136 Partners need to bring clarity to the governance of their collaboration. This requires agreement among them about purpose, membership and accountability. Partners should be clear whose interests they represent and how they will handle disputes. The first step is to draw up a comprehensive governing document or partnership agreement.
137 The process of agreeing a governing document is itself an important element of partnership governance: it will help to clarify roles and relationships and build goodwill and trust. Because partnerships are fluid and dynamic, it is vital that they review their governing documents regularly and, where necessary, amend them. This review process will confirm that current arrangements are satisfactory or afford partners the chance to raise fundamental issues that they would not normally discuss in the process of day-to-day business.
138 No single form of governing document is appropriate for all kinds of partnership. Each partnership must decide for itself what it needs, taking due account of any legal requirements. Each governing document must set out its main procedures clearly and unambiguously. Since most partnerships are unincorporated associations they can adapt the Charity Commission's model constitution. The main elements are:
• the name of the partnership;
• aims and objectives;
• membership, including status of different members and termination of membership, schemes of delegation;
• powers;
• roles;
• income;
• meetings: notice and frequency of meetings; quorum rules; chairing arrangements; voting arrangements; and representation of other members;
• decision-making processes (scope and timescales);
• timescales;
• amendments to the partnership's rules;
• minutes; and
• exit strategy/arrangements for dissolution.
139 All major partnerships should have a governing document, but it does not need to be overly complex, or anticipate every eventuality. The existence of a governing document does not guarantee effective governance because documents cannot capture many of the soft attributes of successful partnership working. An organisation's involvement in the partnership is unlikely to yield meaningful results unless individual partners bring personal commitment to the venture. Partnerships should use governing documents sensibly, to bring clarity to complex or ambiguous situations.