collaboration looking for friends in all the right places karen wenzel, ctrs chris katzenmeyer, ctrs
TRANSCRIPT
COLLABORATION
Looking for Friends in All the Right Places
Karen Wenzel, CTRSChris Katzenmeyer, CTRS
• Budget Constraints• Technology• Access to Resources• Complexity/
Specialization which requires multi-disciplinary expertise• Growing Trend in
Privatization• Globalization
THE NEED FOR COLLABORATION
THE NEED FOR COLLABORATION HAS INCREASED IN THE PAST 20 YEARS DUE TO…….
• Innovation is enhanced with the creativity of teams
• New resources are brought to the table
• Synergy is created – 1 + 1 = 3 or more
• Globalization – it widens our geographic reach
• Technology gives rise to independent and often interpersonal work – partnerships satisfy a human need for community
• Partnerships enable organizations to be more flexible
• Leveraging of competencies• Share Resources• Create New Ventures
REASONS FOR PARTNERSHIPS
• Facilities as joint venture, between public, private and nonprofit entities
• Privatization of parks, facilities & programs through subcontracting
• Corporate assistance for programs and projects
• Cooperative sponsorship of varied programs by public, voluntary and business organizations
COLLABORATION IN PARKS, RECREATION& LEISURE SERVICES HAVE INCLUDED
• Alliances of two or more organizations seeking a win-win situation• An agreement between
two or more parties based upon satisfaction of identified mutual needs• Dynamic agreement
between two or more parties based on satisfying mutually recognized needs
WHAT IS A PARTNERSHIP ORCOLLABORATION?
• PARTNERING – working relationships with a high degree of trust & close cooperation between two or more parties that contract with one another to accomplish mutually beneficial outcomes –not legally binding
• PARTNERSHIP- Legal relationship existing between two or more contractually associated as joint principals in a business venture
• COLLABORATION – Working jointly with others especially in in an intellectual endeavor
• ALLIANCE – a relationship that is strategic or tactical & entered into for mutual benefit by 2 or more having compatible or complementary interests & goals
• NETWORK – Interconnected or interrelated chain, group or system
PARTNERING
• NETWORK – Interconnected or interrelated chain, group or system
• JOINT VENTURE – Marrying the strength of 2 different organizations, when a new business entity is created by 2 or more independent businesses (parent companies)
• COLLABORATION – A legal agreement in which the involved parties retain their legal identity, but come together to provide enhanced services
• SYNERGISM – Simultaneous action of separate entities which together have a greater total effect than the sum of their individual parts
• COOPERATIVE AGREEMENT – focused on a single activity, services versus facility, not permanent
PARTNERING
• Mergers• Acquisitions• Franchise• Licensing• Cooperative
Agreements• Consortium• Network• Alliance
OTHER COMMONLY USED TERMS
• Union• Confederatio
n• Coalition• Partnership• League• Council• Association• Brain Trust
• 1980’s and 1990’s formation of special service districts
• Community volunteer advisory groups
• Internship programs• Hearts N Parks – • Healthy Aging Partnerships (OAA)• Childhood Obesity Programs• Physical Therapy Programs in
Recreation Centers• Public Private Partnership revived
Central Park and Mount Royal • Chico University Students and
National Forest Service cooperatively maintain campgrounds in California
• Silver Sneakers
EXAMPLES IN PARKS AND RECREATION
• Nonprofit Hockey Club built in-line hockey rink at a beach park
• Adjacent skateboard park – operated by YMCA
• Professional Hockey Team partnered with Recreation District and built 12.5 M ice arena (Illinois)
• Youth Programs – school and recreation partnerships for after school programs
• Night basketball leagues – youth at risk
• Community group adopting Columbine Memorial
EXAMPLESCONTINUED…
• High Risk/High Cost – maximum use of human resources
• TAKEOVER OR MERGER• JOINT VENTURE/EQUITY/PARTNERSHIP• RESEARCH &
DEVELOPMENT/TECHNOLOGY TRANSFER• JOINT MARKETING/DISTRIBUTION• CONSORTIUM/CONFEDERATION/COUNCIL• ALLIANCE• NETWORKS/CONSORTIUM/ASSOCIATION• PARTNERING• BRAIN TRUST
• Low Risk/Cost – minimum use of human resources
PYRAMID OF ALLIANCES
• ALLIANCE FOR THERAPEUTIC RECREATION
• Following a Summit Meeting of NTRS & ATRA
• Resolution to Cooperate• Resulted in Joint Committee on
Higher Education & Joint Committee on Long Term Care
• Three levels of engagement:– Communication– Cooperation– Collaboration
THERAPEUTIC RECREATION EXAMPLE
• Every man works better when he has a companion working in the same line, and yielding to the stimulus of suggestions, comparison, emulation. Great things have of course been done by solitary workers, but they have usually been done with doouble the pains they would have cost if they would have been produced in more general circumstances
~Henry James
• Greatness starts with superb people• Great groups and great leaders create one another• Every great group has a strong leader• Leaders love talent and know where to find it• Great groups are full of talented people who can work
together• Great groups see themselves as winning underdogs• Great groups think that they are on a mission from
God• Each great group is an island, but with a bridge to the
mainland• Great groups have enemies• People in great groups have blinders on – the project
is all they see• Great groups are optimists not realists• In great groups – the right person has the right job• The leader of great groups gives them what they
need and frees them the rest• Great groups “ship” (dreams with deadlines)• Great work is its own reward
NETWORKS OF GIFTED PEOPLE HAVE CHANGED THE WORLD – WHAT HAVE WE LEARNED FROM PARTNERSHIPS THAT “SHOOK THE WORLD”
Competition Transcompetition
Bottom line results Process matters
Individual performance
Group/team performance
Secrecy, politics, games
Honesty, transparency
Beat the competition
Collaborate with others
Withhold information to acquire power
Swap/transfer knowledge & resources
MOVING BEYOND COMPETITION
Hierarchy Partnership
Company focus Market focus
Pyramidal Organization
Flat or Networked
Top Down/Bottom Up
Interactive
Paternalistic Collaborative
Productive Adaptive
Function Driven Process Driven
Position based Initiative or Team based
COMPARISON OF HEIRARCHICAL ORGANIZATIONS AND PARTNERSHIPS
• Goal or Vision of partnership• What legal structure – level of
engagement• What form of business enterprise –
impacts liability, taxability, control of the business, duties
• Name of the Partnership• Who are the right players to have at
the table• Capitalization – what are the
resources each partner brings to the table
• Dispute resolution• Fiduciary responsibilities• How to evaluate the partnership• Who to report to• Corporate Cultures• How to Structure the actual work
ISSUE TO ADDRESS IN PARTNERSHIPS
• Furthers both/all parties mission• Involved activity related to the primary
activity of the participants• Fully evaluated before starting• Structured to provide equal benefit to
both• Operates as a business• Has a written plan or operation approved
by all• Has strong leadership• Has information systems to provide
accurate and timely date for decision making
• Recognizes the need for autonomy and balance with needs for integration
• Creates something synergistic – bigger than the sum of the parts
WHAT IS A SUCCESSFUL PARTNERSHIP
• What are intraindividual partnerhips?
• Personal support networks• Invite different perspectives• Sounding Boards• Call a huddle• Establish a brain trust• Conduct pathfinder peer review
processes• Create an inhouse ventures
group• Network with fellow professionals• “Bridge” groups• Mavens!• Sapiential Circles
BIG P PARTNERSHIP AND LITTLE P PARTNERSHIPS
• Mead believed that whenever our species found itself with immense and seemingly intractable problems, we formed Sapiential Circles – or “wisdom circles” that enabled us to get through the danger zones. They would often disband after the emergency was over. These gatherings of the wise ones emerged naturally out of the crisis; they were neither imposed on humans nor did they possess the usual stagnating bureaucracies with political agendas
MARGARET MEAD –
SAPIENTIAL CIRCLES
• NASA Technology Transfer/Research• Alliance for Therapeutic
Recreation• Pharmaceutical/Corporate
partnerships• RTD Training Partnership• Formation of the Rocky
Mountain MS Center at Anschutz Medical Campus
KAREN’S EXPERIENCES WITH PARTNERSHIPS
• Insurance Reimbursed Services in Parks and Recreation/Wellness
• Evidence Based Training Programs
• Consortium for Older Adult Wellness
• Lakewood Parks and Recreation – Fall Prevention
• State of Colorado – Chronic Disease Management Models
CHRIS’ EXPERIENCES WITH PARTNERSHIPS
•Don’t have a potluck – Plan the menu
understand the playing field before you
begin
PARTNERSHIPS - LESSONS LEARNED
• Can you hear me now?
•Develop an effective focused, community process•Good communication and involvement create “buy in” from the start
•Set your sights high
•Develop a vision•Clearly articulate what you want to accomplish in the partnership
• Take an X-RAY (deep look!)
Know your partner(s)
Identify all the assets and liabilities of
the prospect
•Check the Gas Tanks
–Gauge the capacity of the prospective partners
•Where are my glasses……
–Maintain a clear focus–Know what you are looking for
•Meet the Parents
–Intentionally create relationships within the partnership–Create communication processes and strategies
• It’s a Marriage
Make a long term commitment
to the partnership
• Feed and Nurture the Partnership
–Attend to all the details–Corporate Culture blending–Communication
•Celebrate your Success!
–Write it up – Brag - Celebrate
•THANK YOU!