Making Partnerships Work for Your Educational Programs VIEW on Medical Education August 2007 Susan Grady, Chief Medical Director Haleh Kadkhoda, VP of Educational Programs Making the decision to collaborate on an educational initiative is not an easy one. Broach the subject with your team and you are likely to hear the following: “No way! We can’t trust anyone else to work on our grants!” “There is nothing anyone else can do better than we can!” “How will the grant funds be divided?” These snap responses all represent legitimate concerns for any business, especially for today’s medical education providers. Many of us are used to handling projects from start to finish, strategically planning the education, writing the grant, developing the content, managing the logistics, compiling the outcomes data, keeping track of the dollars and cents, and doing everything in between. While few medical education providers want to change this familiar business model, market forces dictate that, inevitably, all will have to do so. With the revision of the ACCME’s standards, pressure from government oversight committees, and heightened expectations from funders, medical education providers are being forced to evaluate their strengths and weaknesses and decide when and how to collaborate with others — even their “competitors.” And as much as all companies may like to think they have all the answers, none are “the best” at everything. Managed properly, collaborative agreements can strengthen educational activities. Know Your Strengths and Weaknesses Before seeking a potential educational partner(s), determine what functions might be better executed by an organization that specializes in a particular aspect of medical education (for example, content development, outcomes management, and so on). Know what core competencies you bring to the table and the ways in which these will benefit your potential partner(s). It is important when you enter into a written Educational Partnership Agreement (EPA) that roles and responsibilities are clearly defined based upon core competencies. When partners share a competency, decide up front who is responsible for specific functions or tactics. It’s best to craft a formal written EPA outlining the specific functions or tasks each partner is expected to manage and a timeline for when these tasks will be completed. The EPA should also delineate the duration of the partnership and spell out which party is responsible for general grant oversight and fund management. Depending upon its complexity, it may be wise to have legal counsel review the agreement. Do Your Homework Choosing which organization to partner with is a lot like choosing a new employee from a stack of résumés. It requires time dedicated to research and fact checking, as well as the ability to ask the tough questions. Once you figure out the specific skill set you are seeking from an educational partner, perform due diligence. What related and relevant experience does the organization have? Is it an accredited educational provider? How long has it been in business? What are its compliance policies? Can it provide references who can speak to the quality of its work? Ask to see samples of previous projects if possible. Based on these data, you should be able to make an informed decision regarding your partner. Be open and honest when discussing a potential collaboration, and make sure that each party is involved in developing the overall budget and signs off on the final grant. If you aren’t comfortable with the individuals you choose to collaborate with, your educational activity is likely to flounder from the start. Think Strategically Don’t enter into a partnership just because you feel you need to. If you are approached by someone who is interested in partnering with you on a potential activity, be careful. Are you being asked to do anything that isn’t aligned with your organization’s business plan? Are you being asked to perform a service that isn’t a core competency? Saying “no” to a potential partner isn’t a bad thing — they’ll ultimately thank you for it. Evaluate the Effectiveness of the Collaboration During the post-activity evaluation process, set aside time to discuss the collaboration. Did all partners pull their weight? Were there communication or performance obstacles that could have been avoided? Did each partner deliver what was promised? And, most importantly, would you consider partnering with that organization again? Managing an educational partnership takes time and patience. But in this evolving world of medical education, it is a necessary skill. As Alexander Graham Bell once said, “Great discoveries and improvements invariably involve the cooperation of many minds.” The Institute for Continuing Healthcare Education The Institute for Continuing Healthcare Education, Philadelphia, seeks to be a model continuing medical education provider and contribute to improved healthcare outcomes through its high-quality, scientifically rigorous educational offerings. For more information, visit iche.edu. Collaborative CME

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