Logic Model Component:
Categorical scale, qualitative
Measures the extent to which the leadership and management body, such as an advisory group or steering committee, guide and coordinate the work of the partnership and the perceptions of that leadership
This indicator measures the extent to which the leadership and management body, such as an advisory group or steering committee, guide and coordinate the work of the partnership. For example, the performance criteria include that the leadership and management body: · understands and supports KM as key to the partnership success, such as establishing a KM strategy or using KM tools/techniques; · promotes partnership vision and identity; · encourages active participation by partner organizations; · shares accountability for achieving partnership goals; · has a clear and transparent governance structure to make mutually beneficial decisions; and · uses participatory processes to develop scopes of work and joint activities.
Qualitative and quantitative data from responses to questionnaires (using Likert scales) regarding the perceptions of partner organizations about the performance quality and characteristics of the leadership and management body
Periodic surveys, followed up with key informant interviews and focus groups as needed; checklist to measure governance, accountability, and so on, as specified in a collaboration agreement
Periodically (before, during, and after specific activities or events)
For the purpose of forming and sustaining a partnership, it is crucial to have a leadership and management structure that meets performance criteria identified by partner organizations. This indicator aims to periodically collect the data using various performance criteria, including the support to KM, to gauge how well the leadership and management body is operating. The indicator also helps the leadership and management body to assess its strengths and areas for improvement and ensure that the partnership continues beyond personnel changes.
The term “partnership” implies an equal relationship, and in order for a partnership to succeed from the start and over time, it requires that partner organizations are willing to let go of some of their own power and control (IOD PARC, 2015; Harris & Wilkins, 2013). Therefore, it is essential for all parties to be involved in the establishment of clear governance and accountability structures, and use performance monitoring indicators for ongoing planning, documentation of progress, and reflection, revision and transformation of the appropriate leadership and management practices (ADB, 2010; IOD PARC, 2015). Further research is required to develop objective measures of these areas including governance, accountability, and performance monitoring.
Wednesday, December 13, 2017