Lessons Learned Key Success Factors in Community Partnerships
Although the following points pertain to all partnerships, they are especially important when multiple agencies within the community are involved:
o All partners have to agree to the vision.
o All partners must contribute time, money and effort in proportion to their stake in the project.
o It is critical to develop a reporting system that the partners are confident it.
o Don’t be afraid to ask for advice and share problems with the partners, and to reflect on what is working well.
o When serving specific groups ensure that they are an integral part of planning, co-ordination and implementation.
Although the following points pertain to all partnerships, they are especially important when multiple agencies within the community are involved:
o All partners have to agree to the vision.
o All partners must contribute time, money and effort in proportion to their stake in the project.
o It is critical to develop a reporting system that the partners are confident it.
o Don’t be afraid to ask for advice and share problems with the partners, and to reflect on what is working well.
o When serving specific groups ensure that they are an integral part of planning, co-ordination and implementation.
Establish a lead organization that is neutral and trusted within the community to take on the responsibility of driving the partnerships and delivering the program.
Form a steering committee to monitor the development and implementation of the project, produce materials together and regularly collaborate on issues etc.
Identify ways in which all partners can be actively involved in various elements of the partnership. This helps to keep the partners engaged.
Ongoing communication among all partners is essential. Build in mechanisms for regular communication. This includes sharing successes as well as addressing challenges
Share resources and support other community agencies with tools that you may have expertise in, i.e., Web development, networks, etc.
Give credit to all partners involved in the project in all communication. This reinforces the collaborative effort.
Make a concerted effort to share views of the partnership in public communication rather than the views of the individual organizations.
Develop mechanisms for decision-making and conflict resolution. The larger the partnership, the more difficult it is to achieve consensus.
Don’t assume that your partnership will stay the same over time! Agency staff may change, new and emerging issues may come up that impact on the program – good partnerships will be flexible enough to evolve. Consider doing “check-ins” every six months (or more frequently) with all partners to identify emerging issues and respond.
If your partnership has a complicated structure (multiple partners, district roles, or overlapping roles), or deals with sensitive issues, don’t hesitate to get some legal advice! This can be especially important in formalized partnerships that involve co-delivery with vulnerable client groups, co-ownership or use of capital assets, or intellectual property.
Never speak on behalf of the partnership or make decisions on behalf of the partnership if you have not consulted with the partnership or have the mandate to do so.
