The power of partnerships, and what makes them work
A partnership is an agreement where parties agree to cooperate to advance their mutual interests. Organizations may partner to increase the likelihood of each achieving their mission and to amplify their reach.
No organization can solve a problem as multifaceted as poverty alone. Such an undertaking requires that organizations coordinate, collaborate, and partner to fill gaps in their capabilities and expand their opportunities. However, partnerships aren’t easy. They take a lot of effort and intentionality to maintain. In addition, while many funders require or incentivize collaboration, they often do so without offering guidance on how to succeed as partners.
CTS believes strongly in collaboration. In fact, the Faith & Action Project was founded on the notion that, while extraordinary anti-poverty work is underway in our community, it often occurs in silos, and the work needs to be connected and accelerated. That’s why the Faith & Action Project Grants program and events seek to fuel a multi-sector, interfaith, and collaborative approach that can implement lasting solutions for people confronting poverty.
On June 25th, CTS gathered Faith & Action Grantees to gain their insights on what it takes to ensure effective partnerships. Each of the 35 unique Faith & Action Grant organizations collaborates with others in their communities not simply to relieve the suffering created by poverty, but to support and equip individuals and families to move out of poverty on a sustainable basis.
The following are some key takeaways gathered during our discussion.
Partnerships should be strategic and well-defined.
The Faith & Action Project has always encouraged partnerships and collaboration among poverty-fighting organizations. At the luncheon, we asked attendees to discuss the factors that ensure that those partnerships are effective.
At the top of the list of responses was the need for clearly defined roles among partners. This helps to ensure that partners use their resources wisely, setting mutual expectations and avoiding duplicative efforts. Some attendees suggested that these roles should be formally identified, perhaps with a Memo of Understanding that puts it all in writing.
In seeking partners, attendees said to choose organizations with complementary – not matching – expertise and experience, filling gaps rather than simply increasing capacity. At the same time, they counseled that organizations should ensure that partners match with their mission and values, share similar objectives and are pursuing the same goals.
Effective partnerships rely on clear communication.
A component considered essential to effective partnerships was clear and consistent communication. Communicating routinely will help to ensure partners are aligned well enough to leverage strengths and avoid misunderstandings and redundancies of effort.
One important consideration in maintaining clear and ongoing communication is the development of multiple points of contact so that communication – and a relationship as a whole – does not evaporate if one person leaves an organization.
A focus on what works, not what’s new, will strengthen your work.
Asked about lessons they’ve learned though their work, some attendees pointed to a realization that, while new ideas can be exciting, organizations often would be more successful if they focused on strengthening what they’re already doing. At the same time, organizations need to create sustainable solutions, not just ones that attract attention and make short-term impact. In short, greater efficiency and better use of existing resources often will net better results than new, exciting initiatives.
Data helps to inform need and track progress.
As data has become more available and useful, organizations have sought to put it to work measuring their success and assessing the needs in their communities. Such data can be useful in tracking in real time changes in the community that could require changes in activities, and it typically is essential when applying for grants.
But data alone isn’t the answer. It is important to have the right people on your team to gather, analyze, manage, and apply that data. Taking the time to hire the right “data person” and investing in their work can deliver considerable returns and make it easier for your whole team to generate long-term impact.
