Collaborative partnership

Last updated November 13, 2023

Collaborative partnerships are agreements and actions made by consenting organizations to share resources to accomplish a mutual goal. Collaborative partnerships rely on participation by at least two parties who agree to share resources, such as finances, knowledge, and people. Organizations in a collaborative partnership share common goals. The essence of collaborative partnership is for all parties to mutually benefit from working together.

As Don Kettl writes, “From Medicare to Medicaid, environmental planning to transportation policy, the federal government shares responsibility with state and local government and for-profit and nonprofit organizations... The result is an extended chain of implementation in which no one is fully in charge of everything”(2001, p. 25)^[2]

Partnership and collaboration are often used inter-changeably, sometimes within the same paragraph or even sentence. Much use of the terminology is policy driven, giving way to the use of terms such as ‘joined-up thinking’ and ‘joined-up working’; for example, Every Child Matters (DfES 2004: 9) states that progress in improving educational achievement for children and young people in care and in improving their health has been possible through better joint working.^[3]

Collaborative arrangements occur based on more than just altruism. Mutuality and equitable engagement will not exist if southern partners expect developed countries to simply transfer their technological competitive advantage(Brinkerhoff 2002). A particular concern that arises in both for-profit and academic partnerships has been the failure to reap benefits of collaboration at meso- and macro-levels. While Southern researchers, inventors and managers involved in cross-border collaboration projects have benefited individually, these benefits do not translate to improvements in their organizations and institutions, possibly reflecting a problem of agency in the relationship (Alnuaimiet al. 2012). In general, partnerships for sustainable development are self-organizing and coordinating alliances. In a more strict definition; they are collaborative arrangements in which actors from two or more spheres of society- whether state, market, and civil society, are involved in a non-hierarchical process through which these actors strive for a sustainability goal (Glasbergen et al. 2007). In recent times, partnerships are set up to solve societal problems and they do so on the basis of a commitment that is formalized to some extent.^[4]

Sustainable development

Partnerships are perceived as arrangements that can further the drive for sustainable development. In that role, they provide a managerial response to the general ethical ideal of societal progress. Collaborative arrangements in which actors from two or more spheres of society (state, market and civil society) are involved in a non-hierarchical process through which these actors strive for a sustainability goal. Partnership practices may be seen as both idealistic and structural specifications of that philosophy in a more operational governance paradigm. The main premises can be summarize underpinning this partnership paradigm as follows:

Parties from the public sector, from the market and from civil society have an interest in sustainable development.
A constructive dialogue among these interests can be convened in a setting that excludes hierarchy and authority.
Dialogue can produce a shared normative belief that provides a value-based rationale for collaborative action.
Collaborative action based on voluntarism, joint resource commitment and shared responsibility of all actors for the whole project can serve public interests as well as private interests.
Collective action can be commercial in nature; the market mechanism can promote more sustainable practices through the leverage and spin-off of private-sector investments.

A pluriform partnership practice has taken root in a paradigmatic premises. Partnerships come in three modalities.

The modality concerns partnerships that are initiated by government. These partnerships lean heavily on the authority and sanctions of government.
The second modality concerns arrangements made by private parties in which public administrations participate as one of many partners.
The third modality concerns the cooperation between businesses and non-governmental organizations. These collaborative arrangements also relate to society's problem-solving capacity.^[5]

Sustainable development requires concerted collaborative actions at all levels from macro to micro and across all sectors. Cross-sector social partnerships are proliferating rapidly (Child and Faulkner, 1998; Berger, Cunningham and Drumright, 2000). Organizations are more learning to form a multitude of collaborative relationships, including strategic alliances (Bamford, Gomes-Casseres, & Robinson, 2002), partnerships, joint ventures (Child, Faulkner, & Tallman, 2005; Marks & Mirvis, 2011), and trans-organization networks (Clarke, 2005; Cummings, 1984). When organizations work together, they are able to develop and fulfill much broader visions by tapping into each other's resources and expertise (Cooperrider & Dutton, 1999; Huxham & Vangen, 2005). This is also a world filled with frustration. In spite of good intentions and dedicated resources, collaborations do not come easy or naturally (Cummings, 1984); they are messy and difficult (Gray, 1989; Huxham & Vangen, 2005). Collaborations focused on sustainability issues, for example, are highly visible and wicked problems that draw the attention of large and powerful interests, including governments, large corporations, and well-funded nongovernmental organizations (NGOs). They often produce considerably less benefit than intended (Nordhaus, 2001; Worley & Parker, 2011).^[6]

One way partnership benefits can be optimized is through participatory approaches to partnership. By allowing the stereotypically marginalized groups/people/partners to be given a voice in both naming local issues and having control over decisions that affect them, more equal and sustainable partnerships can be made.^[7] In order to ensure effective partnership, it is imperative to focus on empowering community members, promoting co-decision making, and safeguarding against one group dominating the conversations and decision-making (and therefore dominating the "partnership"). In this way, equal and truly collaborative partnerships can be promoted.

Natural resource management

Environmental partnerships: Voluntary, jointly defined activities and decision-making processes among corporate, non-profit, and agency organisations that aim to improve environmental quality or natural resource utilisation. (Long and Arnold, 1995)
New social partnerships: People and organisations from some combination of public, business and civic constituencies who engage in voluntary, mutually beneficial, innovative relationships to address common societal aims through combining their resources and competencies. (Nelson and Zadek, 2001)
Collaboration: The pooling of appreciation and/ or tangible resources ( e.g., information, money, labour) by two or more stakeholders to solve a set of problems neither can solve individually. (Gray, 1989)
Networking: A number of autonomous... groups link up to share knowledge, practice solidarity or act jointly and/ or simultaneously in different spaces. Based on moral (as distinct from professional or institutional) motivations, networks are cooperative, not competitive. Communication is of their essence... Their raison d‘être is not in themselves, but in a job to be done... They foster solidarity and a sense of belonging. They expand the sphere of autonomy and freedom. The source of the movement is the same everywhere— people's autonomous power— and so is their most universal goal, survival. (Nerfin, 1986)
Co-management: True co-management goes far beyond mere consultation. With co-management, the involvement of indigenous peoples in protected areas becomes a formal partnership, with conservation management authority shared between indigenous peoples and government agencies... or national and international non-governmental organisations. [...] true co-management requires involvement in policy-formulation, planning, management and evaluation. (Stevens, 1997)
Collaborative management (of protected an areas) A situation in which some or all of the relevant stakeholders are involved in a substantial way in management activities. Specifically, in a collaborative management process the agency with jurisdiction over natural resources develops a partnership with other relevant stakeholders (primarily including local residents and resource users) which specifies and guarantees the respective management functions, rights and responsibilities. (Borrini-Feyerabend, 1996) ^[8]

Stakeholders

The most intractable yet critical challenge in the pursuit of collaboration in natural resource management is to engage the most powerful stakeholders in analysis of the causes and alternatives to conflict. Although in many settings marginalized groups must be empowered to undertake problem analysis and formulate strategies for negotiation, change will only come about if the powerful are moved to act on the causes of marginalization, inequity, and mismanagement (Thomaset al. 1996).^[9]

Marginal stakeholders can be an incredible asset for collaborative networks. Networks and partnerships can be prime vehicles for incorporating multiple stakeholders, directly or indirectly, in a cooperative venture's goals, decisions, and results. Network development, partnership, and collaboration have been proposed to enable organizations to understand and respond to complex problems in new ways (Cummings, 1984; Gray, 1985). Marginal stakeholders need to understand the importance of a shared decision-making process to formalize the relationships in the network. In that sense, marginal stakeholders can be their own worst enemy. Second, marginal stakeholders need external support. By virtue of their size and capacity, many marginal stakeholders have less slack resources to devote to interorganizational collaboration. Marginal stakeholders need coaching and development to be effective members of a referent organization.^[10]

Challenges and barriers of collaborative partnership

Unreliable funding can create significant obstacles to collaborative working relationships between stakeholders. Khan and colleagues (2004) report that in Africa, the provision of adequate financial and technical resources are key to any sustainable co-management. In addition, in Africa, family worries, poor internet infrastructure and the high cost of international calls limit collaborative partnerships.^[11]^[12] In the Caribbean, CANARI (1999) states that the implementation of participatory decisions and management actions requires not only political support but also adequate technical and financial resources.^[13]

Tensions may occur when organizations of different sizes and/or from different sectors collaborate. This can be due to differences in expectations, differences in available resources, or differences between objectives and motives (for example when the collaborators place different emphasis on financial and societal outcomes) (Gillett et al., 2016) .^[14]

Tensions can also exist as a result of the one-way nature of a resource flow, where the organization providing more resources typically has more power and agency in the relationship.^[15] This results in an inherent power dynamic among collaborative partnerships, bringing up the question of whether partnerships can truly overcome unequal power relations at all.^[16]

Themes surrounding inclusivity can also be a major challenge to partnership. By accidentally or even purposefully excluding marginalized groups from decision-making conversations, partnerships can miss out on the opportunity to more creatively define and tackle local issues.^[16]

Industry

Business

Collaborative partnerships in business benefit from the close, trusting relationships between partners. Network strength and openness create profit amongst businesses that have created trust between them. Collaborative partnerships between businesses generate higher levels of productivity and revenue when there is stable, bidirectional communication between parties.^[17] These partnerships develop into longstanding practices and relationships that can extend beyond the length of a single project.

Education

Educational collaborative partnerships

Educational collaborative partnerships is ongoing involvement between schools and business/industry, unions, governments and community organizations. Educational collaborative partnerships are established by mutual agreement between two or more parties to work together on projects and activities that will enhance the quality of education for students ^[18] while improving skills critical to success in the workplace.

Education and business collaborative partnerships

The collaborative partnerships between education and businesses form to benefit innovation and educational goals. Businesses benefit from unique academic solutions to real world problems. Institutions of various learning levels benefit from funding, industry support, and resources that would normally take away from academic problems.^[19]

Healthcare

The collaborative partnerships are an effective approach to addressing emerging healthcare issues. Having clearly defined collaboration and partnerships helps establish a partnership which will allow its participants to meet their goals. As an example, the University of Massachusetts Boston College of Nursing and Health Sciences, and the Dana Farber Harvard Cancer Center Nursing Services identified a shortage of minority nurses and a failure of sufficient numbers of minority nurses to graduate from doctoral programs that threatened the viability of nursing education programs. With the shared goal of quality patient care a collaborative partnership was formed, a grant proposal was written, and a research program was established. The success of this program will be dependent on the ability and commitment of the university and DFHCC to provide “the time, energy, persistence, and flexibility” required for maintaining it.^[20]

The reference to business partnerships is interesting given the recent trends in health and social care. Use of the term ‘partnership’ in health and social care settings is strongly influenced by policy, and policy changes quickly. Thus, because terms like ‘partnership’ are closely allied to policy they can change across time and place as the context changes.^[21]

Government

According to the U.S. Government Accountability Office:

The GPRA Modernization Act of 2010 (GPRAMA) establishes a new framework aimed at taking a more cross-cutting and integrated approach to focusing on results and improving government performance.
Agencies can enhance and sustain their collaborative efforts by engaging in the eight practices identified below. Running throughout these practices are a number of factors such as leadership, trust, and organizational culture that are necessary elements for a collaborative working relationship.
Collaboration practices
Define and articulate a common outcome.
Establish mutually reinforcing or joint strategies.
Identify and address needs by leveraging resources.
Agree on roles and responsibilities.
Establish compatible policies, procedures, and other means to operate across agency boundaries.
Develop mechanisms to monitor, evaluate, and report on results.
Reinforce agency accountability for collaborative efforts through agency plans and reports.
Reinforce individual accountability for collaborative efforts through performance management systems.^[22]

'Place-based' partnerships have been used by many governments around the world to tackle complex social problems. For example, in Australia, the Victorian Government has emphasised ‘joined up’ government and partnerships between government and community as a means of better responding to the complex issues faced by local and regional communities.^[23]

Related Research Articles

Collaboration is the process of two or more people, entities or organizations working together to complete a task or achieve a goal. Collaboration is similar to cooperation. Most collaboration requires leadership, although the form of leadership can be social within a decentralized and egalitarian group. Teams that work collaboratively often access greater resources, recognition and rewards when facing competition for finite resources.

Governance is the process of making and enforcing decisions within an organization or society. It is the process of interactions through the laws, social norms, power or language as structured in communication of an organized society over a social system. It is done by the government of a state, by a market, or by a network. It is the process of choosing the right course among the actors involved in a collective problem that leads to the creation, reinforcement, or reproduction of acceptable conduct and social order". In lay terms, it could be described as the processes that exist in and between formal institutions.

Adaptive management, also known as adaptive resource management or adaptive environmental assessment and management, is a structured, iterative process of robust decision making in the face of uncertainty, with an aim to reducing uncertainty over time via system monitoring. In this way, decision making simultaneously meets one or more resource management objectives and, either passively or actively, accrues information needed to improve future management. Adaptive management is a tool which should be used not only to change a system, but also to learn about the system. Because adaptive management is based on a learning process, it improves long-run management outcomes. The challenge in using the adaptive management approach lies in finding the correct balance between gaining knowledge to improve management in the future and achieving the best short-term outcome based on current knowledge. This approach has more recently been employed in implementing international development programs.

Environmental resource management is the management of the interaction and impact of human societies on the environment. It is not, as the phrase might suggest, the management of the environment itself. Environmental resources management aims to ensure that ecosystem services are protected and maintained for future human generations, and also maintain ecosystem integrity through considering ethical, economic, and scientific (ecological) variables. Environmental resource management tries to identify factors affected by conflicts that rise between meeting needs and protecting resources. It is thus linked to environmental protection, sustainability, integrated landscape management, natural resource management, fisheries management, forest management, and wildlife management, and others.

A value network is a graphical illustration of social and technical resources within/between organizations and how they are utilized. The nodes in a value network represent people or, more abstractly, roles. The nodes are connected by interactions that represent deliverables. These deliverables can be objects, knowledge or money. Value networks record interdependence. They account for the worth of products and services. Companies have both internal and external value networks.

A purchasing cooperative is a type of cooperative arrangement, often among businesses, to agree to aggregate demand to get lower prices from selected suppliers. Retailers' cooperatives are a form of purchasing cooperative. Cooperatives are often used by government agencies to reduce costs of procurement. Purchasing Cooperatives are used frequently by governmental entities, since they are required to follow laws requiring competitive bidding above certain thresholds. In the United States, counties, municipalities, schools, colleges and universities in the majority of states can sign interlocal agreements or cooperative contracts that allow them to legally use contracts that were procured by another governmental entity. The National Association of State Procurement Officials (NASPO) reported increasing use of cooperative purchasing practices in its 2016 survey of state procurement.

The Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbH, often simply shortened to GIZ, is the main German development agency. It is headquartered in Bonn and Eschborn and provides services in the field of international development cooperation and international education work. The organization's self-declared goal is to deliver effective solutions that offer people better prospects and sustainably improve their living conditions.

Natural resource management (NRM) is the management of natural resources such as land, water, soil, plants and animals, with a particular focus on how management affects the quality of life for both present and future generations (stewardship).

Watershed management is the study of the relevant characteristics of a watershed aimed at the sustainable distribution of its resources and the process of creating and implementing plans, programs and projects to sustain and enhance watershed functions that affect the plant, animal, and human communities within the watershed boundary. Features of a watershed that agencies seek to manage to include water supply, water quality, drainage, stormwater runoff, water rights and the overall planning and utilization of watersheds. Landowners, land use agencies, stormwater management experts, environmental specialists, water use surveyors and communities all play an integral part in watershed management.

Governance is a broader concept than government and also includes the roles played by the community sector and the private sector in managing and planning countries, regions and cities. Collaborative governance involves the government, community and private sectors communicating with each other and working together to achieve more than any one sector could achieve on its own. Ansell and Gash (2008) have explored the conditions required for effective collaborative governance. They say "The ultimate goal is to develop a contingency approach of collaboration that can highlight conditions under which collaborative governance will be more or less effective as an approach to policy making and public management" Collaborative governance covers both the informal and formal relationships in problem solving and decision-making. Conventional government policy processes can be embedded in wider policy processes by facilitating collaboration between the public, private and community sectors. Collaborative Governance requires three things, namely: support; leadership; and a forum. The support identifies the policy problem to be fixed. The leadership gathers the sectors into a forum. Then, the members of the forum collaborate to develop policies, solutions and answers.

Network governance is "interfirm coordination that is characterized by organic or informal social system, in contrast to bureaucratic structures within firms and formal relationships between them. The concepts of privatization, public private partnership, and contracting are defined in this context." Network governance constitutes a "distinct form of coordinating economic activity" which contrasts and competes with markets and hierarchies.

Collaborative leadership is a management practice which is focused on leadership skills across functional and organizational boundaries.

A socially responsible business (SRB) is a generally for-profit venture that seeks to leverage business for a more just and sustainable world. The objective of the SRBs involves more than just maximizing profits for the shareholders; it is also about creating positive changes and making valuable contributions to the stakeholders such as the local community, customers, and staff. In other words, the SRB is both profit-oriented and socially responsible as these companies seek to make financial gains, and at the same time, aim to improve the well being of the community. In doing so, the businesses engage in the voluntary initiatives with the aims of improving in various areas ranging from the social to environmental aspects of the society.

The Asia-Pacific Telecentre Network (APTN) is a collaborative initiative of the United Nations Economic and Social Commission for Asia and the Pacific (UN-ESCAP) and telecentre.org. The APTN Secretariat is hosted at ICT Agency of Sri Lanka (ICTA). APTN is dedicated to promote innovation and knowledge sharing amongst telecentres in the Asia-Pacific region where telecentres are growing exponentially each year. APTN is working towards creating a platform of networks of telecentres, to share experiences on issues of their interest and to cooperate on the development of solutions for common problems of the telecentres themselves in order to empower poor and disadvantaged communities with Information and Communication Technology (ICT) in the Asia Pacific Region. In other words, APTN will serve as the focal network or the knowledge hub for communication and information technology in the Asia Pacific region.

The Devonshire Initiative (DI) is a Canadian forum for leading international development NGOs and mining companies to come together in response to the emerging social agenda surrounding mining and community development issues. The DI was founded on the belief that the Canadian mining and NGO presence in emerging markets can be a force for positive change. The group came into being on March 5, 2007 at an initial workshop conducted at the University of Toronto on cross-sector partnerships, which featured a case study of the Kimberley Process on Conflict Diamonds.

Workforce development, an American approach to economic development, attempts to enhance a region's economic stability and prosperity by focusing on people rather than businesses. It essentially develops a human-resources strategy. Work-force development has evolved from a problem-focused approach, addressing issues such as low-skilled workers or the need for more employees in a particular industry, to a holistic approach considering participants' many barriers and the overall needs of the region.

A sustainability organization is (1) an organized group of people that aims to advance sustainability and/or (2) those actions of organizing something sustainably. Unlike many business organizations, sustainability organizations are not limited to implementing sustainability strategies which provide them with economic and cultural benefits attained through environmental responsibility. For sustainability organizations, sustainability can also be an end in itself without further justifications.

Type II partnerships were developed at the Johannesburg World Summit on Sustainable Development in 2002. Arising in opposition to the state-centred eco-governmentality of previous approaches to sustainable development policy, the partnerships facilitate the inclusion of private and civil actors into the management of sustainable development. The partnerships are employed alongside traditional intergovernmental mechanisms in order to effectively implement the United Nations' Agenda 21 and Millennium Development Goals, particularly at sub-national level. Although widely acknowledged as one of the most innovative and effective developments in global environmental governance in recent years, the partnerships have faced criticism due to fears of a lack of accountability, and the risk that they may exacerbate inequalities of power between Northern and Southern states. Despite these reservations, there is a general consensus among state and non-governmental actors that Type II partnerships are a significantly progressive step in global environmental governance in general, and sustainable development discourse in particular.

Multistakeholder governance is a practice of governance that employs bringing multiple stakeholders together to participate in dialogue, decision making, and implementation of responses to jointly perceived problems. The principle behind such a structure is that if enough input is provided by multiple types of actors involved in a question, the eventual consensual decision gains more legitimacy, and can be more effectively implemented than a traditional state-based response. While the evolution of multistakeholder governance is occurring principally at the international level, public-private partnerships (PPPs) are domestic analogues.

Data collaboratives are a form of collaboration in which participants from different sectors—including private companies, research institutions, and government agencies—can exchange data and data expertise to help solve public problems.

References

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