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D/503/5311

VRQ

UV51239

Effective partnership working in the learning and teaching context

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Statement of unit achievement

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UV51239Effective partnership working in the learning and teaching context

The aim of this unit is to enable you to understand effective partnership working in the learning and teaching context and the purpose and nature of partnership working. You will learn the importance of communicating effectively within a partnership and will understand the wider context within which a partnership operates.

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GLH

Credit value

Level

Observation(s)

External paper(s)

50

15

5

0

0

On completion of this unit you will:

Learning outcomes Evidence requirements

Effective partnership working in the learning and teaching context

1. Understand the purpose and nature of partnership working

2. Understand the purpose, aims and objectives of a partnership

3. Understand the structure and management of a partnership

4. Understand how to measure and report on a partnership’s outputs

5. Understand how to communicate effectively within a partnership

6. Understand the wider context within which a partnership operates

1. Achieving assessment criteria There must be valid, authentic and sufficient evidence for all assessment criteria. Holistic assessment is encouraged and one piece of evidence may be used to meet the requirements of more than one assessment criterion.

2. Knowledge outcomes There must be evidence that you possess all the knowledge and understanding listed in the ‘Knowledge’ section of this unit. This evidence may include projects, assignments, case studies, reflective accounts, oral/written questioning and/or other forms of evidence.

3. Tutor/Assessor guidance You will be guided by your tutor/assessor on how to achieve learning outcomes in this unit. All outcomes must be achieved.

4. External paper There is no external paper requirement for this unit.

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Achieving knowledge outcomes

Developing knowledge

You will be guided by your tutor and assessor on the evidence that needs to be produced. Your knowledge and understanding will be assessed using the assessment methods listed below:

• Observed work• Witness statements• Audio-visual media • Evidence of prior learning or attainment• Written questions• Oral questions• Assignments• Case studies

Where possible your assessor will integrate knowledge outcomes into practical observations through oral questioning.

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Knowledge

Outcome 1

Understand the purpose and nature of partnership working

You can: Portfolio reference

a. Summarise reasons for partnership working

b. Analyse opportunities and challenges of working within a partnership

c. Evaluate models of partnerships

d. Analyse ways of sustaining partnerships and their outputs

e. Justify the need for ground rules and terms of reference in partnership working

f. Evaluate the need for realistic timescales and deadlines in effective partnership working

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Outcome 2

Understand the purpose, aims and objectives of a partnership

You can: Portfolio reference

a. Analyse the purpose of a specific partnership

b. Review the aims and objectives of a specific partnership

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Outcome 3

Understand the structure and management of a partnership

You can: Portfolio reference

a. Analyse individual roles and responsibilities within a specific partnership

b. Evaluate the potential contribution of stakeholders to a specific partnership

c. Review boundaries of individual roles and ownership issues within a specific partnership

d. Analyse resource implications for a specific partnership and its individual members

e. Evaluate how a specific partnership is managed, identifying potential management issues

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Outcome 4

Understand how to measure and report on a partnership’s outputs

You can: Portfolio reference

a. Analyse performance indicators used to measure the effectiveness of a specific partnership

b. Evaluate the effectiveness of a specific partnership’s outputs, drawing on valid and reliable data

c. Analyse methods of presenting partnership outputs to interested parties

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Outcome 5

Understand how to communicate effectively within a partnership

You can: Portfolio reference

a. Analyse methods of effective communication between partners

b. Evaluate the communication strategy of a specific partnership

c. Evaluate own communication methods and skills as a partnership member

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Outcome 6

Understand the wider context within which a partnership operates

You can: Portfolio reference

a. Evaluate the potential impact of other stakeholders and agencies relating to a specific partnership

b. Evaluate the impact of key government policies and initiatives on a specific partnership

c. Analyse ways for a partnership to establish and maintain communities of practice

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Outcome 1: Understand the purpose and nature of partnership working

Unit content

This section provides guidance on the recommended knowledge and skills required to enable you to achieve each of the learning outcomes in this unit. Your tutor/assessor will ensure you have the opportunity to cover all of the unit content.

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Reasons for partnership working: Nature of the partnership (e.g. formal, informal, internal (interdepartmental), external), contribution to achievement of local/regional/national targets, sharing best practice, sharing resources, sharing risk, access to financial support/additional markets, greater professional expertise, drivers of partnerships (e.g. external governmental policy, internal/social factors).

Opportunities and challenges of working within a partnership: SWOT analysis (strengths, weaknesses, opportunities, threats), PESTLE analysis (political, economic, sociological, technological, legal, environmental).

Models of partnerships: Pairing or twinning (e.g. single company twinned with single educational establishment, single educational institute with multiple business partners, single company with multiple educational partners, multiple partnerships).

Methods of sustaining partnerships and their outputs: Sharing strategic vision, sharing capacity for strategic innovation, degree of group identity/area identity, ensuring professional collaborative activity, creating an organisational culture, communication skills (e.g. written, verbal and non-verbal), negotiation skills, action planning, SMART targets (specific, measurable, achievable, relevant, timely).

The need for ground rules and terms of reference in partnership working: Creating terms of reference (i.e. expectations, what has to be achieved, boundaries within which there can be freedom of action, ability to exercise independent decision making), clarification of objectives and organisation to achieve these, communication skills (e.g. written, verbal and non-verbal), negotiation skills.

The need for realistic timescales and deadlines in effective partnership working: SMART targets, action planning, formal and informal auditing procedures, level and nature of suspension, systems to monitor progress and provide feedback, response deadlines, checkpoint and specific times to meet, review of performance within the agreed terms of reference, evaluation theory.

Outcome 2: Understand the purpose, aims and objectives of a partnership

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Analyse the purpose of a specific partnership: Communication skills (e.g. written, verbal and non-verbal), nature of the partnership (e.g. formal, informal, internal (interdepartmental), external), contribution to achievement of local/regional/national targets, sharing best practice, sharing resources, sharing risk, access to financial support/additional markets, greater professional expertise.

Review the aims and objectives of a specific partnership: Clarification of objectives, negotiation skills, service level agreements.

Outcome 3: Understand the structure and management of a partnership

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Analyse individual roles and responsibilities within a specific partnership: Service level agreements, allocation of roles and responsibilities, role prescription and terms of reference, systems to monitor progress and provide feedback, staff appraisal, key performance indicators, management by objectives.

Evaluate the potential contribution of stakeholders to a specific partnership: Stakeholders (e.g. employees, providers of finance, consumers, community and environment, government, other organisational groups), nature of the partnership (e.g. formal, informal, internal (interdepartmental), external), contribution to achievement of local/regional/national targets, sharing best practice, sharing resources, sharing risk, access to financial support/additional markets, greater professional expertise, communication skills (e.g. written, verbal and non-verbal).

Review boundaries of individual roles and ownership issues within a specific partnership: Service level agreements, allocation of roles and responsibilities, role prescription and terms of reference, key performance indicators, communication skills (e.g. written, verbal and non-verbal), authority, responsibility and accountability.

Analyse resource implications for a specific partnership and its individual members: Service level agreements, allocation of roles and responsibilities, role prescription and terms of reference, key performance indicators, communication skills (e.g. written, verbal and non-verbal), authority, responsibility and accountability, types of resources (e.g. personnel, accommodation, practical resources).

Evaluate how a specific partnership is managed, identifying practical management issues: Management styles (e.g. autocratic, democratic, laissez-faire), main forms of control (direct control by order, direct supervision, rules and regulations, control through standardisation and specialisation, control through influencing the way people think about what they should do), delegation, systems to monitor progress and provide feedback, response deadlines, checkpoints and specific meeting times, performance review (formal/informal).

Outcome 4: Understand how to measure and report on a partnership’s outputs

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Analyse performance indicators used to measure the effectiveness of a specific partnership: KPI’s (key performance indicators), service level agreements, task functions (e.g. basic activities of organisation directed towards specific, definable results), element function (supportive of task function e.g. personnel planning, PR, QA, management information systems).

Evaluate the effectiveness of a specific partnership’s outputs, drawing on valid and reliable data: Management information systems, systematic reviews,

methods of reporting (e.g. verbal, written, graphic), systems to monitor progress and provide feedback, response deadlines, checkpoints and specific meeting times, variations of agreements.

Analyse methods of presenting partnership outputs to interested parties: Communication skills (e.g. written, verbal and non-verbal), methods of reporting (e.g. verbal, written, graphic), dissemination formats (e.g. presentation, publication, noticeboard, e-mail, report).

Outcome 5: Understand how to communicate effectively within a partnership

Analyse methods of effective communication between partners: Communication skills (e.g. written, verbal and non-verbal), methods of reporting (e.g. verbal, written, graphic), dissemination formats (e.g. presentation, publication, notice board, email, report), negotiation skills.

Evaluate the communication strategy of a specific partnership: Use of feedback from a range of suitable sources (e.g. management, partners, other stakeholders, employees).

Evaluate own communication methods and skills as a partnership member: Use of feedback from a range of suitable sources (e.g. management, partners, other stakeholders, employees).

Outcome 6: Understand the wider context within which a partnership operates

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Evaluate the potential impact of other stakeholders and agencies relating to a specific partnership: Evaluation theory (e.g. Brookfield’s lenses), PESTLE analysis.

Evaluate the impact of key government policies and initiatives on a specific partnership: Government policies and initiatives, PESTLE analysis, evaluation theory (e.g. Brookfield’s lenses).

Analyse ways for a partnership to establish and maintain communities of practice: Nature of communities of practice, local/regional/national networks, methods of communication (written, verbal, non-verbal, presentations, publications, reports, noticeboards, emails, letters, video conferencing), strengths and limitations of different methods.

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Notes Use this area for making notes and drawing diagrams