| 1 | Leadership | Effective leadership brings visibility, promotes shared ownership, draws in reluctant partners and can drive forward a (sometimes contentious) agenda |
| 2 | Synergy | The whole is greater than the sum of the parts. To achieve synergy trust and confidence must be developed with an understanding of each other's motivation, culture and decision making processes. A shared vision must be developed based on an understanding of the starting point building a unique partnership culture and acknowledging that community representatives need back up with admin and information support. |
| 3 | Commitment | Involves both organisational and individual commitment. |
| 4 | Accountability | Often a contentious issue. ‘Token’ community representation is not enough. Partnerships need to engage in a wide range of consultative and participative processes if they are to work across the spectrum of community issues. Mechanisms are needed to hold partners accountable to each other.
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| 5 | Conflict Management | Conflict is virtually inevitable in partnerships: they bring together a wide range of interests, levels of power and resources, and different priorities. Vision building is the key to defining shared objectives: it’s not enough to list what each partner is doing separately |
It is important at the outset to acknowledge the challenges of effective partnership working at all levels, and the fact that there are no easy solutions or 'off the shelf' answers. There will be a need for cultural change and continuous learning and development to meet these challenges. (Fife Community Plan)