We've been musing on the notions of partnerships and collaborations recently and how they impact differently on SME's. In particular as a small social enterprise what's apparent is our take on things is often very different to some of the larger organisations and individuals we encounter in the work we do with young people. Our aims and practice as CiC are about facilitation and youth led practice, which massively informs our approach to both what we do and also our approach to partnerships, collaborations and strategic work. Yet, it appears to me that sometimes this intrinsic value to be open to shared ideas, knowledge and expertise isn't always reciprocated elsewhere!
We find that a common experience, especially when encountering larger organisations, that there can be a less open approach. Maybe its the threats and challenges of the current climate regarding funding etc, and with their bigger overheads these organisations carry, that this makes people circumspect when it comes to partnerships? For example, as an organisation we have been involved in work with a larger organisation, helped them develop new work, input some significant experience and ideas and subsequently found that when it comes to an opportunity to gain further work and importantly funding, they have gone elsewhere for partnerships, to partners with more profile but definitely less experience in the practice!
This leaves us frustrated that as an emerging social enterprise in our 3rd year, but with the combined experience and expertise of over 30 years, we are left at the margins when it comes to partnerships and resources. What I fail to see is how larger organisations, with all trappings and trimmings that come with scale, seem to feel that they can benefit from working with smaller enterprises, clearly size matters!
Yet there is a lot to be said for those that keep it "lean and mean", and that actually there is a positive outcome for larger organisations from partnering and collaborating with smaller organisations, both in terms of their own feel good factor for supporting smaller players in their hinterland but also because sometime they can learn something! Obviously, we would gain significantly too, because of the kudos attached to partnering with bigger players, and it might help us survive economically too, but it’s not just about the money, or perhaps it is!
Recently I’ve had meetings with funders and commissioners of services and have urged them to think differently in the way they support and commission work, as I say to them “don’t just put all your resources into super tankers; you need some yachts and speedboats too”. Though I am not sure quite which of these we are, possibly a bit of both! Because there is something to be gained from forcing or encouraging larger organisations to make partnerships with smaller social enterprises who can contribute new and different things, but importantly as equals.
It seems that increasingly in the challenging economic climate for everyone that the default setting for people and organisations could be to circle the wagons, and compete for resources or only partner and collaborate with the bigger players. But smaller organisations can contribute now and the gains in the longer term can be significant.
To give an example, my experience as a youth education arena during the early 90’s, when we faced similar challenges economically, saw a group of people and organisations get together and say enough competing for funding and resources, let’s sit down and see how we can “share the wealth”. The result of this approach instigated innovative powerful practice, leading to one of the first, if not the first, youth led grant giving charity called The Keyfund, which is still going strong over a decade later.
So I guess I am saying in conclusion that, when it comes to partnership and collaborations,
developing ideas and innovation, both in our realm the field of youth education and cultural activity, and in general within the charitable and commissioning arena, don’t forget the large organisations can benefit and learn from small social enterprises and that scale and size shouldn’t be a prerequisite to who you make strategic partnerships with, as well as who you collaborate with in practice!
Michael Evans
Director
Solar Learning (CiC)
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