Establishing Partnerships
Managing
Partnerships | Summary
Examples of Effective Partnerships
Page: 1 | 2 | 3In order to understand the various concepts outlined in the guidebook including development and management of effective partnerships, take a look at the following three examples of current Compassion Capital Fund (CCF) partnerships.
University of Nebraska20
The University of Nebraska has effectively encouraged and helped to promote partnerships among agencies within communities. Sometimes these partnerships become an organization of organizations with their own 501(c)(3) status. These organizations work together to write grants, share resources and mentor beginning member organizations. One such example is the Nebraska Continuum of Services, Inc. (NCSI), which is a partnership between ten FBOs comprised of non-profit service providers and congregations. NCSI was loosely affiliated for several years prior to the establishment of the University of Nebraska’s CCF grant—NEBHANDS. In the early period of development, the network met for informal sharing and mutual support. In March 2003, the network members began to develop more formal relationships, and the network was incorporated in June 2003. The mission of NCSI is to bring seamless services to the low income, homeless, substance abusers, and previously incarcerated populations and their families. The members of NCSI have committed themselves "to see that every person has an opportunity to live a quality life and to build stronger communities through meeting the needs of the whole man." NCSI is an empowering system of coordinated and networked organizations. It nurtures the development and maintenance of a grassroots community development process through the provision of resources, incentives and education. The University of Nebraska’s CCF project—NEBHANDS—awarded NCSI $25,500 and provides assistance in the areas of infrastructure development, including preparation of a comprehensive operating plan, development of an active agency recruitment plan, establishment of a networking plan that will increase capacity to deliver services, and development of skills needed to increase fund-raising capabilities. No funds were used for direct service delivery. The impact of this sub-award has been remarkable including the following:
- NCSI developed a website: www.ncsi-inc.com
- NCSI produced an organizational brochure
- NCSI designed and created an exhibition booth, complete with PowerPoint presentation
- NCSI’s President was awarded the Best Practices award for New Creations from the Nebraska Center for Faith-Based Initiatives
- NCSI’s Treasurer was selected to the Governor’s Community Corrections Council
- The Williams Prepared Place became licensed to provide residential treatment for substance abusers
NEBHANDS staff and government officials were able to see firsthand the impact of NCSI on their clientele. During an informational tour, one couple living at New Creations told their story. Both husband and wife had received treatment and support through NCSI and were now sober, working toward regaining custody of their seven children. Another success story came from the Catering Manager who served lunch for the tour and shared his story. This gentleman had been a client of an NCSI organization and now is gainfully employed and sober.
Primary funding sources differ for each organization in the NCSI collaboration. Some member organizations have experience with obtaining contracted funding from sources such as HUD. Many rely on private donations and funding from their sponsoring churches. Some members have client self-pay systems that are flexible enough to allow clients to pay as their capacity to earn money increases. Many rely on private funding and grants. Each member organization has a separate financial system
Another type of local collaboration fostered by the University of Nebraska is a grassroots community coalition that usually focuses around a specific issue. Project IMPACT, another of their sub-awardees, is a good example of this type of coalition. They have involved treatment providers, consumers, ministerial associations, law enforcement and concerned citizens to address methamphetamine use in their community. One of the strategies the University uses to promote community collaboratives is to hold meetings across the state to bring sub-awardees and others together.
Another level of collaboration is the NEBHANDS project itself. The University has brought together the University system, state and local government, faith and community organizations, service providers, consumers and families, advocacy organizations and community institutions from across Nebraska to work on the project. These partners are helping 1) guide the project and work towards sustainability 2) provide technical assistance to sub-awardees 3) make decisions about funding for sub-awardees 4) develop models of best practice 5) evaluate the outcomes of the project 6) disseminate information about the project.
While the University of Nebraska has had great success working with and as an intermediary, the lack of documentation has proved a challenge, which is why the University often takes on the management role. The University is very sensitive of the fact that their role could be misconstrued and does its utmost to include those that are critical to the mission and the conceptualization of the project from the outset of any discussions. In fact, when staff needs to be hired, the critical partners become part of the selection committee. By abdicating control over personnel, the University is able to gain greater buy-in from its partners.
Another lesson they learned was that every meeting must have an articulated objective with a timeline. This articulation ensures participation as well as buy-in and saves a great deal of time. The University emphasized that while they do have fiduciary responsibility for the grants, the process between the partners is consensus determined with significant participation from the various parties involved.
Managing
Partnerships | Summary