Abstract

National and community service programs collaborating with faith-based groups will find the recommendations on communication, planning and documentation in this effective practice helpful. These have been adapted from the comments of experienced Senior Corps project directors, the Corporation's training materials, and other publications such as the Church Mentoring Network: A Program Manual for Linking and Supporting Mentoring Ministries. Beverly Al-Amin of the National Crime Prevention Council shared these strategies at the 2005 AmeriCorps*Direct Best Practices Conference in Nashville, Tennessee in April 2005.

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Issue

Successful collaborations require skills that include understanding, patience, and an open mind.

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Action

According to project directors and The National Mentoring Partnership, steps to take to help create sustainable partnerships include:

Communication

• Work with the staff, advisory group, and all partners to outline the benefits and opportunities of the new relationship. As you work with all of these groups and people to develop the partnership, actively participate in asking and answering questions truthfully. It is important for all partners to thoroughly understand and communicate concerns before they come to an agreement.
• Once the partnership is convened, establish regular and consistent communication channels. This will enable all parties to provide regular updates, to build a mechanism for resolving conflicts and to generate new ideas.
• Expect "turf" issues to arise, and be prepared to deal with them directly by establishing trust and being consistent and sincere with communications. Partnerships are a two-way street with both sides benefiting from the relationship.
• Celebrate successes and accomplishments — in public as they come up. One way is to send press releases to local newspapers and radio stations. Another is to use each partner's newsletter and communication tools to celebrate and promote successes.
• Quickly address barriers and roadblocks head-on — in private.
• One of the partners should maintain contact with the media in order to keep the program's offerings before the community. One idea is to send a representative to a local radio talk show to explain the program and answer questions from the public. Another idea is to invite a media person to be on the advisory council.
• Remember that organization leaders can change; it is important to be thorough in communicating with the whole organization so that if one spokesperson moves on, there is still a connection to the larger group.

Planning

• Before meeting with the potential partner, be prepared to describe how the new partnership will benefit the organization. Do homework, and remember to be flexible enough to make this work. Make sure the mission of the new endeavor matches the mission of all partnering organizations.
• Find an advocate in the organization for the new program. This person may be the leadership (e.g., the pastor or executive director) or a member of the organization who has experienced elements of this program or new idea though another venue.
• Each partner should evaluate the capacity of the organization to enter into the partnership. Be realistic about the time and resource demands the partnership will require:

   

  • Are each of the partners' missions, goals, and operating style compatible with those of the other partners?
  • Are all of the partners committed to the relationship, and are they able and willing to provide resources to make it succeed?
  • What organizational characteristics or traditions might jeopardize the partnership?

   

• Once an initial agreement is in place, clarify the mission and goals of the partnership. Determine whether the overall focus and plans are consistent with the mission, goals, objectives, and priorities of each partner. Be very clear about how the program will operate. Lay everything on the table in order to work out any difficulties at the beginning.
• Clearly outline the action plan for the partnership. This includes naming the required resources, dependencies, and responsibilities. Spend the time and energy to create the group's identity. The partnership should maximize each partner's strengths and compensate for each partner's weaknesses.
• Be aware of the changing environment and needs of the community. Be prepared to be flexible enough to address and accommodate these changes.
• Make sure that all the partners are affirmed and feel that their contribution is important. Remember to celebrate all partners in your publicity and marketing materials. No one likes to feel "used."

Documentation

• Develop a Memo of Understanding (MOU) that oulines:

   

  • Mission and goals of the partnership. What is the relationship's main objective?
  • Benchmarks for success. What are the success factors for this partnership?
  • Evaluation tools. How will each partner evaluate success? How can each partner contribute to and benefit from the evaluation of success?
  • Communication plan. Who needs to know what when? How will conflicts be resolved? How often does the group need to be informed on the status and progress of the partnership and program? How does this happen — will it be written or oral?
  • Roles and responsibilities. Who is responsible for what? What are the contributions and responsibilities of each partner? Who assumes the leadership role for the partnership, and what form does that take?

   

• Some grants require that organizations maintain a separate checking account for the federal funds. This makes accounting and audits easier to manage.
• Some grants require that the organization delivering social services be designated as a 501(c)(3) organization. Although this is not a requirement for the Corporation, if a congregation has service programs that will receive federal funds, it is recommended that a 501(c)(3) organization be formed in order to make a distinction between the congregation and the faith-based organization providing the services.

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Citation

The National Mentoring Partnership. Church Mentoring Network: A Program Manual for Linking and Supporting Mentoring Ministries. 1999.

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Outcome

Faith-based organizations can address a wide range of social problems. Consequently, partnering with these groups can have great benefit for those in national service who are seeking to serve the same populations, with the same goals.

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Posted On

June 6, 2006

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For More Information

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Related Practices

• Partnering with faith-based and community-based organizations
• Understanding faith-based community service
• Understanding funding for faith-based and community organizations

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Related sites

Topic Areas

• Mentoring
• Communication skills
• Capacity building
• Community partnerships
• Faith-based partnerships
• Partnerships
• Senior Corps
• AmeriCorps
• Learn and Serve America
• Community-Based Organizations
• Faith-Based Organizations
• Nonprofit Organizations
• NCPC
• Program management

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