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Pitfalls |
Safeguards/ Response |
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Partners are reluctant to commit to action.
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- Identify levers / incentives, e.g. evidence of public concern,
costs, benefits available resources.
- Review steps needed to seek/reinforce senior management
commitment within key agencies, and to keep all those within
agencies with an interest informed of relevant developments.
|
|
Responsibility for implementation is unclear |
- Assign responsibilities to a named individual.
- Review/clarify roles and responsibilities of
partnership/individual agencies and other stakeholders.
|
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The programme drifts and is underachieving
|
- Review reporting systems.
- Set clear milestones for performance of key tasks.
- Review commitment of partner agencies. Strengthen agreement
between agencies if necessary. Look at ways of increasing
project ‘ownership’.
|
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Project leadership is weak
|
- Ensure the project leader has the time, commitment and skills
to do the job, and identify training/development needs.
- As well as project management skills, project leaders need
the ability to work across traditional agency boundaries and
operate in unknown/unpredictable areas.
|
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The project leader moves job
|
- Ensure key decisions and action points are documented.
- Spread the work to guard against becoming too reliant on one
person.
|
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A key partner fails to deliver
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Challenge non-delivery. Strengthen agreement between agencies if
necessary |
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Results don’t come through
|
- Review analysis of problems and causes.
- Check option appraisal and that the right conditions are in
place for the project to work as intended.
- Check the action plan is appropriate and well-founded.
|
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There is low community participation
|
- Check community perceptions of the initiative.
- Identify aspects of the project with greatest community
appeal.
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- Review communications plans
|
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Partners lose interest
|
- Review approaches used (e.g. networking between
meetings/teambuilding) to keep partners enthused and motivated.
- Ensure the project integrates with other local activities.
|
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Conflicts develop in the partnership
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Use techniques e.g. soft systems analysis to identify sources of
conflict and areas of agreement. |