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WHEN THE FORMS OF AN OLD CULTURE ARE DYING, THE NEW CULTURE IS CREATED BY A FEW PEOPLE WHO ARE NOT AFRAID TO BE INSECURE RUDOLF BAHRO Community Action.

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Presentation on theme: "WHEN THE FORMS OF AN OLD CULTURE ARE DYING, THE NEW CULTURE IS CREATED BY A FEW PEOPLE WHO ARE NOT AFRAID TO BE INSECURE RUDOLF BAHRO Community Action."— Presentation transcript:

1 WHEN THE FORMS OF AN OLD CULTURE ARE DYING, THE NEW CULTURE IS CREATED BY A FEW PEOPLE WHO ARE NOT AFRAID TO BE INSECURE RUDOLF BAHRO Community Action Forum Wednesday, October 29, 2008 Building Equitable Leadership and Partnerships

2 Building Equitable Leadership and Partnerships Workshop Objectives Understand why organizations form partnerships Understand how issues of power and diversity influence dynamics in partnerships Explore partnership models, provide definitions and examples Understand the role of ‘diversity champions’ within the organization Discuss framework for developing equitable partnerships in the community

3 Building Equitable Leadership and Partnerships Agenda o Welcome and Introductions o Warm Up Exercise – Experiences, Concerns & Fears in Partnerships o Why Partnerships? o What is Equity? What is Diversity? o Dimensions of Power o Laying the Groundwork for Equitable Partnerships o Definitions and Types of Partnerships o Models of Community-based Partnerships

4 Building Equitable Leadership and Partnerships Why do organizations and groups form partnerships? Part of the broader community Feeling obliged to collaborate – a requirement of funder Transformation (to change the status quo/systemic change) Adaptation – to adapt to the status quo or to survive and grow Client centred care Diversity Initiative Accomplish what organization alone cannot

5 Building Equitable Leadership and Partnerships Other Reasons Prevent duplication of efforts Enhance the power of advocacy and resource development Create more public recognition and visibility Provide a more systematic, comprehensive approach to an issue Partnerships often improve relationships between diverse groups, and they extend “buy in” or ownership to a greater number Can bring people and organizations who otherwise might not have any contact together Partnerships provide the ideal framework to demonstrate inclusion and collaboration in action Sharing of resources – financial, human, networks

6 Building Equitable Leadership and Partnerships Why Partnerships continued Partnerships could be summed up in BEEP  BBest practice Better outcome  EEconomical Efficient planning and coordination  EEquitable resources Easy access  PPhilosophical Political

7 Building Equitable Leadership and Partnerships What is equity? Fairness, justice what is fair and just A system of rules and principles based on fairness and justice Gage Canadian Dictionary What is Diversity? Variety, social inclusiveness, difference or discrepancy Encarta Encyclopaedia Is there a difference between the two?

8 Building Equitable Leadership and Partnerships Dimensions of power ‘Power profile’ of an organization, organizations hold power based on: Size, location Educational credentials Human resources Financial resources Organization’s staff & volunteers reflect dominant culture History & longevity Credibility/reputation In planning partnerships we need to appreciate the diversity of players We need to think about how the differences can be helpful We need to think about where they may lead to conflict We must be realistic in what the partner brings to the table, i.e. resources, skills, knowledge

9 Building Equitable Leadership and Partnerships Dimensions of power cont’d Let’s look at the flip side of some of the conventionally powerful organizations: Being a small, non mainstream organization means that you may be more in touch with particular groups, aware of the needs, able to get the word out Being grass roots and without major funders may mean you can quickly change your mandate or respond to ‘emerging needs’ – less bureaucracy, more responsive Without a ‘property’ that it owns the organization may be more able to go where most needed, have satellites, etc. Mainstream organization may lack flexibility One size fits all can mean that organizations are unwelcoming for some communities, have an image that’s hard to change, etc.

10 Building Equitable Leadership and Partnerships Laying the Groundwork for Creating Equitable Partnerships Develop a specific action plan for establishing good relationships and partnerships with diverse groups in the community - identify areas for participation, for example service planning, marketing of services, etc. Consider the approaches to be taken in reaching out to diverse groups – via community leaders, formal organizations or associations, ethno-specific organizations Develop a financial plan – estimate the cost of establishing relationships and partnerships Develop an internal communication plan – purpose of outreach, impact on organization, anticipated outcomes, potential challenges, capacity building required internally, request for support from staff and volunteers, person responsible for the project Research the target community - for effectiveness accurate and reliable information on the different groups in the community should be collected

11 Building Equitable Leadership and Partnerships Other Considerations in Laying the Groundwork Cont’d Attitudinal information – staff’s attitudes towards persons of diverse backgrounds Perception of one’s knowledge of diversity issues Perception of one’s skills in working with people from different groups Organizational attitudes towards change Organizational attitudes towards risk taking Staff feelings about the direction the organization is going in

12 Building Equitable Leadership and Partnerships Definitions & Types of Partnerships Collaboration is a mutually beneficial and well defined relationship entered into by two or more organizations to achieve common goals. It is a process through which parties who see different aspects of a problem can constructively explore their differences and search for solutions that go beyond their own limited vision of what is possible. The individuals who represent collaborating organizations are partners Partnership implies the sharing of resources, responsibilities, decision-making, power and benefits between two or more parties. Partnerships can vary from short term to long term, from formal to informal. Generally partnership and collaboration share similar concepts in most of the literature, they tend to be used interchangeably.

13 Building Equitable Leadership and Partnerships Cooperation is an informal relationship that exists without any commonly defined mission, structure or planning. Information is shared as needed and authority is retained by each organization. Coordination is a more formal relationship and an understanding of compatible missions. Some planning and division of roles are required and communication channels are established. Authority still rests with the individual organizations. Inter-sectoral Collaboration involves different levels of sectors such as the public, the government, the voluntary and the private sectors. Cross system collaboration and Interagency networking are similar concepts.

14 Building Equitable Leadership and Partnerships Consumer/professional partnerships are defined as: Friendships and relationships; collaboration and participation; power-sharing; participation of diverse stakeholders; shared resources and responsibilities; working towards equality Collaborative research partnerships involve practitioners, consumers and community residents as research partners with university researchers Community partnerships are referred to partnerships which take place in a community, have community members involved and have a direct impact on the community rather than within an organization or institution.

15 Building Equitable Leadership and Partnerships 4 Different Models of Community-based Partnerships: Consultative or Advisory - partnerships that are formed to receive public input around change or to gather ideas for future policies Contributory – partnerships that are formed to benefit the work of a community or community organizations; however the founders set the objectives and the partners can agree to them or not Operational – partnerships that are formed to set the strategic direction for a product or services; however, the operational implementation is undertaken by ONE partner Collaborative – partnerships that are formed on an equal status in model/service designing, program/budget management, resources contribution, shared accountability/responsibility and decision-making

16 Building Equitable Leadership and Partnerships Best Practices for Sustaining Partnerships Shared vision Common and compatible goals and objectives Division of roles and responsibilities Balancing the power structure Effective communications Supportive structures and process Commitment and commitment of time Trust and respect Leadership Resources Partnership agreement Continued nuturing

17 Building Equitable Leadership and Partnerships Thank You And remember You can’t solve a problem with the same mind that created it!!


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