Partnerships That Work

A partnership that works

There have been examples of groups choosing a partner simply to attract funding and then finding that the goals of the funding made them drift from their stated mission. Some projects can be done alone. Partnering needs to be strategic.

This means that a lot of planning needs to happen prior to any commitment being made in order to clarify the purpose of the project concerned and the roles of the partners involved. A partnership that will work is one that has a clearly defined project:

  • that is central to the work of the participating organisations
  • that involves work to which each organisation can make obvious contributions, and
  • that is undertaken by organisations with the capacity (staff, resources, competence) to contribute.1

It is also important that the underlying philosophy of the business matches that of your organisation and that your values are compatible. It has been interesting to see, for example, the number of companies that have withdrawn from partnering the tobacco industry once the hazardous nature of smoking was publicised.

There needs to be mutual respect and the capacity to maintain good communication between the two parties. Because a partnership is a relationship, it is helpful to arrange social connections to maintain the conversation around what you are doing together, as well as attending the formal meetings to sort out the hard headed business end of the deal.

Finding the best partnership model

Before you can identify a potential business partner you need to identify what you can bring to the partnership and how that matches with what the partner can offer.

What can you offer?

  • A reputation or creative environment that reflects well on the reputation of the business
  • A product that can be shown in the business precinct
  • A way of advertising the business name or product
  • Creative personnel that can build communication skills with the staff of the business
  • Access to social occasions that will be rewarding for managers and staff
  • Discounts to performances or on your merchandise
  • Access to your networks
  • Improved morale of staff in partner organisation
  • A project that attracts commitment from both parties

Let us celebrate that our humanity contains two strands that make us magic. A cognitive mind that shapes our culture and a genetic mind that ensures our survival. It is the latter mind that has been trained by the slow process of evolution to recognise that ‘waste of resource’ sometimes evidenced by arts and its sponsorship is the best way to signal reputation.
Robin Wight. ‘The Peacock’s Tail and the Reputation Reflex. The Neuroscience of Arts Sponsorship’. The Arts & Business Lecture 2007:31

What can your business partner offer?

  • Shared values
  • Volunteers or in-kind products, rental of spaces or services
  • Financial support of a particular program or aspect of your operation
  • Discounted products or services
  • The resources to carry through on the partnership
  • Employment experience or secondment to their staff
  • Access to their networks
  • Scholarships or awards
  • Enhancement of your profile through the association with their name.

Given the different ways in which partnerships can work, it is important that the roles of each party are defined. This can happen through a Memorandum of Understanding (MOU) or a Partnership Agreement.

 

1. Cf.  Robert J. Chaskin et al. Building Community Capacity (NY: Aldine de Gruyter, 2001)