Developing partnerships for mutual benefit
A cross-sector partnership approach to delivering employer supported volunteering can be a very effective and positive way of ensuring that there is local commitment and sufficient resources to deliver a programme that can be sustainable and meet the needs of all those involved.
However, working in cross-sector partnerships can take additional time at the outset, in terms of establishing the principles and agreements that need to be made to ensure success, and in understanding different partners agendas. However, in the long term, time spent getting it right in the beginning can really pay dividends.
Why work in cross-sector partnerships?
- no single sector can tackle deep-rooted social issues and problems alone
- we are all part of our local community – whether we are employed, unemployed, a business, a community organisation – we all want to live and work somewhere that is thriving and everyone contributes
- improves access to government investment that is increasingly linked to supporting local partnerships
- provides opportunities for additional funding and resources
- the partnership message is out there – employers are increasingly seeing partnerships as central to the delivery of their ESV programmes – as this provides more scope to reach communities and scale-up their programmes
- funders welcome partnership bids – in line with government strategy and opportunity to widen access to resources
- improves local decision making through collaborative approach
Benefits of working in partnership
- ensures that others’ views are heard and needs are taken into account by other sectors.
- aids the building of long-term relationships and opportunity to develop other collaborative approaches
- maximises the potential and contribution of each partner
- saves time and energy by maximising resources locally
- helps share the risk and widen the benefit
- brings access to more resources, networks, support, knowledge and information
- develops potential for long term programmes and impact measures
- creates mutual understanding and respect between sectors
- enables better planning and implementation
- provides opportunity to create dialogue and build relationships
- opens up new and diverse funding streams
- provides a forum to share and build best practice
Employer supported volunteering partnerships have specific benefits for the all the partners involved:
Benefits for employers
- ensures needs are taken into account in local decision making
- improves public profile and image
- raises awareness of business issues
- develops new networking opportunities
- helps to get closer to real community issues
- develops more opportunity to benefit from local impact
- builds local reputation and seen to be committed to the local community
- provides a strategic approach for employee volunteering
- develops commitment and understanding from organisations of the type of opportunities that employee volunteers want to support.
- Widens the scope of organisations that can be supported, providing more and varied volunteering opportunities for volunteers to chose from
Benefits for the public sector
- opens up opportunities to harness skills, knowledge and expertise to meet community need
- is an active demonstration of a commitment to cross-sector partnership working
- improves understanding between the sectors
- provides ways to learn different ways of working and offers up new solutions to problems
- offers many more opportunities to provide resources and support to local communities
- presents opportunity for dialogue and discussion
Benefits for VIOs
- provides a way to access additional skills, knowledge and expertise to meet the needs of local VIOs
- improves and develops understanding between the community and other sectors
- provides a focus to share social, economic, and environmental objectives
- develops a shared approach to tackling community need, with opportunity to maximise and build local resources
- opens up opportunity to access new funding streams and build capacity
- provides access to new networks, expertise, ideas and partners
- Provides more opportunity to reach VIOs that need volunteers the most, and meet their volunteering needs
Checklist for setting up and managing your partnership
Stage 1 - Research
- research potential local partners and climate for partnership
- assess local priorities and how a local partnership could support these
- develop your case for working in partnership (in consultation)
- identify potential partners and method of contacting (consultation meeting, 1 -1 meetings etc.)
- assess who can effect introductions
- assess what potential partners can bring to the partnership – what do you need to make the partnership as effective and productive as possible?
- look at the principles of partnership working – assess how your partnership can:
- Work to achieve mutual benefit
- Share success and agree goals
- Recognise and respect each other
- Value each other’s contribution
- Share vision and information
- Build trust
Stage 2 - Planning
- clarify and define purpose and objectives of the partnership
- identify resources required to support the partnership
- build your plan (see section on planning earlier in this section)
- make your approach
- in principle – clarify objectives, roles, responsibilities and expectations
- develop a partnership agreement – in consultation with partners (see template)
- prepare funding bid (if required)
Stage 3 - Implementation and management
- convene regular cycle of meetings with clear agendas, minutes, action points and review
- ensure the partnership keeps in contact and works to established outcomes
- establish regular cycle of reporting in order to check progress, set and review targets, provide updates (within and outside the partnership), review direction of the partnership – do the objectives require review?
- provide regular updates on progress if the partnership does not meet regularly – and encourage comment and feedback
- keep communications open at all times
- credit all partners in publicity, publications etc.
Stage 4 - Review and Evaluation
- clarifying strategies for obtaining future funding and resources
- organising recognition events to celebrate what has been achieved
- monitoring, reviewing and reporting on outcomes
- keep partners informed of potential and new developments, and further opportunities for liaison and support
- put in for joint awards that recognize the contribution of all partners
- organise a yearly event to celebrate achievements, keep partners enthused, and communicate outside the partnership and to potential funders/new supporters and partners
Regional Action and Involvement South East (RAISE), the representative body for voluntary and community organisations in South East England provides a suggested partnership proposal template. This template clearly sets out what you are trying to achieve, what contribution you need from partners, and the benefits partners can expect, and suggests you use the following headings:
1. Context
Describes the background to the project
2. Objectives
The ‘Employer supported volunteering objectives’ from your business plan.
3. Partner Benefits
The benefits you offer to the organisation you are writing the proposal for.
4. The Project
Why your project would be good for the local community
5. Proposed Contribution
Specifies what level of support you think you are looking.
6. Timing
When you expect the project to go ahead and how long it would last..
7. Credentials
You need to explain why partners should trust you to do a good job.
For copies of the full document and to learn more about RAISE, visit www.raise-networks.org.uk/.
Partnership Academy
The Partnership Academy brings together expertise on how to build and maintain successful partnerships between business and other sectors. Its aim is to provide a national forum for the exchange of information and best practice on business/community partnerships.
www.partnershipacademy.org.uk
