Manual 2: Establishing Partnerships on the Local Level
• meeting the service users even outside the traditional work-related environment; • unambiguous planning and performance of key strategic decisions; • networks supporting integrated information and other support on individual and global level; • complexity of the programs of joined training within community; • processed systems of service assessment and management; • joint mechanisms for human resource planning, which would be able to provide ordered services within the scope of our future strategy; • integrated monitoring and control system, the result of which is a common understanding of effectiveness in the presence of delivered services forming a documentation basis for future changes; and • clearly outlined performance and control approach to determine justified ownership of decisions and applied resources. I. 4 What Causes Failure of Partnership? • conflicts among the key participants • one of the partners tries to manipulate the others or acts as superior • unclear objective • non-realistic goals • differences in approaches to work • lack of communication • unequal and non-acceptable ratio of rights and control • key participants are left out of the partnership • hidden programmes • financial and time investments are higher than potential benefits 3 A decision to work within a working group should be based on the decision to share management. A decision to share management should be based on revision of all parties’ potential to contribute to achievement of common goal.
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From the materials of British trainers as part of the workshop, not authorised 8