“From the outset, we had vowed never to fall into the trap of concentrating our energies on building an organization and thus losing sight of ‘the mission’. This view of the world reflected our history as a roundtable. Are there other precedents for our approach, we wondered? Or are we unique? we decided it was time to research the social science literature to definitively answer whether anyone else tried to do what we have been doing for the past two decades under the ‘collaboration umbrella’ that is the Water Sustainability Action Plan ,” stated Kim Stephens.
ENGAGE AND ALIGN ORGANIZATIONS WITHIN A NETWORK: “Embracing collaborative leadership, growing a network based on shared aspirations, and delivering results across organizational boundaries differs in every way from building an organization in any conventional sense,” stated Mike Tanner, a Founding Director of the Partnership for Water Sustainability
“The Partnership is a legal entity, yet operationally it functions as a network rather than as an organization in any conventional sense. The work of The Partnership is guided by a network way-of-thinking that reflects our genesis as a water-centric technical committee in the 1990s. We recognize that to be successful in facilitating changes in practice over the long-term, the groundwork has to be done by our partners. This means that the work of The Partnership must be aligned with and support their organizational objectives,” stated Mike Tanner.