships enable…

6. Ambiguous, Blurred, Challenging, Competitive, Complicated, Demanding, Difficult, Draining, Exhausting, Hard work, Laborious, Messy, Problematical, Protracted, Risky, Strenuous, Tedious, Time-consuming, Tiring, Tough, Unaccountable, Unclear, Undemocratic, Unfair, Unruly, Untidy, Wearisome… But partnerships are also…

7. Being realistic “ The language of partnership may be very attractive …but in practice…may conceal far more than it facilitates …” David Runciman “ If you can achieve the same goals by any other means – don’t partner!” Nelson Phillips PCCP lectures, University Of Cambridge, September 2004

10. Working with multiple relationships Organisations Individuals

11. Starting the partnership “ The preparatory work is not just the first – it is the most important.” EQUAL Partnership Practitioner

16. Value diverse contributions SOURCE: GUY VENABLES, THE PARTNERING INITIATIVE, IBLF

18. “ The most effective partnerships are tied with no uncertainty to the core business, or core interests, of each organisation that comes to the table…if a “business” case for each partner (more broadly than in strict financial terms) cannot be made convincingly, then forget it. ” Ken Caplan ‘ The Purist’s Partnership’ Partnership Matters1, 2003 Assessing incentives

24. Ensure clarity at all times SOURCE: GUY VENABLES, THE PARTNERING INITIATIVE/IBLF

35. Promoting organisational change “ Ultimately, institutional reform may be a more important outcome of a partnership than any other… if the partnership leads to a government department functioning more creatively and efficiently; … or to a business contributing more vigorously or systematically to development in all aspects of its operations; or to an NGO having a much larger-scale impact – then the ‘outcomes’ of the partnership will have become significantly more substantial than its ‘outputs’…” Ros Tennyson, The Partnering Toolbook, 2004

40. Accountability Innovation Task-oriented Policy-Oriented Emphasis on Sustainable Delivery Maximising influence and impact SOURCE:BPD