What's the vision?, Identify like-minded partners, What is/are the goal(s)? Are they realistic? No really, are they?, General, Specific, Create a shared vision, Think out of the box, Listen, Consider all perspectives, Develop shared principles to guide you, Write it down, exchange it often
Who's "at the table?", Any representative who is impacted by or has an impact on the partnership., Persons with a variety of experience with partnerships.
What methods will be used to meet the goal?, what else is needed?, Did you forget technology?, Are people TRAINED to accomplish the tasks..avoiding word-of-mouth skills assessments.
How and where and when are services offered?
Create volunteer position description to know the expectations of involvement
• how this is negotiated
• who owns products coming out of the project, how theyíre used
who controls the money?
who gets credit?
how do we know it works?, Mutually defined "success," have a conversation...what would be a successful engagement, Sustainability of service
Back-up planning should get just as much attention.
Faculty and Administrators
Community Based Org
REMEMBER: Citizens/Community Members
listening to needs
develop common language
validate/clarify meaning of terms
Meeting notes, Follow up to confirm action items
Consider all partnership opportunities, Identify community stakeholders, What is their existing relationship to the organization?, How are they related to each other?, What assets and issues do we know upfront?, Consider using foundations that support the community-based organizations
Know the communities history
Respect and acknowledge existing leadership
Community inventory to help residents identify their skills and talents
Universities, Culture, There is a lot of diversity within the university e.g. peoplesí roles, power, comfort with community involvement, disciplines, etc., Sometimes there is an overestimation of the degree of coordination within the institution, even by those within it, There are numerous levels of bureaucracy, The faculty reward system is complex, The calendar is based on units (semesters, trimesters, etc.), Faculty workloads include teaching as well as meetings, and research and professional activities, Can bring (assets), a knowledge of process, how we work on professional development, issues of education and knowledge, technical expertise -e.g. research skills, leadership development skills• quickly change curriculum, access to people with skills -e.g. economic development knowledge, access to physical resourcesÖsometimes -technology -buildings, multiple perspectives to the web of issues facing community agencies, our teaching skills - can ask the "right questions" and help people focus, conflict resolution skills, an independent and fresh perspective...sometimes, the next generation of staff, workers, administrators, etc., Can't (issues), act quickly, act alone, quickly change curriculum, change cycle of activities, provide unlimited resources, ensure stable/supportive leaders, change their reward system
What does your organization do well?
Is there fear about losing your identity?, Why might your identity (or others at your organization) be threatened by completing a good partnership strategy?
Is there concern about receiving credit or bearing blame?
Are there internal turn or trust issues that must be resolved?
Is your organization functioning effectively enough to withstand the pressure of (more) collaboration?
Potential issues to discuss, Trust, Defining the problem(s) the partnership is supposed to address, Differences in values and missions, Ownership of project: • How itís negotiated • Who owns products coming out of the project, how theyíre used • Whoís involved in the planning and implementing, Assumptions that knowledge is unidirectional, Power, Differences in goals and expectations among stake holders, Communication including how needs and expectations are communicated, Environmental contexts • How the legitimacy of the work is acknowledged, in what contexts • Assumptions about the way(s) we conduct business: -Place -Size of groups -Language(s) -Comfort with speaking, Learn and understand the community's vocabulary, How "failures" and "successes" get handled?, Results • Higher ed.ís tolerance of impractical results • Communityís need to see resultsÖsomething!, Sustainability Issues • short term vs. long term • how lessons get used in planning, Influence of powerful funders and their expectations and issues, Common understanding, Communication, Lack of direction or goals, Lack of innovation, Missing documentation
These may change as more information is learned.
What gaps can be filled by working with another entity?
Define scope: organization/office/department
Benefits from sharing risks, responsibilities, resources, competencies and benefits
Opportunities for synergy
What partnerships will add value or help meet these needs?, Start communication with stakeholders/community org, begins process of getting to know each other and gathering information, Share intention and perceived value in connecting with the community, Modes of Communication, Define what community issues are important and the larger issues connected to them., Needs, Who?, WHAT is needed?, By WHOM?, Concerns, Wants, Authority, Common Relationships, DO NOT enter the community with a predetermined agenda.
What’s been problematic
Systems they’ve developed to deal with conflict
How they establish trust, make decisions, etc.
Relationship is reciprocal
the state or condition of being a partner; participation; association; joint interest. - Based on the Random House Dictionary, © Random House, Inc. 2009.
A relationship between individuals or groups that is characterized by mutual cooperation and responsibility, as for the achievement of a specified goal: Neighborhood groups formed a partnership to fight crime. - The American Heritage® Dictionary of the English Language, Fourth Edition 2009
• One seed today does not yield a full-blown harvest tomorrow. • Cultivation takes time. • Just like plants need attention, fertilization, soil aeration, stakeholders need the same care, feeding and space to move around. • Picking the fruit too early will yield an unripe result that will not be what it should be. • Patience and continued cultivation are key to spectacular results.
Mutuality vs. unbalanced power • Discuss areas of reciprocity: how to recognize what participants have to gain, what each will be responsible for
Partnerships with community agencies are formal, long-term relationships founded on collaboration and the clear articulation of needs, capacities, responsibilities and expectations.
Bring them to your world, have them visit.
Establish the ground rules for the partnership., Be flexible. Acknowledge that different vehicles are needed to communicate and include participants e.g. location, language of meeting., Communicate: needs, expectations, goals throughout the project
Be clear about assumptions, check out perceptions, Be aware of diversity (sub-cultures, various constituencies)., Donít overestimate the internal coordination/collaboration of the other, Acknowledge differences in goals knowing that interests may be different among stakeholders. Set clear goals/expectations and be clear about priorities.
Identify potential barriers/road blocks
• Be sensitive to these issues and make partners comfortable with each other ís setting
• Acknowledge legitimacy of the work, in a variety of contexts
• Check assumptions about the way(s) business is conducted:, • Place, • Size of groups, • Language(s), • Comfort with speaking
Be aware of perceived power differences and facilitate (be facilitated) for fair participation.
So often focused on the students, what skills do the staff have. Can volunteering be done in a more professional way, Board of Directors, preparing graduating students for open positions, internships