CMI Unit 703 Collaboration and Partnerships (M/617/6863) Assignment Brief 2026

CMI Unit 703 Assignment Brief

Assignment Aim

The aim of the unit is for leaders to understand collaborative and partnership arrangements. Leaders will critically assess the scope and value of these, as well as evaluating the impact of organisational and legal frameworks on how these arrangements are delivered. The unit culminates in the requirement for the leader to present a rationale for collaboration or partnerships to further an organisation’s success.

Learning Outcomes and Assessment Criteria

LO1 – Understand the role of collaboration and partnerships

Assessment criteria

1.1 Critically assess the scope and value of collaboration and partnerships to support the achievement of strategic objectives

1.2 Critically evaluate the impact of organisational and legal frameworks on collaboration and partnerships

1.3 Appraise strategies and principles for making collaboration and partnerships a success

Indicative content

1.1 Scope of collaboration and partnerships:  

• Collaborative relationships and partnerships: Public, private, third sector, cross-sector. Intra and inter organisational collaboration (formal or informal). Partnerships (formal). Partnerships (National Audit Office, 2009:5; Stern and Green, 2005). Limited Liability Partnership (LLP). Collaboration (Frost, 2005). Consortia. Co-operatives. Corporate foundations. Networks. Coalitions, alliance (Huxham and Vangen, 2000). Multi-agency collaboration (Easen et al., 2000).
• Value of collaboration and partnerships: Impact on the achievement of strategic objectives.

Organisational credibility, capacity, competency. Improved services and support for customers.

Opportunities to access new markets. Risk mitigation. Crisis/disaster management. Promotion of equality, diversity and inclusion. Opportunities for continuing professional development. Sharing good practice. Research and development. Innovative practice (for example, partnerships/collaborations which deliver new/additional value to customers, i.e. Amazon and Netflix et al partnering TV manufacturers to embed access to their platforms through smart TV’s. FTSE100 companies partnering with charities to offer leadership support. Organisations collaborating to bid for public sector projects).

1.2 Organisational and legal frameworks: Companies Act (2006).

Equality Act (2010). Health and Safety Act

(1974). Prevent Strategy (2011). Modern Slavery Act (2015). Employment law (for example, Equal Pay Act

(1970). General Data Protection Regulation (GDPR) (2018). UK and Global standards (for example, ISO

44001; BS 11000). Industry specific regulations. Green Book Guidance (HM Treasury). PPP – Public Private Partnerships and Private Finance Initiative (PFI) (HM Treasury). Due diligence. Frameworks for operating across jurisdictions (for example, trade agreements, taxation, money laundering, fraud). Protocols for Procurement. Contracting. Dispute and conflict resolution. Risk management. Organisational governance for collaboration/partnerships (for example, structure of accountability, roles and responsibilities).

1.3 Strategies and principles for collaboration:

• Determining type of collaboration/partnership arrangements (for example, contractual/informal agreements, mutual accountabilities, roles/responsibility, balance of power). Joint planning (Sharp et al., 2006:14). Coordination of functions, resources/resource sharing. Approaches to learning and development (for example, joint training). Communication and ethical decision making.
• Senior leadership support. Engagement. Creators of collaborative culture. Inspire commitment to joint working. Build trust, rapport and respect. Ability to build new networks. Role models. Leadership styles (for example, Collaborative leadership (Raelin, 2006); Distributed leadership (Maak and Pless, 2011)).

Shared vision and sense of purpose. Ethics and shared values. Development of clear goals and objectives (for example, shared, clear and specific goals). Ability to positively challenge/respond to conflict within professional relationships (for example, different backgrounds, ideologies, behaviours, working practices).

LO2 – Know how collaboration and partnerships further organisational success

Assessment criteria

2.1 Present a rationale for developing a collaborative relationship or partnership to further organisational success

Indicative content

2.1 Rationale for developing collaborative relationships or partnerships:

• Identification of the opportunity or need for collaboration or partnership: Strategic plan/priorities. New venture/s. Financial objectives. Stakeholder needs and expectations. To increase capability and capacity. Research. Globalisation. Project/bid requirements. Product development. Response to complex (wicked) problems. Innovation. Develop good practice. Corporate Social Responsibility and Sustainability. Risk management.
• Gather data and information: Primary data: Quantitative, qualitative. Secondary data: Documentary sources. Application of legal and regulatory frameworks to data gathering and sharing.
• Identify options and choice of partners/collaborators: Assess collaboration or partnership versus existing organisational arrangements.
• Weigh/appraise evidence for collaboration/partnership: Feasibility, acceptability, desirability. Identify barriers, opportunities (for example, resourcing, data sharing, dominance/equality of partners, cultural differences, management and leadership styles, infrastructural capability and capacity issues (for example, access to ICT/worldwide web)).
• Success indicators: KPIs, critical success factors, critical assumptions. Realisation of benefits (for example, Institute of Collaborative Working, 2015).
• Presentation of conclusions

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