Enhancing Strategic Alliances
Drivers of Success
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Agreement that a partnership is necessary;
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Esteem and trust between different interests;
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The leadership of a respected individual (or individuals);
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The commitment of key interests developed through a clear and open process;
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The development of a shared vision of what might be achieved;
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Shared mandates or agendas;
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The development of compatible ways of working, which presupposes organizational flexibility;
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Good communication, perhaps with the help of facilitators;
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Collaborative decision-making, with a commitment to achieving consensus;
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Effective organizational management; and
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Time to build the partnership.
Drivers of Failure
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A history of conflict among key interests;
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One partner manipulates or dominates;
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Unrealistic goals and objectives;
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Differences of philosophy and ways of working;
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Poor communication;
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An unequal and unacceptable balance of power and control;
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An absence of common interests;
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Hidden or irreconcilable agendas; and
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Financial and time commitments that outweigh potential benefits.
Guidelines for Managers
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Informal partnerships work best when a project is specific and achievable.
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Where the project is complex and spans several years, it may be necessary to create formal partnership structures for decision-making.
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It is not easy to tackle a wide range of issues through an informal partnership. It is better to address such matters through consultations.
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Simply setting up a partnership structure does not solve all problems. Partners still need to clarify the joint goal and objective, values, and interests, among others.
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Partnerships do not have to be equal but the partners do need to feel that they are involved to an appropriate degree.
Guidelines for Project Officers
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Clarify the goal and objective behind forming a partnership.
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Identify the stakeholders and the key interests that can help or hinder the development of a project.
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Consider who one really needs as a partner and who would really want to be a partner: some stakeholders may only want to be consulted.
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Before approaching potential partners, make sure that you have support and agreement about working with others.
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Make informal contact with partners to understand their values and interests before formulating formal proposals.
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Communicate with your partners in a language they will understand, focusing on what they may want to achieve.
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Plan the partnership process over time.
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Use a range of methods to gather people in workshop sessions as well as in formal meetings.
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Encourage ideas from partners because ownership leads to commitment.
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Be trustworthy. One of the main barriers to creating and running successful partnerships lies in the attitudes that people bring to the process. To develop trust, it is necessary to draw out and deal with suspicions from past contacts; be open about what one is trying to achieve and about problems; be prepared to make mistakes and to admit to them; and deliver what one promises.
Creating and Running Partnerships
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Advertise country strategies and programs and details of loan, grant, and technical assistance projects through media, such as the Internet, newsletters, and public meetings, and take care to give evidence of strategic integration.
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Map potential partners for strengths, weaknesses, opportunities, and threats.
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Understand the priorities and skills of potential partners.
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Develop a partnership structure based on a clear purpose, trust, and agreement on responsibilities and accountability.
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Identify champions and communicate with them frequently.
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Build partner confidence through early participation in project work.
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Accept that partnerships need long-term support and make abilities and resources available.
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Develop a forward strategy for partnerships.
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Ensure appropriate monitoring of progress by the partnership.