This tool will help you address a common partnership problem of lack of clarity over the roles that partners need to perform, and who is responsible for what. It does not go into specific requirements in different types of partnership, in health, regeneration, etc, but concentrates on what is common across different types of strategic partnerships.
This resource provides guidance and templates for improving collaborative quality assurance (CQA) within a partnership. The accompanying 'Initial quality assurance action plan between partners' can be used to inform this.
This checklist will help you to assess how fully the key principles of collaboration for quality are understood, shared and practiced amongst partners. A representative of each partner body fills in the checklist using a scale of 0 to 3, which can then be compared and discussed with partner organisations.
This resource provides guidance and templates for developing an initial quality assurance action plan in a newly-established partnership or contracting arrangement. The accompanying 'Initial Action Plan for Improvements in CQA' can be used alongside this.
This resource enables organisations to identify and assess the benefits of collaboration. It is adapted from material on the Employers Organisation site for local government, Smarter Partnerships. The resource provides a checklist of the benefits of collaboration from which users can identify those that most apply to their prospective partnership and which might be emphasised in negotiations.
This diagnostic tool can help you identify where your partnership is in the partnership lifecycle and identify and take actions to change this, if necessary. You are encouraged to review the separate "A brief guide to the partnership lifecycle" document before using the diagnostic tool.
This resource provides background and guidance on collaborative quality assurance together with a checklist of quality assurance elements for you to review and action plan against.
This toolkit offers practical help on sub-contracting agreements and what to consider before and during programs of delivery. In doing so, it keeps at its core the aim of driving up the quality of the training you deliver to your learners.
This case study summarises the creation of a new, not-for-profit company that describes itself as a 'joint venture', combining a lead contractor/subcontractor model with the concept of membership and equality of involvement.This case study summarises the creation of a new, not-for-profit company that describes itself as a 'joint venture', combining a lead contractor/subcontractor model with the concept of membership and equality of involvement. For resources associated with the case study, enter SWATPro in the free text search.
This fact sheet is for providers affected by the introduction of Minimum Contract Levels (MCL). Its purpose is to help providers understand the requirements of the Chief Executive of Skills Funding so they can select the most appropriate model for new collaborative contracting arrangements.
