Coalitions, partnerships, and collaborations are built one relationship at a time. It may be relatively easy to bring a number of people and groups together around an issue. However, getting them to stay and work together is another matter — even though there is good evidence that people working together are better off and more successful than people working alone. They’ll have more ideas, develop more capacity to get things done, and feed off one another’s energy to keep the effort moving. If it’s possible, concerted action is almost always more effective in the long run than one person or organization going it alone.
To that end, we have started our Partnership Perspectives meetings around the state to bring together small groups of key partners to learn more about our positioning and collaboration with programs. Invitees include mayors, city council members, community college presidents, AEA directors, hospital foundation directors, Farm Bureau regional directors, chamber of commerce directors, extension council members, and other leaders. We are discussing their past involvement with ISU Extension and Outreach, as well as gathering their ideas on future opportunities to partner and further mutual goals.
The case for partnership in community-based education is compelling. The challenges facing communities across Iowa are such that solutions must be found and scaled up. Many of us must respond to increasingly complex challenges, usually with restricted budgets, so finding ways we can maximize impacts by leveraging the extraordinary problem-solving abilities of partners, and the reach and the complementary resources partnership can bring, is critical.
It’s worth noting that partnerships don’t just happen. Clear management allows partnerships to flourish and partners can focus on programs rather than the details and processes. We also should ask ourselves how well our organizational culture supports our ability to sustain effective partnerships. According to Katie Fry Hester, a senior associate with The Partnering Initiative:
Organizations that have historically operated using transactional relationships find it hard to relinquish control and are resistant to change; especially without the stimulus of a high profile success or failure. For others, while ‘humility isn’t the natural currency of most big organizations, there is a genuine recognition that the organization can’t go it alone.’ The research identified a number of key elements conducive to an effective partnering culture — humility, equity, transparency and adaptability.
It’s our relationships – among our staff and with our clients and partners – that make what we do worthwhile. Your efforts – small and large – touch and help many people. Staying focused on what sustains partnerships also sustains our communities, our organization, and our shared future. See you there.