a guide for navigators 1national disability institute
TRANSCRIPT
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A Guide for Navigators
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ObjectivesUnderstand the distinction among networks,
collaboration and partnering Understand the importance of being
strategicUnderstand how to create and sustain
strategic networks and strategic partnerships
Understand results accountability and the connection to partnerships
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21st Century OrganizationsStrategic
Understand the operating environmentMission/Vision DrivenEstablished organizational goals/objective/strategies
CompetentCapacity and competencies to reach objectives
CollaborativeOrganizational culture emphasizes collaboration
AccountableResults oriented in all activities
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What % of your time is spentIn meetings with external organizationsIn networking events
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Critical QuestionDoes this time result in in measurable
results?
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Relationship HierarchyNetworking: exchange information
Coordinating: exchange information and link existing activities for mutual benefit
Cooperation: share resources for mutual benefit and to create something new
Collaboration: work jointly to accomplish shared vision and mission using joint resources
Partnerships: Collaboration where decision making is shared and all partners are accountable for outcomes.
Source: National Association of County and City Health Officials
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What is Strategic Connecting networking, collaborating and
partnering activities to the goals of your organization
Setting goals for these activitiesDeveloping plans around these activitiesEvaluating the effectiveness of these
activities
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Why StrategicYour time is limited and valuableOthers’ time is limited and valuableNo organization can be all things to all
peopleResources are limited and trending
downward Now more than ever, the environment is
conducive to partnershipsNetworks and Partnerships must advance
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Benefits of Strategic Networks and PartnershipsAbility to leverage your organization’s
resourcesOpportunity to improve your organization’s
performanceBuild your customer poolReduce your customer poolGreater community visibility for your
organizationGreater opportunities for expanded partnerships
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Strategic NetworkingNetworking to accomplish the strategic
objectives of your organization byPromoting your servicesDeveloping trust relationships Expanding the collaboration/partnership
potential
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Networking ObjectivesHave purpose for each networking
opportunityIdentify employersIdentify needed resourcesIdentify potential partners for collaboration
Set objectives for each networking opportunity
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Networking OpportunitiesWhen you meet people, use the time to
gather information from them: • Primary concerns about their business• Unmet needs.• Overlap of solutions you provide overlap with their needsOverlap of solutions others provide that
overlap with your organization’s needTheir contact information
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Networking Competencies
Ability of identify productive marketing opportunities
Knowledge of the mission, strategic objectives, capacities and needs of your organization
Ability to communicateAbility to market and sellAbility to communicate who you are and who
you represent quickly and succinctly (elevator pitch)
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Elevator Pitch Short-30 -60 SecondsConciseTells a storyHas a hook
http://www.dumblittleman.com/2007/08/how-to-craft-killer-elevator-pitch-that.html
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EXAMPLEI am the director of a program that provides
training and consultation to state agencies and private nonprofits whose mission is to find employment for people with disabilities. We work primarily in the southeast, but are a part of a national network of similar programs.
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Your Ideal NetworkA group of individuals or organizations that :
Know what you do (what your mission is)Can meet your organizational needsYou can meet their organizational needs Can expand your network
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How to sustain your networkKeep in touch
Frequency of contact should be proportional to the value of the network member
Acknowledge the value of each network member
Acknowledge contributions of your network members
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PartnershipA relationship characterized by collaboration
and responsibility for the achievement of a specified goal
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Partners Have shared:
VisionObjectivesResourcesDecision making Accountability for results
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Characteristics of Effective PartnershipsShared visionTrustClear CommunicationClear and quick decision making process Ability to anticipate and manage change
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Partnership ValueAssessing value
What does each partner stand to gain?
Leveraging ValueHow will the partnership create additional
value
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Benefits of Partnership Leverage strengthsShare responsibilityGain competenciesIncrease potential for innovationEnhance competency sets Increase organizational visibility
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Competencies needed to Establish Effective PartnershipsAbility to analyze needs of consumersKnowledge of potential partnersAbility to negotiateAbility to develop performance measuresAbility to share decision makingAbility to communicate
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BarriersDiffering levels of interestDiffering levels of resource commitmentLack of role clarityDiffering levels of community visibilityDiffering levels of power
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BarriersLack of time and interestLack of compelling reasons to partnerLack of incentives to partnerLack of clear and fair rules of the gameInterpersonal issuesHistoryLack of shared values
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Ready To PartnerDefine current and future needs of your
customers and your organizationDetermine what resources your organization can
commitConsider time Consider cost
Determine how the partnership will effect your organizationIncrease effectivenessYour organization’s visibility in the communityIncrease or decrease in customers
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Formalizing PartnershipsStructure the decision making processAssess resources available Determine roles and responsibilitiesDevelop strategic plan-(goals, objectives,
actions)Determine outcome measuresDetermine evaluation process
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Evaluation of Partnership EffectivenessDevelop clear measures of effectivenessMutually agree on evaluation strategyDiscuss results
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Key Steps in Growing Partnerships
MonitorMeasureLearnCommunicateInnovate
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Sustaining A PartnershipCommunicateRecognizeRewardPublicize
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Importance of CommunicationSpeeds decision makingLessens the silo effectSpeed resolution of issuesFosters mutual understanding and trust
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Population AccountabilityQuality of life we want in our community
What would these conditions look like?How can we measure these conditions?Who are the partners that have a role to play?How can we do better (innovation)?What will we do?How will we know how well we are doing and
communicate this? Source: Mark Friedman
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Results AccountabilityHow much did we do
Number of customers servedActivities
How well did we do itPercentage of Consumers EmployedPercentage of Consumers with increased self-
sufficiencyCustomer satisfaction
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Benefits of Results AccountabilityFacilitates Goal SettingDefines SuccessFacilitates improvement and growthEncourages innovationTangible proof of value to the communityCan be marketed
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