Learning Objective #1: identify core elements of an interorganisational collaborative relationship and be able to determine the adequacy of the relationship.

Learning Objective #2: compare and contrast various models and collaborative frameworks to determine a framework which best sutis their needs.

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This paper presents An account of a collaborative study on the development of a framework for collaboration between two nursing and two midwifery teaching hospitals and a third level educational organisation in Ireland.  Partnership arrangements that link teaching hospitals to third level educational organisations hold the key to the future of nursing and midwifery education.  Within this partnership context, there is an onus of accountability on professional providers and on those who educate them in third-level educational organisations, which is predicated on the public perception of trust.  It carries assumptions about the competence and safety of professional practitioners and the quality of their skills.  This relates to determinants about (a) fitness for practice, which is a statutory public safety requirement of the Irish Nursing Registration Board (An Bord Altranais); (b) fitness for award in terms of meeting the academic requirements of the third level educational organisation; and (c) fitness for purpose in relation to doing the work employers expect of a qualified practitioner.  Therefore there has to be a reliance on third-level educational organisations to educate nurses and midwives with abilities and attitudes that match the social accountabilities of the health service.  Maintaining a perspective that combines both the lofty goals of strategy formulation and the minutiae associated with day-to-day operational activity and managing the partnership presents a substantial challenge. 
Insider action research provided the research methodology. The outcomes reveal seven key components of the framework as Role of Coordinator, Context, Environment, Inputs, Processes, Skills, Outcomes and Operating Mechanism. This study indicates a clear need for a framework for partnership and emphasises the central role of the coordinator.  This study contributes to the field of change management by enabling the respective organisations to learn to solve their own issues and manage their own change agenda.