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    Partnership and Collaboration Policy

    Policy name ​​Partnership and Collaboration Policy
    Policy number HRP023
    Date approved 11 November 2024
    Approving body Council
    Responsible officer CEO and Provost
    Implementation officer CEO & Provost

    Dean

    Director of Clinical Services

    General Manager
    Next review date November 2027
    Related policies
    Related forms and documents
    • MOU template

    1. Purpose of this policy

    The Cairnmillar Institute (“the Institute”) may partner with other organisations to provide mental health services (e.g. through the Clinic) and/or education (e.g. through the Faculty), including work placement opportunities for students or researchers. Other partnerships may relate to fundraising and/or Shared Services.  Benefits of investing in partnerships can include:

    1. shared or complementary expertise, bringing together leadership, insights and specialised skills across a region;
    2. economies of scale through less duplication (e.g. through workforce and specialisation sharing); and
    3. access to opportunities, networks, markets, clients, stakeholders, resources and leverage of possibilities not available to a single party.

    This policy governs the Institute’s relationships with external partners and provides guidance on the establishment and measurement of partnership engagement (at both an individual and organisational level), to ensure that partnering is effective.

     

    2. Scope

    2.1 This Policy applies to all partnerships between the Institute and external organisations.

    2.2 This Policy does not apply to:

    1. any commercial activity of the Institute.
    2. the procurement of goods and services in the ordinary course of Institute ‘s operations, including without limitation, consultancy services under the Contractors and Consultants Procedure, external legal services and the Institute’s external and internal audit activities.
    3. the Institute’s information technology infrastructure and software services.

    3. Policy

    3.1 The Institute recognises that partnerships are a critical tool to deliver its strategic objectives and maximise the social, cultural and community impact that the Institute delivers regionally, nationally and globally. Individual and organisational success is dependent on an acknowledgment that issues cannot be solved by the Institute and the broader mental health system alone. Purposeful partnership and active engagement, including with people receiving services, and with government and non-government organisations, is required. Clinical engagement partnerships are recognised as the most effective catalyst for therapeutic change.

    3.2 The Institute’s partnerships should:

    1. reflect the Institute’s values and ethics;
    2. support the Institute’s strategic plan;
    3. be consistent with the Institute's governance framework;
    4. demonstrate ethical decision-making and good organisational citizenship; and
    5. not compromise the integrity or reputation of the Institute.

    3.3 All partnerships require the Institute and the partnering organisation to sign the Institute’s MOU or partnership agreement, or an MOU or partnership agreement generated by the partnering organisation. These formal documents need to be signed by the most senior administrator in each organisation, unless delegated. The MOU or partnership agreement must include clarity on the nature of the relationship (including quantifiable output information), responsibilities of each party, confidentiality, intellectual property, named responsible officers/sponsors, contact information, resources to be provided, payment details, duration, evaluation (at least annual), dispute resolution, and termination of the agreement or partnership.

    3.4 Ongoing monitoring and evaluation of the partnerships is critical for ensuring that the partners are working effectively together and that the consumers or clients of the Institute are receiving the best services. Both qualitative and quantitative data is sourced, where possible, in order to ensure a robust evaluation.

    3.5 Any staff member or student of the Institute who is or proposes to engage in any activity or partnership with a foreign government, foreign university, foreign business or any other foreign organisation or entity as part of their Institute business must undertake an evaluation of the risk of foreign interference, foreign influence and/or the statutory reporting or regulatory obligations posed by the proposed activity or partnership as set out in the Institute’s Foreign Interference Policy.

    4. Roles and Responsibilities

    4.1 Partnership sponsors must ensure that:

    1. attraction, development, delivery and monitoring of partnerships is compliant with this policy, and other Institute policies and delegations;
    2. relevant internal and external stakeholders are consulted in a timely manner with a view to partnership initiation and implementation;
    3. legislative and regulatory requirements are identified and complied with;
    4. all relevant internal and external approvals are obtained before entering into a partnership agreement;
    5. there are appropriate structures and processes in place to maintain, monitor and report on the delivery of the partnership and resolution of any issues;
    6. the purpose and contractual obligations of the partnership are met and benefits to all parties to the partnership are maximised;
    7. risks are identified and risk management strategies are in place;
    8. resource obligations (including use of the Institute’s physical or virtual assets) are appropriately valued and assessed.

    4.2 The Director of Clinical Services is responsible for the management (including establishment and monitoring) of all external clinic partnerships, unless otherwise delegated.

    4.3 The Dean is responsible for the management (including establishment and monitoring) of all external faculty partnerships, unless otherwise delegated.

    4.4 The General Manager is responsible for the management (including establishment and monitoring) of all external partnerships related to Shared Services, unless otherwise delegated.

    4.5 The CEO & Provost is responsible for the management (including establishment and monitoring) of all external fundraising partnerships, unless otherwise delegated.

    5. Reporting

    5.1 Partnership evaluation is agreed or determined prior to the MOU or partnership agreement being signed off.

    5.2 Any issues with partnership agreements should be raised with the Institute’s Compliance and Risk Committee.

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