[ Contents ]
Organising local partnerships
The partnership matures
4.2 Gradually establishing an order of things
Decision-making involves taking on board a range of opinions flowing from
autonomous entities, i.e. each pursuing its own purposes.
Such opinions may help to answer 4 types of question
- What do we want to do? (what is desired?)
- What should we do? (what is desirable?)
- What can we do? (what is allowed?)
- What do we have to do? (what is inevitable?)
operating at different levels of concern:
- the social and cultural level of wishes and needs (what is good/bad,?)
- the political level of duty (what is good/bad for the area and the common good?)
- the legal level of the law (what is permitted/prohibited?)
- the technical level of obligation/constraint (what can/cannot be done technically,
and fulfilling functions underpinned by legitimised powers and necessary
- social function of mobilisation, discussion, proposals;
- political function of arbitration and choice;
- legal function of protection and guidance;
- technical function of appraisal, preparation, financing.
In terms of its purpose and its utility, a partnership is put together, evolves
and is sustained via this multiplicity of mediation, necessitating interrelations
- between functions,
- between levels.
The functions will interrelate within an organisational plan tailored
to needs at the various stages of development and opening the door (see diagram) to:
- discussion and proposals;
- validation and hierarchy;
- negotiation and decision;
- appraisal and financing;
- preparation and execution;
- monitoring and evaluation.
Interrelation between levels should ensure:
- effectiveness and guaranteed results;
- a hierarchy of values.
Problems arise from the difficulty of effectively accommodating these
various elements while preventing one level encroaching on another or
one function being flattened by the rest.
POSSIBLE INTERRELATION OF FUNCTIONS