Ontario Library Association

February 3, 2012

Presented by:

Anne Ramsay

Project READ Literacy Network

Waterloo-Wellington

Laura Dick

Kitchener Public Library

By the end of this presentation, participants will:

• Be aware of the structure and process of partnership building

• Be aware of literacy – library connections

• Understand possible partnership opportunities in their community

Where are you on the partnership continuum?

Partner Newbie

Partner ProPartner in

Training

PartnerPartner - n. one who shares or takes part with another or others, esp. in a business firm with shared risks and profits; somebody who takes part in an activity or undertaking with somebody else; companion in dancing.

Source: Oxford Dictionary and Microsoft Dictionary

Trust Building!Trust Building!

In a public service context, Kernaghan (1993) defines partnership as:

“... a relationship involving the sharing of power, work, support and/or information with others for the achievement of joint goals and/or mutual benefits.”

- ADAPT Initiative, Ireland

Collaborate

Participate & Cooperate

Coordinate/Contribute

Consult/Network

1. Decision-making

2. Degree of Risk

3. Responsibility

4. Communication

High

Low

1. Types of partnerships you have been involved in.

2. What new partnerships to you anticipate?

Accomplish more collectively with limited resources individually

Brings clarity to goals & outcomes

Opportunity for variety of perspectives

Increase power & influence through alliances

Raise profile, strengthen ownership & commitment to cause or issue

Enhances communication capacity

I’m too busy.

What’s in it for us?I’ve been told to attend.

We can’t commit any resources.

I don’t trust them.

What are the risks?We’re not ready.

I don’t have the skills.

Common

Unique

Consultative or Advisory

Contributory

Operational

Collaborative

Shared Problem Solving

Issue Awareness / Promotion

Event, Project or Program Delivery

Clearly identify your purpose for partnering.

Collaborative leaders should:

Be inclusive, promote diversity

Practice shared decision making

Resolve conflicts constructively

Communicate clearly, openly, & honestly

Facilitate group interaction

Nurture leadership in other & encourage commitment

- W.K. Kellogg Foundation

Partnership Development Cycle*

#1 Identify - Who? Likely candidates,stakeholders,

key players

#3 Partnership Structure - What?

Continuum formal - informal

#4 Review & Evaluation - So What?

Effectiveness, costs, impacts

#2 Connection Strategies - How?

Entry points, doorways, access

Maintenance

*Kennedy & Ramsay, March 2005

Who are likely suspects?

Research potential partners - mission, philosophy, services, programs

Commonalities & differences - connection or competition

Complementary services, resources & programs

Present informal relationships & personal connections

Past experiences &/or examples from other communities

Tentative informal meetings to “test the waters”

Core Partner

s

Specific Involvement

Resource Support Peripheral

Cold Calls, Warm Calls or emails

Information Packages or Letters

Exploratory meetings with key staff members &/or board

Networked introductions - get names of key people

Bandwagon calls - connect based on newly announced initiative or mandate

Build rapport & communication

Trust is the key element of any partnership or collaboration.

Trust comes from familiarity, rapport and shared values and philosophy.

INFORMAL FORMAL

1. Decision-making

2. Degree of Risk

3. Responsibilities

4. Communication

Continuum

Informal

Formal

Personal contact & relationship

Ongoing, periodic

Minimal decision making

Flexible links

Minimal resources

Designated representatives

Identified timeline

Formalized decision-making

Defined roles

Committed resources

Informal

Formal

Giving/sharing information

Activity as needed, periodic

Varies with need

Relationship-based

Clear vision, goals & outcomes

Regular activity

Designated tasks

Results-based

Defined expectations

Evaluation in place

Informal

Formal

Infrequent, casual

Varies with need

Verbal &/or email

Minimal expectations

Little conflict

Regular, scheduled

Documented

Highly developed

Has a clear purpose & expectations

Conflict resolution

Emails

Minutes of Meetings

Decisions Made & By Whom

Action Plans & Outcome Statements

Expectations & Goals

Resource Commitments

Memo of Understanding

Impacts - positive/negative

Raising of public profile

Resources used & costs incurred - staff time, materials, etc.

Potential for maintaining &/or deepening the connection

Potential ROI - return on investment or future pay-offs

Evaluate the partnership process & the products

Evaluation Approaches -

• Formative - during the process

• Summative - final collation of all results

• Quantitative - numbers, volume

• Qualitative - impacts, quality of life

Outside or internal evaluator or combo?

360 Evaluation - ask everyone involved

Adult Literacy• Core Programs• Projects

•Ministry of Training, Colleges & Universities•Office of Literacy & Essential Skills

Family Literacy•core programs•Projects

Lack of consistent source

Let’s Read

Get Set Learn Afterschool

Enhancing Pathways

Board of Directors

Community Partners

Adult Literacy representation

Multigenerational Impact

Fee for Service

Advisory/Curriculum Committees

Library staff facilitate portion of program

Committee/consulting work

Staff expertise

Networking opportunities

Networking opportunities

Funding opportunities

Knowledge building opportunities

Thank you!

Partnering is a trust building process

Be strategic & look for common ground

Document & communicate

Be a good partner & they’ll come to you!