5. Forming Community Partnerships Flashcards
Six Types of community partnerships
1. Temporary structures established to address a community issue, need, or problem that must be resolved within a short time span.
Task Forces
Six Types of community partnerships
2. service delivery networks that involve complex systems of exchanges and resource sharing among multiple organizations.
Collaboratives
Six Types of community partnerships
3. Group established to take joint action to achieve a specific goal by combining resources, membership, and political influence.
Coalition
Six Types of community partnerships
4. Partnerships among organizations serving specific communities in which the lead organizations consist of church congregations but include other neighborhood groups/institutions.
Interfaith Alliances
Six Types of community partnerships
5. Federated community organizations that also work locally
National organizations with Local Affiliates
Six Types of community partnerships
6. Collective efforts to achieve social change
Social Movements
Task Forces:
Members are generally representatives of organizations that serve a specific “?”.
population group or community
Task Forces:
Advantages that formal organizations do not have:
1. Task forces can be flexible in “?”, bringing together a “/” group of people and may allow for the pooling of “?” among different organizations.
flexible
diverse
pooling
Task Forces:
They can be used to identify “?” and toaddress “?’ problems in communities/institutiosn that cannot be easily addressed by one organization alone.
gaps in services
systemic
Task Forces:
They can engage in “?’
or develop innovative programs/campaigns that will “?v” issues, develop public “?” and generate new “?” to resolve problems.
legislative
publicize
public support
resources
Task Forces:
They can be used to quickly address new or emerging community problems for which there is limited “?3” available to develop solutions.
knowledge
resources
expertise
Task Forces: Disadvantages:
It can be difficult to reach an agreement about “?” and “?” among a diverse group of people.
problem identification
goals
Task Forces: Disadvantages:
The “?” nature of the task force can make this approache ineffective for addressing complex problems that require “?” change in a variety of organizations or social policies.
time-limited
long-term
Task Forces: Disadvantages:
Partners are unwilling to share their “?”, especially “?2”.
own resources
money and skilled staff members
Collaboratives:
Nonprofit and public organizations often establish collaborative partnerships in order to deliver “?”, plan “?”, or engage in a specific type of “?” activity.
services
programs
joint
Collaboratives:
Community organizations are recruited for collaboration when the goal of the collaborative is to conduct outreach to “?”, make improvement in “?”, or reform existing “?” systems.
marginalized populations
community services
service delivery systems
Collaboratives:
The motivation for establishing collaborative can also involve correcting “?” or adapt to “?”.
gaps in services changing conditions (e.g. funding cuts, technical innovations)
Collaboratives: limitations
They must be able to establish “?” among member organizations and agencies and institutions outside the network, absorb new organizations as otehrs drop out, and provide most essential services for the “?” population.
strong relationships
target
Coalitions:
Most coalitions that are established engage in social action to “?” or to campaign for changes in “?” or institutional “?”.
lobby government
policies
structures
Coalitions:
They can also be formed to participate in joint efforts to resolve “?” or conduct informational campaigns to encourage service “?” or health “?”.
community problems
utilization
prevention
Coalitions:
The primary purpose of coalitions is to increase “?” (=the more members in a coalition, the more likely members will be able to garner “?” influence by pooling resources).
strength through numbers
political
Coalitions:
Unlike other types of partnership models, coalition groups generally do NOT establish “?2” structures to provide operational support and make decisions for coalition members.
formal, centralized structures
Coalitions:
Coalition membership is often “?”
temporary and fluid
Coalitions:
As a result of the loose organization structures, one of the frequent problems is coming to an agreement among member organizations as to “2?” and the “?2 used to address the problem or influence social change.
mission, goals
the strategies and tactics
Interfaith Alliances
One primary reason for forming faith-based organizing groups is that congregations serve as a place for “?2” of large numbers of individual members.
contact and recruitment
Interfaith Alliances
Characteristics of faith-based community organizations emphasize on “?” rather than simply concentrating on goals or issues, and multiculturalism and “?”.
relationship-building
diversity
Interfaith Alliances
One limitation is the difficulty inherent in forging “?” among members of individual congregations and then gaining a”?” among a number of diverse congregations serving the same community.
consensus
agreement
National Organizations with Local Affiliates
The mission of federated community organizations is to increase their “?” by increasing membership and access to funding by linking with “?”.
political influence
local affiliates
Social Movements
Social movements are effective when they have a large number of members who can “?” and participate in “?”.
pay membership fee
social protests or lobbying
Two Essential skills for connecting with partners: Relationship Building
Informal process of relationship building : developing “?”, exploring common “3?”, or “3?” agreements/ contracts that require commitment and follow-through.
friendships
interests, values, and experiences
formal, legal, or financial
Two Essential skills for connecting with partners: Relationship Building
Three different benefits of relational organizing
1. Strengthening commitments to “?”
2. Developing a greater understanding of “?” and how the world works
3. Establishing additional networks of relationships that can be used to facilitate “?”
- community work
- social issues
- social change
Two Essential skills for connecting with partners: Relationship Building
Relationship building is central to maintaining “?2” decision-making structures.
collaborative and coalition
Two Essential skills for connecting with partners: Building Trust
Two primary components of trust in interorganizational partnerships are:
interdependence
risk
Two Essential skills for connecting with partners: Relationship Building
5 relationship qualities that are characteristic of strong partnerships (Nowell 2009)
1. “?”at which participants interact with one another in activities that are NOT related to the collaborative.
the frequency
Two Essential skills for connecting with partners: Relationship Building
5 relationship qualities that are characteristic of strong partnerships (Nowell 2009)
2.The perception of individual members as to whether other participants are responsive to their “?”
perception
concerns
Two Essential skills for connecting with partners: Relationship Building
5 relationship qualities that are characteristic of strong partnerships (Nowell 2009)
3. The perception of individual members that other participants can be trusted to “?”
follow through on assigned tasks and responsibilities
Two Essential skills for connecting with partners: Relationship Building
5 relationship qualities that are characteristic of strong partnerships (Nowell 2009)
4. The perception of individual members as to the the degree to which other participants have “?”, that is the ability to make aunique contribution via “3?” to the partnership.
legitimacy
knowledge, point of view, or skills
Two Essential skills for connecting with partners: Relationship Building
5 relationship qualities that are characteristic of strong partnerships (Nowell 2009)
5. The degree to which individual members believe that other participants share a common “?” about the goals of the partnership.
philosophy
Building Trust: Strategies for establishing trust when organizations have no prior history of working relationships (Huxham, 2003):
1. Have clarity of “2?”
purpose and objectives
Building Trust: Strategies for establishing trust when organizations have no prior history of working relationships (Huxham, 2003):
- Deal with “?” differences.
power
Building Trust: Strategies for establishing trust when organizations have no prior history of working relationships (Huxham, 2003):
- Have “?” but do not allow anyone to “?2”
leadership
take over
Building Trust: Strategies for establishing trust when organizations have no prior history of working relationships (Huxham, 2003):
4. Allow time to build up “?”
understanding
understanding
Building Trust: Strategies for establishing trust when organizations have no prior history of working relationships (Huxham, 2003):
5. Share “?” fairly
workload
Building Trust: Strategies for establishing trust when organizations have no prior history of working relationships (Huxham, 2003):
- Resolve different levels of “?”
commitment
Building Trust: Strategies for establishing trust when organizations have no prior history of working relationships (Huxham, 2003):
7. Accept that partnerships “?” over time
evolve
