Benefits of working together create more than just a drop in the ocean
Mairi O’keefe outlines the importance of partnerships between the commercial world and the third sector
‘Individually, we are one drop. Together, we are an ocean.’ I’m sure Japanese writer Ryunosuke Satoro didn’t specifically have charity partnerships in mind when he wrote that famous line. However, it probably wouldn’t have surprised him to hear that his principle applies equally well to cross-sector collaborations as it does to individual development.
Throughout Leuchie House’s six years as an independent charity, partnerships have been a constant thread running through our growth and ongoing development. They’ve all been quite different, and interestingly few have been directly about generating income.
We’ve learned a lot in that time about what makes a successful partnership. For me there are five key factors.
Right partner, right time – few partnerships will last for ever. Every organisation’s needs change and flex over time. It’s inevitable that one or other partner is likely to feel the relationship has reached the end of its useful life at some point.
When we were setting up Leuchie as a charity, we needed help to lay the foundations that would allow us to become a centre for excellence in delivering respite and short breaks. Our vision was to offer a country house hotel ambience where roundthe-clock nursing care was available in a non-clinical environment.
A two-year partnership with the Balmoral Hotel was the perfect way to establish the building blocks that have allowed us to achieve this. They gave us their time, their expertise and an invaluable insight into all the elements that go into delivering a successful hospitality business. From marketing, to housekeeping, to HR, to customer service, their support has enabled us to embed our five-star philosophy throughout everything we do at Leuchie House.
Now that we are more established, our needs have changed. A current priority is to develop further as a learning organisation. Our new partnership with Queen Margaret University has opened up exciting opportunities for student placements, course development and research, all focused on knowledge exchange and delivering integrated person-centred care.
Mutually beneficial – like any relationship, if only one party benefits, the chances are it will be shortlived. The best partnerships offer clear, tangible rewards for all those involved.
Going back to our partnership with the Balmoral Hotel, while it’s clear to see how Leuchie House would benefit, it’s perhaps not so obvious what specific value it could bring to the hotel. However, the Balmor- al team were clear from the outset about what they were looking for. They wanted to develop a new kind of partnership, one that made a difference beyond a financial contribution. By working with Leuchie, they knew their managers would be able to see first-hand how their skills could help the third sector.
Shared values – another partnership essential is having a common culture.
At Leuchie, we are extremely fortunate to have an advisory board. This is made up of senior executives of charities who represent people with many of the long-term conditions we support. They share with us their knowledge and experience, and help keep us in touch with new developments in policy and practice.
Woven through this partnership is a shared belief in improving the situation of families dealing with the impact of life with a degenerative condition. This joint commitment helps bring down potential barriers and provides a common focus.
Clear outcomes – as the well-worn business mantra says, if you don’t know where you’re going, how will you know when you’ve arrived?
Our collaboration with QMU is based on four specific objectives, measured by four distinct outcomes, supported by clearly defined roles and responsibilities.
To make a partnership successful, you need to invest time and energy. Only by having clear outcomes can you demonstrate the return on this investment.
Having said that, however, it’s also important to bear in mind that every partnership will develop organically. It’s essential to be open to new ideas and to harness the potential of things which emerge as the relationship grows.
When we established our partnership with QMU, we couldn’t have envisaged that some months down the line one of their part-time academic staff would also come to join our team. Having her with us will help give our practice a solid academic foundation and open up new opportunities such as mentoring nursing students.
Get everyone involved – the best partnerships are those which create
a buzz through the organisations involved, where staff at all levels can see the value of working together and the difference their contribution will make.
During our partnership with the Balmoral, staff involvement went much further than just that of the hotel management team, from their bar and waiting staff helping out at our major fundraising events, to departmental teams taking part in sponsored events to raise money for Leuchie. On our side, Leuchie’s staff at all levels spent time with their opposite numbers from the hotel, sharing experiences and getting an insight into each other’s working worlds.
The sense of togetherness and working for a common cause that all this generated underpinned our relationship, making it deeper and richer as a result.
Building successful partnerships isn’t always easy. You have to put in the hours. You have to keep the momentum going. But a shared understanding, vision and commitment can bring enormous benefits on all sides.
At Leuchie, we can safely say we wouldn’t be where we are today without them. Mairi O’keefe, chief executive, Leuchie House.