BUILDING POWERFUL COMMUNITY PARTNERSHIPS

1. BUILDING POWERFUL COMMUNITY PARTNERSHIPS James Johnson Instructor

2. AGENDA DAY I • Welcome and Introductions • Agenda Overview • Needs in the Room • Icebreaker • Development Phases of Partnership Building Review • Initiation and Issue Identification • Initiation and Outreach • Commitment • Review of Day • Adjourn

3. Introductions & Expectations

4. YOUR CULTURAL IDENTITY

5. PARTNERSHIP PROBLEMS • Domination by one Partner (My way or the highway). • Opposing philosophies or work styles. • Poor communication. • Unequal and unacceptable balance of power and control. • Hidden agendas. • Incompatible agendas. • Partners who come in late to the process.

6. KEYS TO SUCCESSFUL PARTNERSHIPS • Shared concerns about the community. • Respect and trust between different people/stakeholders. • Mutual agreement that partnership was necessary. • Good fit of work styles and flexibility. • Can get the work done in a neighborly way. • Realistic time to build partnership relationships. • Membership diversity.

7. KEY PIECES FOR SUCCESS • Clarity of who you are? • Decisions based on what community needs. • Support of collaborative partnership and business plans. • The right people for the right jobs. • Ensure leadership supports of partnership plans.

8. THE CONTINUUM OF PARTNERSHIP • NETWORKING:Exchanging Information. • COORDINATING: Changing Activities to Work Together. • COOPERATING: Sharing Resources (People, Time and Money). • COLLABORATING: Enhancing Capacity. • Key issues: Time, Trust and Turf

9. DEVELOPMENT PHASES FOR COLLABORATION • Initiation: Recognition of problem or issue. • Outreach: Identification of stakeholders. • Identification: Definition of interests and how we talk about this. • Commitment: How the group will collaborate. • Planning and Structure: A formal organizational structure for the work. • Implementation: Group planning, roles and responsibilities, shared decision making. • Assessment: Formal evaluation of program. • Celebration: Acknowledge journey.

10. Issue Identification

11. PARTNERSHIP PROFILE Who are the key stakeholders/players involved in your partnership? • Community members/resident associations: • Business Sectors: • Not-for-profits: • Public/Government:

12. NEIGHBORHOOD ASSETS • Primary Resources: Identify assets and capacities located inside the neighborhood or community, largely under neighborhood control. • Secondary Resources: Identify assets within the community, but largely controlled by institutions outside of the community. • Potential Resources: Identify resources outside the community, controlled by institutions or individuals outside of the community.

13. STAKEHOLDERS Identify the 3-5 most common stakeholders in your community: 1) 2) 3) 4) 5)

14. INTERESTS • Interests are the things you are concerned about; what are your interests in your project?

15. MYTHS, STEREOTYPES, ASSUMPTIONS & TRUTH • Private Sector: • Government: • NFP: • Community:

16. ASSETS AUDIT What Assets do your Partners bring to the table? • Private Business: • Public Agencies: • Not-for-Profit Organizations: • Community:

17. ORGANIZATIONAL PROFILE • Agency Summary: What does your organization do? • Mission and Guiding Principles: Why do you do what you do and what are your core beliefs or philosophies? • Strategy: How do you accomplish your mission? What tactics do you use? • Programs: What are your core programs? • Funding: From what sources do you and your partners receive your support from?

18. TEN “I”S OF EFFECTIVE COLLABORATION • Individual excellence • Importance of shared vision • Interdependence • Involved • Intercultural • Investment • Information • Integration • Integrity • Institutionalization

19. AGENDA DAY II • Review of Day I • Energizer • Planning and Structure • Communication • Implementation • Assessment • Celebration • Closing • Course Evaluation • Adjourn

20. CHALLENGES • Management: Who leads and manages? • Power: Who has it; uses it; shares it? • Coordination: Who puts it together? • Accountability: Who is responsible? • Staffing: Who does the work? • Governance: Who has oversight? • Personality: Who is getting along? • Money: Who has it; wants it? • Sabotage: Who is resisting? • Leadership: Who inspires; manages; leads?

21. SMALL GROUP PROBLEM SOLVING • Local Partnership conflicts: • Traditional strategies: • Other problem solving strategies: • Key Points:

22. DIVERSITY • Is my organization and/or community aware of diversity issues? • Do we have organizational strategies in place for culturally competent decision making? • Are we actively pursuing strategies that ensure we’re practicing effective culturally competent strategies? • What are key strategies in my organization that support our work in diverse communities and partnerships?

23. IMPACT/SUCCESS MEASURES • Real People Impacts: Behavioral changes within individuals among, groups, families and within communities. • Policy Development: Awareness and/or change in public policies and procedures. • Systems Development: Change between organizations. • Resources Development: Skills, time, people, money, other.

24. STRATEGIC PLANNING • Clear idea of where the group wants to go (Vision). • Partners talk and agree on how to do the work (Mission). • Partners talk and agree on the jobs and individual/group assignments. • Partners agree on ways to monitor the work. • Plan includes other meetings to adjust plans. • Planning meeting is held at least once a year.

25. PROJECT PLANNING • What do I need to do to begin my project?

26. PROJECT PLANNING • Who do I need to contact to get their support for this project?