Explain Why It Is Important To Work In Partnership With Others?

What are the advantages of collaborative partnerships

What are the benefits of collaborative partnerships? – confirms what any pro-collaboration participant in the supply chain knows in their gut, “When buyers and suppliers are willing and able to cooperate, they can often find ways to unlock significant new sources of value that benefit them both”.

The benefits of general supply chain collaboration include shorter lead times, lower out-of-stock levels, improved customer service metrics, lower transportation and warehousing costs, risk mitigation, improved forecasting, planning and capacity management, and even innovative new product development.

Collaborative partnerships start with open communication and improved visibility into customer demand and supplier performance. It results in lower costs, shared best practices, better-negotiated deals, competitive advantage, and, ultimately, increased revenue and profit for both parties.

Why is it important to work in partnership with others in early years

There are a number of benefits to working in partnership. Sharing costs makes the funding go further eg training, resource purchasing. Families can be supported in a holistic fashion eg if attendance is poor and there are siblings in another setting a common approach could be trialled.

How do you describe a good partnership?

3. Cohesion. – Trust is a basic need for a successful partnership. All partners need to know the relationship is collaborative, loyal and solid. If the partnership is in need of support or guidance, the partners trust they can come together in a way where needs and concerns can be met and realized.

What are the 3 requirements of effective partnership?

Glentel Inc. is one of Canada’s leading telecommunications companies and in 2013, celebrated its 50th year. Their success has not been without significant challenges. Clients differ tremendously, as do their needs and the nature of their concerns. Glentel has overcome this challenge by developing and maintaining a great relationship with clients. A successful partnership requires three key elements: comprehension, collaboration, and communication,

1. These are not ground-breaking concepts.
2. In fact, they are simple and applicable to any business.
3. But it is how you perform them that says a great deal about your company and what you can do for your clients.
4. Firstly, get to know your customer, build trust, determine their needs and establish a relationship.

Secondly, find a suitable supplier that will provide the equipment needed to support the client and your proposed solution. Then collaborate with the supplier to ensure that design and functionality of the system meet specifications. Lastly, communicate with the supplier, the client and your team so that all issues are addressed in a timely manner before project completion.

Glentel has always stressed the importance of partnerships. In the last fifty years, they have formed great partnerships with several suppliers such as Motorola, Zetron, Kenwood, Tait and Airbus DS. However, it is their relationship with clients that Glentel believes drives their organization. According to Rick Christiaanse, General Manager at Glentel Inc., “Building a solution to a telecommunications problem is all about the customer.

We want to ensure that all requirements are satisfied and that all concerns are addressed. As a solutions provider, Glentel’s vision is to not only offer unparalleled expertise but to also serve customers so that they themselves can succeed in their line of work.” For Glentel, a recent example of a successful client-contractor partnership is the Kawartha Lakes Police Service.

1. Awartha Lakes is a small community located north of Lake Ontario and has a population of approximately seventy thousand people.
2. The Police Service’s communication system was approximately ten years old.
3. It had reliability issues with uptime that caused an immediate public safety concern.
4. Glentel learned of the problem with their radio system through an invite from KLPS’s Inspector Mark Mitchell.

As a result, Glentel’s team of technical services specialists offered to do a technical consulting and needs analysis. Glentel’s needs analysis involved understanding how the Kawartha Lakes Police Service did business and how they communicated. They conducted focus groups and interviews at all levels of the agency, job-shadowing the officers, supervisors and dispatch people to determine the organizational structure, communication protocols and procedures and essentially, how they went about their work day both in the office and in the field.

1. Through these activities, Glentel was able to gather information for a comprehensive report, which addressed their suggestions and concerns.
2. Significantly, the process meant Glentel was able to build a relationship with their client that resulted in appropriate recommendations and solutions that met the Kawartha Lakes Police Service’s specific needs.

The Glentel report outlined three different system solutions, each detailing technical details such as the types of devices, the life cycle and longevity. All three solutions were designed to meet the needs of the Kawartha Lakes Police Service but also addressed varying financial constraints.

1. By doing so, the Kawartha Lakes Police Service was better able to make a decision based not only on their communications needs but the finances available to them.
2. After further discussion and consideration, the Kawartha Lakes Police Service chose the highest spec solution of the three.
3. Glentel then immediately began the 18-month process of collaboration with suppliers.

During which time Glentel was readily available and contactable, building on the relationship already established with their client. The end result was a successfully implemented Tait P25 System with three-site microwave backhaul. At the end of the project, the Kawartha Lakes Police Service’s new radio system not only resolved the reliability issues but drove team performance and overall efficiency. This article is taken from Connection Magazine, Issue 6, Connection is a collection of educational and thought-leading articles focusing on critical communications, wireless and radio technology. Share your views, comments and suggestions in the Tait Connection Magazine LinkedIn group,

What is the importance of working together?

What Is Teamwork? – It may seem like a simple question, but the answer often eludes many managers. At its most basic, teamwork is a sense of unity. It’s an enthusiasm that a group of people shares for their common interests and responsibilities. But delve deeper and you’ll soon see that teamwork is both a bonding agent and a lubrication of sorts.

What is the key to working together

1. Communication – Communication is the foundation of effective teamwork. Whether you’re working on a presentation with your classmates or spearheading a new project at work, it’s important to talk openly and honestly with your group members about expectations, deadlines, and responsibilities.

What is the best advantage of a partnership why?

4. More Business Opportunities – One of the advantages of having a business partner is sharing the labor, Having a business partner may make you more productive and afford you the ease and flexibility to pursue more business opportunities, These can include:

• Expanding the range of your offerings,
• Attracting more investors to your company and
• A chance to launch a new rebranding.

A partnership might even eliminate the downside of opportunity costs-. which are the potential advantages or business opportunities you may be forced to let go of because you don’t have the bandwidth to focus on them.

What is the philosophy behind working in partnership?

A partnership philosophy is the mindset and notion that there is benefit in communication and collaboration. This partnership philosophy also strongly emphasizes that in successful collaboration, every member must demonstrate responsibility towards the team.

Why is it important to work in partnership with others in relation to safeguarding

Safeguarding Part 4: Why partnership working is key to effective safeguarding Rachel Buckler Tuesday, June 27, 2023 In the final part of this series, safeguarding specialist Rachel Buckler provides guidance on working with others to achieve the right outcomes for children.

Working in partnership with other people such as parents, carers or other professionals, is an essential part of the job in the early years. In fact, it is a legal requirement that we do so. Positive outcomes for children rely upon enabling partnerships that give us insight into a child’s life. Effective partnerships also broker leverage for children as they influence change or introduce necessary actions in respect to a child’s welfare or safety.

As we know, early years professionals have countless opportunities to advocate on a child’s behalf when others may not always do so. This makes collaborative working all the more important and one that requires engagement in successful strategies in order to achieve positive results that centre on the needs of children.

• Partnerships with parents Relationships between parents and early years providers are extraordinary.
• The nature of the relationship which involves shared care and responsibilities for their child is unique.
• Meaningful engagement which brokers effective partnership working is built upon many things: Empathy The ability to understand things from another’s perspective.

Circumstances, external influences, or personal adverse experiences may impact upon a parent’s ability to provide their children with the things that keep them safe and well. Protective factors may be compromised or limited intentionally or unintentionally.

Taking time to think through a situation and seeing it from a parent’s perspective requires empathy, and it’s part of a wider strategy. This, of course, does not mean that we concede on the ultimate focus, which is always the child and what is in their best interests. Authenticity The genuine motivation that drives a desire to act in respect of support for a child.

This often includes advocating on behalf of parents and helping them to achieve outcomes for their children. The supportive elements of parent partnerships are plentiful. Helping navigate unfamiliar systems and processes or offering guidance and advice when other sources of support are unavailable or invisible elsewhere is underpinned by a sincere goal to change a situation for the better.

1. Compassion Working with parents can be extremely difficult and challenging.
2. Regardless of the struggles we may face, our position as professionals should rely on a genuineness and sincerity to exude compassion while at the same time being able to make judgements about a situation.
3. A parent’s lack of collaboration or a reluctance to engage with us must be acknowledged and our responses towards them when this happens should be recognised and reflected upon.

Parents may be afraid, angry, resistant or may manipulate a situation in defence of their position when child abuse or neglect is evident. They may demonstrate indifference, avoidance or ‘say the right things’ or engage ‘just enough’ to satisfy practitioners’ (NSPCC 2019).

Gather and share information. Aid and inform decision-making, both independently and collaboratively. Fulfil legal duties to engage with or involve statutory services. Effectively monitor emerging or evolving need. Take shared responsibility for helping to achieve agreed outcomes. Measure or evaluate progress made against a set plan or goal.

Multi-agency practice has always been challenging. Those who have recognised a changing landscape in respect to increased challenge will be in good company. This includes working with children’s services, social care and other workforce professionals. It is fair to say that much of the pressures upon services, particularly public sector services, lay at the heart of the problem.

The publication of an independent review of children’s social care in 2022 recognised the extent to which social care systems and practices struggle not only to meet demand for services but also to effectively address the need for social care professionals to be provided with the ‘time and resources to build strong, respectful relationships with children and families’.

The problem is complex and involves many factors that need to be addressed so that reforms can take place. Josh Mac Alistair, the author of the review, has made ambitious recommendations to address a range of issues to increase the potential for an improved social care workforce going forward.

This includes the need to ‘reduce the use of agency social work’ which is expensive and reduces the prospects of providing ‘stable professional relationships for children and families.’ Until this and other recommendations are implemented, those working in the early years will remain a critical agency consistently supporting vulnerable young children.

Good news for children attending early years provision Having children in sight is one of the most significant benefits and strategies for children attending early years settings. For some children it can be a lifesaving experience, and the response from competent and tenacious practitioners should not be understated.

A recently published Local Child Safeguarding Practice Review tells the account of how actions taken by a nursery in respect of a 23-month-old child not only saved the child’s life, but how when faced with poor practice and advice from other agencies working with them, they stood their ground to maintain high standards in child protection.

Out of five key lines of enquiry noted in the review, the fifth was headed ‘Exceptional practice by George’s nursery’. It is inspirational most importantly because the child was saved but also in that the nursery leadership challenged statutory services and refused to comply with their unsafe requests.

Escalation and the process to challenge It can be hard working with other agencies especially when we are faced with professional disagreements or differing points of views.Case review learning draws upon the need for the workforce to use and apply escalation processes or procedures if and when the need for professional challenge arises.Learning for improved practice gathered by the NSPCC (2022) and taken from early years sector case reviews recommends that ‘safeguarding and child protection procedures should include information about how and when to follow up on actions with other agencies, following local escalation processes’. The need to escalate will apply when there is, for example:

no recognition of the signs of harm discrepancies in relation to accepting referrals inappropriate application of the thresholds of need no sharing of information lack of co-operation in delivering planned interventions.

Local authority escalation procedures can usually be found on Local Safeguarding Partner websites. CASE STUDY: Stacey Kenyon, senior manager, Mulberry Bush Nursery Group, Bury ‘A number of our parents have learning difficulties, which bring additional challenges.

• We have identified recently that many children who need support in regard to safeguarding are those with special educational needs and disabilities.
• The complex needs and vulnerabilities of these children are further heightened as many are non-verbal and are unable to tell us what might be happening at home.

We spend a lot of time building trusting relationships with parents in order for us to best protect their child and understand the challenges that they are facing in keeping them safe. ‘We spend inordinate amounts of time chasing other professionals, particularly social workers.

1. We have a number of children on child protection plans at the moment where we have been maintaining regular fluid contact with other professionals, and it has really encouraged reciprocal communication from the social workers – this hasn’t traditionally always been the case.
2. We are not afraid to speak up in meetings.

‘The child protection meetings are helpful, but their effectiveness is really hampered by the constant changing of social workers. We see families being constantly allocated new social workers (often agency) who promise consistency, only to move on/resign weeks later.

‘Disguised compliance: learning from case reviews’. NSPCC, 2019 ‘Early years sector: learning from case reviews briefing’. NSPCC, 2021 Independent review of children’s social care. Gov.UK, 2022 Local Child Safeguarding Practice Review. “George”. Wigan Safeguarding Children’s Partnership, 2022 ()

: Safeguarding Part 4: Why partnership working is key to effective safeguarding

What is working in partnership with other organisations called

Guide to the different types of collaborative working – Collaborative working – also known as joint or partnership working – covers a variety of ways that two or more organisations can work together. Options range from informal networks and alliances, through joint delivery of projects to full merger.

Collaborative working can last for a fixed length of time or can form a permanent arrangement. What these options have in common is that they involve some sort of exchange, for mutual advantage, that ultimately benefits end users. In recent years, interest in collaborative working has been growing, driven by the sector’s drive for effectiveness and efficiency, government policy and public opinion.

Working with others can offer opportunities to:

deliver new, improved or more integrated servicesmake efficiency savings through sharing costsdevelop a stronger, more united voiceshare knowledge and information.