1 STRENGTHENING NONPROFITS: A Capacity Builder's Resource Library Partnerships: Frameworks for Working Together TABLE OF CONTENTS. 3. OVERVIEW .. 4. Why Form Partnerships?.. 4. What Is a partnership ?.. 4. Key Components of partnership 6. Categories of 8. FORMING 12. Step One: Defining the Need for a 12. Step Two: Starting the 14. Step Three: Setting Up and Maintaining the 15. Case Study: Setting Up and Maintaining a Successful 18. MANAGING 20. Creating partnership Designing Structures for Open, Honest Crafting Collaborative Work Using Technology to Manage Your Partnerships .. 24. Implementing Evaluation and 26. partnership TRANSITION, ENDING, AND 28. 30. APPENDIX A: APPENDIX B: 32. INTRODUCTION. The Compassion Capital Fund (CCF), administered by the Department of Health and Human Services, provided capacity building grants to expand and strengthen the role of nonprofit organizations in their ability to provide social services to low-income individuals.
2 Between 2002 and 2009, CCF awarded 1,277 grants, and the CCF National Resource Center provided training and technical assistance to all CCF grantees. Strengthening Nonprofits: A Capacity Builder's Resource Library is born out of the expansive set of resources created by the National Resource Center during that time period, to be shared and to continue the legacy of CCF's capacity building work. Strengthening Nonprofits: A Capacity Builder's Resource Library contains guidebooks and e-learnings on the following topics: 1. Conducting a Community Assessment 2. Delivering Training and Technical Assistance 3. Designing and Managing a Subaward Program 4. Going Virtual 5. Identifying and Promoting Effective Practices 6. Leading a Nonprofit Organization: Tips and Tools for Executive Directors and Team Leaders 7.
3 Managing Crisis: Risk Management and Crisis Response Planning 8. Managing Public Grants 9. Measuring Outcomes 10. Partnerships: Frameworks for Working Together 11. Sustainability 12. Working with Consultants Who is the audience for Strengthening Nonprofits: A Capacity Builder's Resource Library? Anyone who is interested in expanding the capacity of nonprofit services in their community from front . line service providers to executives in large intermediary organizations will benefit from the information contained in this resource library. The National Resource Center originally developed many of these resources for intermediary organizations, organizations that were granted funds by CCF to build the capacity of the faith-based and community-based organizations (FBCOs) they served.
4 As such, the majority of the resources in Strengthening Nonprofits: A Capacity Builder's Resource Library support intermediary organizations in their capacity building efforts. However, funders of capacity building programs (Federal program offices and foundations) and the nonprofit community (including FBCOs) at large will also find these resources helpful. In addition, individuals Working to build capacity within a program or an organization will be able to use these resources to support their efforts to implement change and make improvements. The Partnerships: framework for Working Together guidebook will be helpful to any organization or coalition of organizations that wants to know more about establishing and managing partnerships.
5 Who developed the Partnerships: framework for Working Together guidebook? The guidebook was originally developed by CCF National Resource Center with assistance from Mark Publow. It was updated in 2010 for the Department of Health and Human Services by the National Resource Center. 3. OVERVIEW. As pressures on faith-based and community organizations (FBCOs) increase and the issues we face become more complex, the idea of partnerships can hold much promise. Through partnerships we can contribute our small part and reap the benefits of everyone's effort; we can accelerate learning and distribute skills and knowledge; and we can add depth and breadth to our community impact. To make real the promise of partnerships, however, we must be prepared to build, sustain, and evaluate them in a thoughtful way.
6 This guidebook will help organizations answer several key questions: Why are effective partnerships important? What are the different forms that partnerships can take? What are key steps to establishing effective partnerships? What are key steps to managing effective partnerships in order to achieve mutually agreed-upon outcomes? Why Form Partnerships? While there are many nationally recognized benefits and advantages to partnership development, the answer to why one seeks to establish partnerships is relatively simple. There is added value in Working with other organizations. The benefits of effective partnerships do not appear overnight. Establishing effective and inclusive partnerships takes time, and it is important for you to create the right framework from the start and review the structure and process of the partnership on an ongoing basis to measure its success or failure.
7 What Is a partnership ? A Working definition of a partnership is a collaborative relationship between entities to work toward shared objectives through a mutually agreed division of labor. 1. While this Working definition is not very precise, it does help distinguish partnerships from other forms of aid relationships. Partnerships are inherently complex vehicles for the delivery of practical solutions on the ground and at the strategic level. Several studies of how partnerships operate indicate that practitioners manage the complexity by adopting a long-term, flexible, and organic approach. Why organic? During the course of these partnerships, organizations often evolve as they learn more about effective management, build capacity, and gain valuable experiences.
8 In that sense, partnerships act as learning mechanisms that teach you to be better at what you do and enable you to achieve your goals. If you are considering a potential partnership , you should become familiar with several key components of the most common approaches to partnerships: Leadership Partnerships imply a shared leadership among respected individuals who are recognized and empowered by their own organizations and trusted by partners to build consensus and resolve conflicts. 1 World Bank, Partnerships Group, Strategy and Resource Management, partnership for Development: Proposed Actions for the World Bank (discussion paper, May 20, 1998), p. 5. 4. Common Understanding A common understanding of the framework , culture, values, and approach of partner organizations needs to exist.
9 Also important is a clear understanding of individual members' roles and responsibilities regarding the division of labor. Purpose A shared common vision and purpose that builds trust and openness and recognizes the value and contribution of all members also needs to exist. Additionally, shared and transparent decision-making processes extending the scope of influence over and involvement with other services and activities will prove essential to your partnership . Shared goals and aims, understood and accepted as being important by each partner, lead to improved coordination of policies, programs, and service delivery, and, ultimately, better outcomes. Culture and Values Shared can-do values, understanding, and an acceptance of differences ( , values, ways of Working ) are all key components of a successful partnership .
10 Having respect for the contributions of all partners, combined with an absence of status barriers, will lead to the active involvement of members who are identified as being effective, representative, and capable of playing a valued role in the partnership . Learning and Development A healthy partnership promotes an atmosphere of learning. This may involve monitoring and evaluation aimed at improving members' performance. Investing in partner skills, knowledge, and competence needs to be highly valued within the partnership . This open mindset and spirit of facilitation creates opportunities to shape each other's work and learn Together . In this environment, members can more effectively reflect on both developmental successes and failures.