ࡱ> egd'` Tbjbj{P{P 8E::xlllllllT8. Jh(((XJZJZJZJZJZJZJ$ALhNP~Jl T@ ~Jll((, JJ#J#J# l(l(XJJ# XJJ#J#nFllH( B! G XJJ0J@G@P!HP@HPlH~J#"~J~J"dJ . . . 2d. . . 24"llllll Key Characteristics of a Successful Partnership A Case Study  Duluth Area Family YMCA and United Way of Greater Duluth The Duluth Area Family YMCA and United Way of Greater Duluth, as partners, manage two CCF projects, a Demonstration project and CEY project. The organizations work together so seamlessly, it seems like they are intertwined. The Program Manager for Training and Technical Assistance is technically employed by the YMCA, but has an office at United Way. The CEY Program Manager also works at the United Way offices, but is supervised down the street by the Senior Program Director of the YMCA. How can that possibly work? The NRC interviewed Blair Gagne, Senior Program Director of YMCA, and Paula Reed, President of United Way, to capture their wisdom and insight into partnership management. Open Communication There is a need for open and constant communication to ensure that everything flows accordingly, reports Paula. This means that all parties need to be open and willing to communicate honestly with one another. In talking about addressing barriers, Paula and Blair both quickly responded that open and honest communication is the key to working through challenging situations. They each recounted a situation to demonstrate. Situation #1: There was a staffing issue in the partnership, and a quick solution was needed. Rather than making a decision at the top of the organization, the team brought all affected staff persons from both organizations to the table and had an open, honest conversation about the options and consequences of those options. From Paula: All key peopled were involved in addressing our staffing issue, even though it was occurring in United Ways office. We made the effort to ensure that we were all on the same page and aware of the circumstances before a final decision was made. Open communication has been critical in building the strong relationships that we have, and it is clear that the team approach is working very well for us. Situation #2: A consultant was brought in to help with a situation without all parties being involved. There were concerns about the use of a consultant which, left unsaid, could slowly erode the trust that existed between the two organizations. In this situation, the concern was brought up at the first opportunity. Blair tells us, This open discussion even helped strengthen the relationship. In some ways, a collaboration is like a marriage things dont always go as planned, and saying sorry and moving on is part of a healthy relationship. Develop Relationships Developing relationships within all levels of a partnership/collaboration is the most important element of a successful partnership, responds Blair. Equally important is the personal relationship to complement the professional one. In all the collaborations/partnerships/coalitions I have been involved in, the time spent in getting to know each other has been our best investment. Whether it is going out to lunch together, meeting after work, golfing, or attending different program events, this time is critical. Blair specifically recalls the CCF workshop that he and another team member attended when they received the grant. The DC training gave us an opportunity to spend time together and know each other on a personal level. We developed a friendship, and I respect her as a person which carries over to my work with the agency. Define the Partnership Key to developing the relationship, according to Blair, is defining the partnership. All parties should understand the nature of the relationship and how decisions will be made. Blair states, There is a difference in the terms partnership, coalition, and collaboration. Know them upfront. During their regular leadership team meetings, Blair and Paula implement consensus decision making. Blair comments, We defined what this meant and discussed examples of how decisions would be made. The extra effort to define the partnership at the beginning eases future conflicts and roadblocks. Work Together for the Good of the Community Both parties have to be fully committed to working with each other and sharing decision-making responsibilities, says Paula. Within a partnership or coalition, she reports that the public good needs to be the ultimate factor when making decisions. In a partnership, goals are not necessarily intended to meet the needs of one side or the other. Rather, whatever the partnership is working towards becomes front and center. Decisions are made based on what is best for the overall situation, not just one partner. Blair adds, It is important for the person spear-heading the relationship to let go of turf issues. This modeling can help people realize that we need to do what is best for the community, and not just me. Lead organizations that quibble about every little thing are setting up a scenario of failure. A Perfect Pair It is apparent that Blair and Paula have fun together, laughing at themselves and each other throughout the process. They are filled with advice for establishing good relationships. When I dont understand something, I ask questions until I do. says Paula. She adds, Make extra effort to be inclusive, even if it takes a bit more time and energy. While it takes more time to ensure that everyone has been able to provide input, it does help build trust. Blairs last words of advice are: Give credit to all partners whenever possible. Give recognition whenever and however possible!!! Clearly, Blair and Paula are experts on giving credit and recognition.     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