By Joan M. Roberts
Multistakeholder approaches are actually famous as the most important public participation instruments in numerous fields, together with well-being, housing, neighborhood fiscal improvement, transportation and extra. Nonprofits in those fields are usually being requested to collaborate with group and executive yet lack tips for doing so. This book—outlining why and the way to improve such businesses, how they are often leading, and the distinctive nature of energy and management involved—is the one publication on hand to facilitate this process.Joan M. Roberts is an award-winning organizational improvement advisor who presents education workshops on governance and neighborhood improvement. She has over two decades event designing and facilitating multistakeholder strategies in housing, future health promoting, municipal land use, and group improvement. She lives in Toronto.
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Additional info for Alliances, Coalitions and Partnerships: Building Collaborative Organizations
When this happens, organizational energy shifts focus and everything starts to look different. Phase 2: Motivation to Collaborate Whoever initiates the process does so because he or she is motivated to act. What are those motivators? They could be the benefits listed in Chapter 2, but often the key motivator is that there is a great likelihood of success if you move ahead and enroll others in the process. You can determine the likelihood of success through a brief analysis. The questions in the sidebar “A Simple Feasibility Assessment Tool” are a good starting point.
They may sabotage the process from the outset because they were not included. At the same time, choosing the wrong partners or including participants who do not want the process to succeed is another recipe for failure. I once was hired to lead a TS process with a primary objective,“community revitalization,” that was covertly opposed by the TS members. They equated revitalization with gentrification, which would lead to higher rents for their housing. They participated in order to ensure the process went nowhere — and they succeeded.
Phase 2 Motivation to collaborate We decide to act in concert with others because of the perceived benefits of collaborative action. Phase 3 Member identification and selection Who cares about the problem and is willing to join our process? 37 38 A LLIANCES , C OALITIONS AND PARTNERSHIPS Phase 4 Collaborative planning Should a TS be created? If so, what are its vision and action strategies? Phase 5 Building an organization How do we organize the vision and action into structure, leadership, communication, policies, and procedures?
Alliances, Coalitions and Partnerships: Building Collaborative Organizations by Joan M. Roberts