The PiiSA Framework
Our research and experience suggest that there are four key factors for success in any partnership. These four factors are listed below and form the basis of a ‘balanced score card’ approach to evaluating the quality and likely effectiveness of partnerships.
Clarity of PURPOSE and commitment P
Effective partnerships will seek regularly to clarify the precise purpose of the meetings they are involved in. Clarity of purpose is typically achieved when individuals are able to express the constraints they have, what they wish to achieve from the partnership and, importantly, what they are committed to doing within the group. It can be argued that this discipline of clarifying purpose is common sense; disturbingly it is not always common practice. ii The Capacity to INFLUENCE and be INFLENCED
Effective partnerships have clarified the climate and norms for group working.
The result is an environment where genuine dialogue can take place. We understand dialogue to be the capacity of a group to influence each other, and to be influenced. Dialogue is typically characterised by honesty and authenticity, with individuals seeking to understand each others positions and identifying courses of action that meet the needs of all those present.
Dialogue of this type will not take place typically in a culture of mistrust or fear.
S STRUCTURES and systems that are fit for purpose
Effective partnerships develop structures and systems that reflect the purpose of the partnership and recognise that structures and systems are not static. It will be necessary to review and revise structures and systems as the partnership evolves and as its priorities shift.
A The capacity and resources to take ACTION
The effectiveness of a team or group will be determined by their capacity to clarify, complete and monitor specific actions and to resource their implementation. The process of clarifying actions typically requires careful appraisal of possibilities for action, the prioritisation of those actions that will be of most value and clarification of other individuals who need to be involved, if the completion of the actions is to take place effectively. The actions should be agreed in an inclusive way and must be specific; detailing deadlines and responsibilities.

The four factors listed above are illustrated further in figure 1 below. The matrix suggests that partnerships have an “internal dimension” (represented by the left hand column). This column represents the internal functioning of the partnership; the commitments, values and culture of the group. Within this dimension are the factors 1 and 2 of the PiiSa framework, namely Purpose and Influence. Equally there is an “external dimension” (represented by the right hand column) that refers to the observable practices of the partnership. Factors 3 and
4 fall into this category. The model is designed to show that if we wish to transform a partnership there is a need to work in all four areas, which are interconnected. Importantly, real and lasting change is unlikely to occur if we fail to focus on the factors in the left hand column.
How we are
(internal)
1.
Purpose
What we do
(external)
3. Structures and systems
2.
Influence 4. Action