evaluating partnership working

Evaluating Partnership Working

Richard Scothorne

Purpose of the workshop

• The principles of evaluation and how they apply to partnerships

• Sharing experiences of the issues and challenges faced in evaluating our partnerships

• Identifying tools and techniques which can be used to assess and improve partnership performance

The evaluation cycle

Principles of evaluation

• What are we trying to do and why?

• Where are we starting?

• How will we tell if we are succeeding?

• What do we need to measure to capture success?

• What would have happened if we hadn’t acted?

• Could the outcome be achieved more efficiently or effectively?

• Could the effort and resources have achieved more elsewhere?

Why evaluate partnerships?

• Partnerships can bring considerable benefits…

• … but there are considerable costs (direct and indirect) associated with it.

• The evidence suggests that there are too many partnerships.

• Many find it difficult to describe convincingly the difference that they are making.

• Partnerships must be regularly reviewed to ensure they are fit-for-purpose and achieving the desired outcomes.

A key message

Partnerships should focus on doing those things that only they can do– and that

no-one else and no other grouping can do better or more efficiently.

Achieving added value

How closely do we need to work together?

Degree of Partnership Characterised by…

Co-existence “You stay on your turf and I’ll stay on mine”

Co-operation “I’ll lend you a hand when my work is done”

Co-ordination “We need to adjust what we do to avoid overlap and confusion”

Collaboration “Let’s work on this together”

Co-ownership “We feel totally responsible”

Source: Johnstone (2003). Partnerships: Benefits, Limitations and doing it better.

What structure do we need?

Source: Adapted from Five Vital Lessons - http://fivevital.educe.co.uk

Partnership Form Purpose Characteristics

Advisory Group provide advice to sponsoring organisation

sounding boarddiverse range of positions and interestsagenda defined by sponsoring organisation

Networking Forum provide opportunities for mutual learning

vehicle for debate, exchange, consultationloose associationopen-endedagenda generated by group memberstrust required for effective exchangemay lobby/ campaign on occasion (where there is a major common interest)

Strategic Alliance achieve common objectives & partnership added value

common vision/ goalsmutual advantageequality of statusshared resources, risks, rewardsachievement of shared objectives may require partners to change what they do/ how they do itvehicle for co-ordination and alignment of partner activities

Joint Venture develop and deliver projects of strategic significance

shared, project specific objectivesinter-organisational team workingtime limited

Evaluating partnerships: summary

• There are lots of different kinds of partnerships

• They can change and evolve in both form and focus (e.g. strategic operational strategic)

• You can evaluate:

– Partnership processes

– Partnership working

– Partnership outputs and outcomes

• The evaluation principles are the same

Key evaluation questions

• Does the partnership have a clear purpose, vision and structure?

• Is the process of working in partnership effective?

• Is the partnership performing well?

Purpose, vision and structure

• Do you have a clear, shared purpose?

• Are you clear about objectives and targets?

• Are you clear about your role and the roles of other partners?

• Are partners represented by people with an appropriate level of delegated authority?

Purpose, vision and structure

• Chose a partnership you know well

• Quickly score it (tick the box that is closest – don’t agonise!)

• Explore in your group where partnerships are strongest and weakest

• How can you tackle the weak areas?

Working in partnership

• Do all partners contribute effectively?

• Is there a sense of ownership and accountability?

• Do partners invest time and effort in developing the partnership?

• Are there clear lines of communication?

• Is there effective leadership of the partnership?

Working in partnership

• Quickly score the partnership again (tick the box that is closest – don’t agonise!)

• Explore in your group where partnerships are strongest and weakest

• How can you tackle the weak areas?

Reviewing performance

• Can you identify the achievements of your partnership?

• Have you communicated these externally?

• Have you reviewed progress against objectives? Have you refined your work accordingly?

• What difference have you made by working in partnership?

Reviewing performance

• Quickly score the partnership again (tick the box that is closest – don’t agonise!)

• Explore in your group where partnerships are strongest and weakest

• How can you tackle the weak areas?

Outcomes of evaluation

• Continue as before

• Make minor adjustments to improve performance

• Review the partnership: processes, focus, objectives

• Chose a different kind of structure

• End the partnership

Further tools and support

• Improvement Service WebsiteLibrary – Partnership and Collaborative Working

http://www.w.improvementservice.org.uk/library/582-partnership-and-collaborative-working

• Archived Communities Scotland WebsiteJoined-up Working How To Guide

http://www.communitiesscotland.gov.uk/stellent/groups/public/

documents/webpages/cs_011419.hcsp

Partnership evaluation hotline

• 0131 226 4949 ask for David, Susan or Richard

• Or email:

– susan.byrne@rocketsciencelab.co.uk

– david.mcneill@rocketsciencelab.co.uk

– richard.scothorne@rocketsciencelab.co.uk

• Open until Friday 23rd October

Evaluating Partnership Working

Susan Byrne, David McNeill, Richard Scothorne