Allocation of marks for Log Booksubmission

Mentee name / Insert
Mentor name / Insert

Marking guidelines

The possible total sum of the grading criteria amounts to 100. Please provide which grade you would allocate your mentee based on the criteria descriptions.
TOTAL SUM OF THE 4 GRADING CRITERIA BELOW

Completion and quality of Log Book Narrative – Allocation 20%

Criteria / Max. grade / Grade allocated
20-40 pages outlining the brokering activities undertaken as well as the experiential and reflective learning of the candidate over the three months’ professional practice period[1].
  1. Provide evidence of brokering activities
  2. Providing evidence of reflections on brokering activities
  3. It is her/his story of the partnering journey and personal development over the 3 months, which should be told with empathy for the reader because at least two other persons (mentor and examiner) will read it and must understand the context and the narrative
The purpose of the criterion is to see the maturing or movement in a broker’s reflective practice as recorded in the log; and the willingness to challenge themselves for further learning, as indicated in the Log Book. So, the Log Book should reflect the broker’s evolution in practice and ability to challenge their practice. The Log Book should not be modified in the light of hindsight. The candidate can, however, correct typos, grammar, spellings before submission and even make minor refinements in language for better communication. / 20

Aims and strategies – Allocation 20%

Criteria / Max. grade / Grade allocated
A clear description of the aims and implementing strategies for each week of the period of professional practice, be that for the partnership work the candidate is undertaking and/or the personal development of the candidate as a broker. / 20

Personal reflection and learning – Allocation 30%

Criteria / Max. grade / Grade allocated
The clarity and insightfulness of the lessons learned in relation to some aspect of the practice of partnership brokering, be that: scoping, selling, mapping, convening, negotiating, facilitating, reviewing, training, resourcing, institutionalising, exiting etc; and, where useful, including information such as data, quotes, sketches, photos, annexes of workshop/meeting design notes, proceedings etc. Significant events should be elaborated on, either those relating to the partnering process or for the candidate personally and/or professionally.
Clear indication of how far the candidate is reflecting on her/his own drivers for action, impact that her/his covert and overt behaviour has on the context and on the partners; what works, what does not and why; where s/he feels challenged and how s/he is addressing it or why is s/he unable to address it. The Log Book should also indicate how far s/he is cognizant of reactions, responses, point of view of others and his/her reflections on them. So, personal learning is about self as well as the interface between self and others. It is important to bear in mind that self-reflection, self-awareness is crucial but not sufficient. It is important also to consider impact of the partnership brokering – how have planned or unplanned interventions in the partnership translated into results, which may be helpful or otherwise. This is part of the reflecting and learning process. What ultimately matters are results on the ground that make a partnership perform more effectively. / 30

Partnership Brokering Good Practice Principles – Allocation 30%

Criteria / Max. grade / Grade allocated
All candidates awarded accreditation will be asked to sign a set of Principles that commitment them to act in a professional manner and to demonstrate integrity in the way they undertake their duties as a partnership broker. In marking the Log Book, allocate a grade that reflects the extent to which the Log Book supports the candidate’s capability to abide by the Partnership Brokering Good Principles. One generalised grade only is required.
Clear description of implications of each Principle in the partnership brokering context of the candidate, how the candidate has tried to apply the Principles. If a Principle was not practised, there should be reflections on why. If there was no scope for applying a Principle, it should be explained. It can be weaved through the Log Book, and it should also form a separate section at the end. There should be evidence that the candidate is thinking through the Principles and is cognizant of them while brokering partnerships.
The Partnership Brokering Good Practice Principles are:
  1. Keeping up to date with new developments in the theory and practice of brokering multi-stakeholder partnerships.
  2. Being reflective and striving for diversity, equity, openness, mutual benefit and courageous practice when operating in a partnership brokering role.
  3. Being prepared to challenge assumptions and poor partnering behaviour at any stage of the partnering cycle in ways most likely to bring about constructive change.
  4. Taking every opportunity to build partnering and partnership brokering capacity in others.
  5. Sharing knowledge generously and not holding on to knowledge for personal aggrandizement or gain.
  6. Exploring any available alternative approaches before promoting a partnering process, in a commitment to achieving the best possible outcomes.
  7. Being open about risks and seeking prior endorsement of those most likely to be affected by them before taking actions that might entail such risks.
  8. Being an ethical and responsible practitioner by raising concerns about the partnership or the actions of individual partners.
  9. Acknowledging competence limitations and being open to requesting assistance from others who will bring complementary skills or different approaches to the task.
  10. Being willing to let go and hand over the partnership brokering role when the time is right.
/ 30

Additional comments / observations / info about mentoring approach

Please provide additional comments here.

1

[1] No deductions in marks should be made for periods of time when partnership brokering work could not be undertaken because the candidate was either (a) on another full time assignment, or (b) because of delays that have been sanctioned by the PBA Level 2 Manager as affording a formal extension to the date of Log Book submission. However, the candidate should have provided in the Log Book an explanation and some limited analysis, e.g. a lack of progress may mean that the strategy adopted needs to be re-assessed.