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Sibiu criteria and indicators: partnership

Page history last edited by Randolph Preisinger-Kleine 8 years, 6 months ago

 

 

CORE QUALITY CRITERIA:  PARTNERSHIPS AND NETWORKS

Main aspects important for quality assurance in the case of a specific quality area (i.e. Partnerships and networks)

INDICATORS
(CORE AND ADDITIONAL/DESCRIPTORS)

What might indicate quality in the partnership?

 

EVIDENCE TO SUPPORT INDICATORS

What evidence is available to support the inclusion of the indicators?

 

Common and shared vision of the partnership/network explicitly defined and promoted

 

Definition: 

The vision statement describes what the network wants to be. The vision focuses on the future, gives shape and direction to the future, inspires people, groups and communities and above all shall be relevant for many years. 

 

Key question:

What is the future you want to create for the network? Such as collaborative action and building long lasting relations among network members.

Opportunities are created to commonly map and exchange  expectations and scenarios about possible futures

 

 

The partnership capitalizes on previous experience available from Learning Regions / Cities initiatives

 

There is clearly defined principles and methods to seek / gain input on hopes and aspirations for the partnership and region / city, and to gain, analyse and prioritize common themes for the partnership and region / city as well. Furthermore there is a methodology set up to draft the vision statement from common themes  

 

The vision statement is adopted and assimilated into the organizations' culture  

 

The vision statement is easy to understand, regarding clarity and lack of ambiguity, vivid and clear picture, description of a bright future, memorable and engaging wording, realistic aspirations, alignment with organizational values and culture. 

 

There is a clear public expression of the vision statement and clear responsibilities to communicating the vision regularly, creating narratives that illustrate the vision, acting as role-models by embodying the vision, creating short-term objectives compatible with the vision, and encouraging others to craft their own personal / organisational vision compatible with the partnership / network's overall vision 

 

It is ensured that the vision statement of the partnership/network is reviewed and revised if necessary, based on achievements and progress 

Members' engagement in mapping future expectations and exchange about vision statement, meetings, workshops have taken place

 

Knowledge from assessment is available to partnership

 

A critical mass of input is gained according to the guiding principles and methods agreed, themes are documented, a draft vision statement is issued  

 

 

 

 

Network actors cite / relate to the common vision statement in strategy documents of organisations

 

Feedback from network actors and target audience indicates common understanding of vision statement

 

 

Vision expressed in partnership/network official documents, reports, website, press release, news letters etc. Visual identity of the partnership: logos, letter head/header, posters, etc.

 

 

 

 

Procedures for review are in place, review periods and targets are scheduled, amendments are communicated and documented

Common mission of the partnership/networks explicitly defined

 

Definition:

The mission statement describes the reasons for existence, fundamental purpose and values of the network. It describes the means that will be used to achieve the desired future. It defines the target group and the critical processes. It informs about the desired level of performance.

 

Key questions:

What do we do? For whom do we do it? What is the impact? 

There is working methods in place to stimulate discussion and gain input on aims and objectives, as well as mutually agreed principles to identify and prioritize aims and objectives of the partnership / network

 

 

The partnership capitalizes on previous experience available from Learning Regions / Cities initiatives

 

Availability of founding document of partnership / network expressing joint agreements 

 

Clear public expression of aims, objectives and target groups of the partnership/network

 

 

 

The mission statement is adopted and assimilated into the organizations' culture

 

The mission statement is easy to understand, regarding clarity and lack of ambiguity, realistic aspirations, alignment with organizational values and culture.

 

There is a clear public expression of the mission statement and clear responsibilities to communicating the mission regularly, creating narratives that illustrate the mission, acting as role-models by embodying the mission, creating short-term objectives compatible with the mission, and encouraging others to craft their own personal / organisational mission compatible with the partnership / network's overall mission statement

 

It is ensured that the mission statement of the partnership/network is reviewed and revised if necessary, based on achievements and progress

 

A common business plan fur use and possible selling activities of products out of the projects is developed and commonly decided

Joint agreement on working method and principles

 

Engagement and contribution of network actors to the definition of aims and objectives, according to working method and principles

 

Knowledge from assessment is available to partnership

 

Founding document signed by all relevant actors and stakeholders  

 

Mission expressed in partnership/network official documents, reports, website, press release, news letters etc. Visual identity of the partnership: logos, letter head/header, posters, etc.

 

Network actors cite / relate to the common mission statement in strategy documents of organisations

 

Feedback from network actors and target audience indicates common understanding of vision statement

 

Mission statements included in partnership/network official documents, reports, website, press release, newsletters etc.

 

Visual identity of the partnership: logos, letter head/header, posters, etc. 

 

 

 

Procedures for review are in place, review periods and targets are scheduled, amendments are communicated and documented

 

Business plan agreed, signed by all stakeholders and adopted by providers of educational goods and services

Objectives and quantifiable targets specified and commonly shared

Action plan is set up, including quantifiable targets, timelines, milestones and mechanisms to monitor progress

 

Agreements are elaborated into concrete projects

Programming document available

Principles and protocols to govern ongoing collaboration are explicit and shared

Opportunities to stimulate discussion and gain input on working methods of the partnership, analysis and matching of agreement content

 

Partnership agreements elaborated

 

 

 

 

Agreements signed by all members of the partnership

Clear channels of communication between partners and  networks exist

Means of communication are agreed by network actors and stakeholders, communication strategy is formulated and channels are in place

 

Guidelines for use of communication means are elaborated

 

Follow up of communication processes is ensured

Qualitative and quantitative use of communication means

 

Guidelines on use of communication means published

 

Follow up periods fixed, communication processes are documented

Formal structures exist for managerial and operational responsibilities

Roles and tasks are allocated, and mutually agreed 

Organisational chart available 

The partnership has clear strategic direction and focus

 

Definition:

The partnership's strategic direction establishes intent and identity. It mobilizes key stakeholders towards activities that are consistent with its mission.

Strategic opportunities are idenified, based on analysis of strengths, weaknesses, opportunities and threads

 

Partnership competencies are analysed, and reflected within strategy. Competency management in place.

 

Long-term goals are identified, which are challenging, building upon and stretching the partnership's core competencies, and draws from all levels of the network.

 

Abstract goals of partnership are transformed into a concrete mission with guiding principles for action

 

Goals of partnership are transformed into operational objectives 

SWOT analysis available 

 

Intervention logic available, linking strategy and action on different levels

Coverage: scope of stakeholders represented in partnership

Key stakeholders, primary and secondary stakeholders are identified and determined

 

Mapping of stakeholders has taken place, in order to determine who they should be and establish with greater exactitude the asymmetries affecting them

 

Stakeholder model established, which illustrates the relationships among different group of actors in and around the network

Network charts available

Nature of roles and responsibilites of partners is formally constituted

Roles and tasks of partners are allocated, and mutually agreed


Roles, tasks and responsibilities are allocated among partners in accordance with statutory rights and duties, legislative frameworks and regulatory schemes

 

Governance principles are formulated, and agreed by all partnership members

Organisational chart available

 

Agreements signed by all partners

 

 

 

Agreement signed by all partners

 

Policy areas partnership seeks to address are clear

Framework of action is elaborated, which describes fields of activity in relation to European, national and local policy aims and objectives

Planning document agreed by partners 

Trust and openness amongst partners exists (even within competitive conditions)

Conditions and communication channels are ensured that information is shared among partners.

 

Conditions are ensured that disagreements that could occur are managed through a constructive dialogue by all members of the network.

 

Achievements are recognised within partnership and impact of specific results are documented/promoted within the network.

 

Self-organisation of partnership 

 

Equal opportunities of visibility

 

Equal opportunities to access relevant information

 

Disclosure of relevant information, both internal and external (among partners and at a wider audience)

Communication channels are tested for availability and usability

 

Communication process is supported

 

Conflict management is in place

 

Members of the partnership show their willingness to delegate their decision-making power to a leading structure for a specific area

 

Partnership allows for alternate roles regarding its representation in the media

 

Access rights and disclosure rules of information are laid down in joint agreement

 

 

Comments (1)

jutta.thinesse@web.de said

at 3:04 pm on Jun 18, 2011

To the complex "mission" I would suggest to add in "evidence": "A common businessplan fur use and possible selling activities of products out of the projects will be developed and commonly decided."

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