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?

EXAMPLES FROM CASE STUDY:

KAUNAS, LITHUANIA

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

An introductory conference of representatives of Kaunas City residents provided a stimulus for Kaunas Municipality and the Mayor to start moving Kaunas into the Learning City by developing learning in partnership networks in the city.

The status of learning in partnerships was presented at the  Introductory Conference, as well as the results of research by TELS. These were also disseminated in the form of leaflets to the organizations represented by the participants.

The resolution ‘The future vision of Kaunas as the Learning City’ was adopted at the Introductory Conference.

The majority of organizations in the city (including the Municipality, schools, some business and public organizations) point out their involvement into the development of the Learning City by taking part in learning partnership networks in their strategic documents.

The vision of Kaunas as the Learning City is presented in the website of Kaunas under the banner ‘Besimokantis miestas’- ‘The Learning City’

The Municipality of Kaunas consider the issues of the Learning City when developing and revising (approximately once in four years) the strategy of Kaunas. The Council of Education addresses the activities of learning in partnership annually (usually in October each year).

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

The partnership has one coordinating body – the Learning City Council. Its meetings take place several times a year. The Division of Education at the Municipality of Kaunas is responsible for the operational coordinating activities in developing Kaunas as a learning city.

The Learning City Council which consists of representatives from the Municipality, business, educational institutions, non-governmental organizations, etc. defines the aims and objectives of developing Kaunas as the Learning City, thus including developing partnerships.  

The Learning City Council is continuously informed on the partnership networks in Kaunas and their achievements. The members of the Council disseminate this information among other partnership networks in Kaunas City they are involved in.  

The resolution of developing Kaunas into the Learning City was adopted by all the participants of the Introductory Conference. The Learning City Council was established in accordance to the Order of the Mayor of Kaunas. 

The mission of developing Kaunas as the Learning City is incorporated into the strategy of Kaunas, as well as the regulations of the Learning City Council. The strategy of Kaunas (strategy of the development of the learning city is included)  is available at www.kaunas.lt, whereas the regulations are publicly available upon request.

The majority of the Learning City Council members have included the activities for the Learning City development in the strategies of their organizations.  

A great number of organizations in Kaunas, especially those represented at the Learning City Council, have adjusted the mission of their organization to the mission of Kaunas as the Learning City. For instance, The Musical School of Kaunas No.1 have adopted the mission of developing the school as a learning organization for the purposes of contributing to the development of the Learning City by developing the musical culture and creativity in their strategic documents (www.k1mm.kaunas.lm.lt/muzikosmokykla)

The partnership of the Learning City Council is presented under the banner of ‘Kaunas-besimokantis miestas’ at www.kaunas.lt.

The plan of the Learning City Council is drawn annually; it is consistent with the annual plan of the Division of Education at Kaunas Municipality.

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

The plans of Kaunas as the Learning City have been drawn until 2011. They are quite detailed.

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

The partnership has been confirmed by the signatures of the Learning City Council members representing their organizations.

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

An agreement has been made that the Learning City Council hold meetings at least twice a year; interim communication among the members is maintained by the Chair and Vice-Chair (the Head of the Division of Education).

Formal structures exist for managerial and operational responsibilities

Roles and tasks are allocated, and mutually agreed 

Organisational chart available

• The Municipality Council of Kaunas
• The Learning City Council
• The Division of Education of the Municipality
• Schools
• Universities
• Local communities
• Public organizations
• Business organizations
• Museums and theatres
• Non-formal organizations
• Active citizens

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

SWOT analysis  

Individual level – strengths:

The residents are willing to be involved in networks for interpersonal communication, activity and its improvement.

• Those already involved in a network are willing to learn (even in traditional ways) to solve emerging problems, to implement innovations.
• The residents welcome informative events on new opportunities of occupational and business activities.

Individual level– weaknesses:

• Traditional ‘framework’ of understanding learning (‘I am learning when I am being taught’), lack of self-directed learning competence.
• The model of adaptive rather than innovative behaviour is prevalent, i.e. there is a tendency to adjust to others: implement their ideas rather than generate one’s own.
• The attitude of standard thinking is prevalent.
• Low tolerance of risk.
• Lack of creativity, entrepreneurship and innovativeness as a constituent part of an individual, which results in lack of innovative culture.
• Tendency to postpone activities, even though their vision is present.
• Members of the network are reluctant to share information and ideas, they tend to receive rather than to give.

Organizations level – strengths:

• Some organizations to some extent initiate activities contributing to the developing of the Learning City.
• Some organizations (especially educational)  possess some features of learning organizations.  

Organizations level – weaknesses:

• Lack of risk tolerance, culture of leadership, cooperation opportunities in an organization, features of a learning organization.
• Organization’s efforts to develop the Learning City are fragmented, not coordinated on the level of the city, thus little contributing to the implementation of the Learning City idea. 
• Managers lack educational competence.
  Organizations lack traditions of teamwork, the employees lack teamwork skills. 
• There is a lack or absence of relationship between organizations of the city (especially business) and those residents who suffer from social exclusion.

City level – strengths:

Base economic conditions for developing the learning city (market institutions, low level of unemployment, easily accessible system of education, a relatively big proportion of educated citizens, quite big number of new enterprises) are in place.

• The city government is interested in developing the learning city: the Learning City Council is established, the issues of the learning city development are considered in the strategy of the city.
• A theoretical base for developing the learning city has been created. 
• Positive attitude of citizens towards meeting the needs of the disabled for traditional learning (related to teaching).
• Successful development of e-city. 
• Involvement in the global network of Learning Cities.

City level – weaknesses:

• Inadequate investment into innovations and personal development.
• Conventional narrow conceptualisation of learning with no reference to experiential learning: too much focus on formal teaching and education.  
• Even though base economic factors for developing the learning city exist, they are an insufficient premise for effective innovative performance of individuals and organizations.  
• Lack of systemic information about learning opportunities.
• Lack of social policy regarding the disabled and marginal groups.
• Negative attitude towards the learning needs of former convicts, migrants and drug addicts.

Opportunities: 

• Opportunities provided by the EU attention for intellectual activity, learning and innovation.
• Possibility to join networks of Learning Cities in Europe and wider word.  
• Opportunities to use the structural funds and other European programmes. 
• Drawing on the sustainable city strategy developed by the UN and its consequences – the increased attention for sustainable development in Lithuania. 
• Increase in the scientific knowledge the learning city development, also adapted for Lithuania. It should be used to provide rationale for practical actions and choosing viable strategies.
• Opportunities to accumulate resources required in the city opened by the dipolis Vilnius – Kaunas.  
• Because of the interest of some other Lithuanian cities to develop as learning cities, in the future there may be opportunities of joining efforts and sharing experience.

Threats:

• Western countries and the capital Vilnius may attract the intellectual capital of Kaunas; Kaunas may lose the most active agents of the learning city development.
• Some business enterprises from Kaunas may move to the East of Vilnius; economic potential for developing city may become a problem in Kaunas.
• As Kaunas is the first city in Lithuania that has chosen a systemic development into the Learning City, lack of relevant, country-specific experience may result in mistakes.
• Regional policy to help regions and cities to develop as learning does not exist (there is exclusive focus on developing knowledge economy in the regions); therefore, it may happen that Kaunas will not receive some support vitally important for the learning city development, e.g. the system of accreditation of prior experiential learning will not be developed, financial support will be lacking.   
• As the residents of the city do not support the learning needs of some disadvantaged social groups (former convicts, immigrants, drug addicts), the city government, to remain popular, might not allocate sufficient attention to these groups.

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

The most important agents in the partnership network of Kaunas as the Learning City consists of:

1. The Municipality of Kaunas and the Division of Education
2. The Learning City Council of Kaunas
3. Kaunas University of Technology
4. Kaunas Chamber of Commerce, Industry and Crafts
5. Kaunas Aleksotas community
6. The Old Town community
7. Business organizations in the Old Town
8. 69 schools of general education
9. Kaunas Musical Theatre 
10. Kaunas State Philharmonic Society

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.

Achievements of the partners are continuingly presented during the meetings of the Learning City Council, Kaunas City Council of Education, Division of Education of Kaunas Municipality, Kaunas Chamber of Commerce, Industry and Crafts