Pd Community Partnerships C6

Partnerships An Essential Component

A Definition?
A relationship where two or more parties having compatible goals form an agreement to share the work and knowledge , share the risk, share the accountability, and share the results or proceeds.

Why Partnerships?
Excellent channel of networking and promotion
Resource of attracting additional assets
Potential source of further funding
Impending method of developing new promotional strategies
Complement for program service delivery
Flexibility in the concept of eligibility criteria
Feasible method of recruitment

Why a Partnership and Not Something Else?
Sparked by a catalyst (opportunity, need, client request), the partnership is:
More then a sum of people working together
Effective and practical approach to solving problems
Empowering for people and systems to change for the better
Involves collective work for better solutions

The Most Significant Reason for Partnering
To serve the client
Provide a full suit of services
Advocacy toward decision makers (funders)
Balance of services

Factors for Success
Power- individual and collective power based on strengths, wisdom, and ability
History-
Resources- time, expertise and funds are not automatically included
Competition
Leadership
Perceptions-clear communication and inclusion
Onward to skill development

The Advantages of Working in Partnership
Power of joint investment of resources
Creative solutions emerged from differing perspectives
Access to information and people sources
Effective and practical support
Accountability (single entity with joint responsibilities)

Types of Partnership
Consultative/Advisory ( receive public input around changes; gather information for future policies (LIP founding)
Contributory ( to benefit of work from the community)
Operational (the partners retain control but the others can influence decision making)
Collaborative ( share resources, risk, and decision making; most common for community)

Developing Effective Partnerships
Each partnership is unique
All resemble a basic formula that includes:
Knowing what we want to do
Deciding who will do it
Making a plan to do it
Evaluating as we all go along

1. Vision Ten Stepping Stones to Effective Partnering
A common picture for the future
Involve as many people as possible
Be as inclusive as possible
There is no right or wrong in visioning
Use a variety of methods to capture people’s thoughts
Combine the ideas in one clear picture and find a way to describe it in one or two lines

2. Goals Ten Stepping Stones to Effective Partnering
Clear and easy defined to understand statement of outcomes
Measurable accomplishments that can be evaluated
Find a common definition of the issues, problems, opportunities and outcomes
Don’t have to many goals
Measurable and realistic given time and resources
Discuss what means successful

3. Membership Ten Stepping Stones to Effective Partnering
A cross section of people including stakeholders that need to work together, think and plan together, and share the outcomes
Should include clients and/or former clients
The key factor for success is group interaction

4. Commitment Ten Stepping Stones to Effective Partnering
Reaching an agreement to work jointly
Formalizes the participation
Affirms that everyone is ready to move ahead with the goals as outlined
Write down the agreement; it represents the basis for a formal partnership

5. Action Plan Ten Stepping Stones to Effective Partnering
Identify the detailed steps that are needed to reach the goals
Assess the current situation (S.W.O.T. Analysis)
Strengths
Weaknesses
Opportunities
Treats
Break down the goals in manageable pieces

6. Roles and Responsibilities Ten Stepping Stones to Effective Partnering
The structure and the process-who will do what and the overall operation of the partnership
Set the ground rules
Establish group norms
Share decision-making, responsibilities and resources

7. Communication Ten Stepping Stones to Effective Partnering
Information sharing for the group, general public, and special interest
Within the group
From partnership group to community
From community to partnership
Should be clear, concise, timely, and relevant
Assign representatives for outside messaging

Communication continuous
Strategic communication requires:
Day-to-day information
Overview information for others (brochure, handouts)
Specific information for media of funding resources (media release)
Very focused information for support and lobbying purposes
Information for the public and community at large

8. Resources Ten Stepping Stones to Effective Partnering
They take different shapes and meanings
Build a plan to include:
Physical
Financial
Human resources
Don’t assume that the other partner will bring them, write it down in the agreement!

9. Evaluation Ten Stepping Stones to Effective Partnering
Measuring progress of success involves:
Build evaluation criteria right into the goal
Measure and modify as you go along
Include measures for partnership progress along with outcome measurement
Stop to solve the identified problems
• Use customized outcome measurements

10. Revision and Closure Ten Stepping Stones to Effective Partnering
Re-adjustments, fine tuning, assessing and making changes; closure of the partnership
Review the partnership impact
The need for a marked end is essential to create a sense of satisfaction
Capture the history of the partnership

Skills Needed for Partnering
Partnership Management
Negotiation Skill
Planning Skill
Evaluation Skill
Problem Solving and Conflict Resolution
Time Management
Financial Management
Stress Management

Hands on Partnerships
WRIEN

Meaningful Partnerships
Public Health
Employers
Other SPOs for System change purpose
Local Government

Terminate the Partnership
Pros
Cons

Dealing with Difficult Partners

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Pd Community Partnerships C6

by ocasiconference on Jan 12, 2010

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Pd Community Partnerships C6 — Presentation Transcript