3. What do I want to give? What do I want to get?

Introduction

Overview

Checklists

Do I need partners to do what I want to do?
Would I be a good partner?
What do I want to give? What do I want to get?
What do I need to do to manage the risks and responsibilities?
How do I protect our investment?

Finding Partners

Managing expectations

Making the commitment

Getting started

Sustainability

Final checklist

Last updated:
08/05/05
web-weaver:  neil@neilsandford.co.uk 

Yes Ö But not if Ö
  • A good and worthwhile project is one where the total benefits accruing to all participants exceed what could have been achieved by working alone. Project proposals that demonstrate this are more likely to receive funding.
  • Know why you are in the project. Define what contribution you are making and what results you are expecting. Make sure your people understand these and can consistently articulate your organisationís aims and objectives in dealings with partners.
  • t is important that all partners are open about their goals and recognise both their own limitations and the contributions made by others. Everyone should be able to answer the questions:"Whoís doing what, and why?"
  • To be successful, a project needs partners who are willing to share information and support each other when required. For this to happen there has to be a climate of trust and understanding. So be practical and truthful in meetings, and in other interactions with partners, and donít let people down.
  • Be prepared to represent the project within your own organisation and to third parties, as well as (when necessary) defending your organisationís corner within the consortium
  • A consortium wonít work if there are conflicts of interest or hidden agendas. Try to choose partners you know. Encourage consortium members to feel comfortable about putting things on the table and saying what they mean. If you are unable to foster such an open environment, you may be with the wrong partners.
  • Donít expect more from partners than they have explicitly committed to. For example, it might be assumed that a large company within the consortium will provide meeting accommodation or communication links. Unless something is in the consortium agreement, the chances are it wonít happen.
  • Donít just rely on the consortium agreement to define roles and responsibilities. You should draw up an internal plan for how your company will meet its obligations and encourage other partners to do the same. If you cannot achieve such co-ordination at the start, it is unlikely that the project will be successful.