Kathi Schoonover Director of Research & Sponsored Programs Northeastern State University

Kathi Schoonover
Director of Research & Sponsored
Northeastern State University
An association or a combination, as of
persons, organizations or institutions, for the
purpose of engaging in a joint venture.
National College Access Network (NCAN)
Work together on a common enterprise or
"The soprano and the pianist did not get
together very well";
Win-win: for partners and for funding agency
To bring multidisciplinary groups together
under a central theme. The multidisciplinary
groups may be different academic units
within a college, different colleges within an
institution or different institutions.
To establish a cohesive group that allows
individual units or individual partners to
contribute to the principal theme
Each member of the collaboration or
partnership must have an interest in the
theme with documented expertise.
The leader may be self-selected, appointed or
The leader must be willing to listen, involve
the partners and provide leadership in the
administration of the collaboration or
 What
is the target area we will
◦ Seek out collaborate partners
◦ Make sure you include representatives from all
boundaries of the target area.
People who are oriented toward
People who hold a position of influence in
the target area such that others will follow.
People with a “can do” attitude.
People with resources.
Effective collaborations engage institutional,
civic, and natural leaders who reflect the
demographic diversity of the target area.
Make sure you select people who can organize
people from their identity group and not just
be the “gatekeepers”.
Ask questions and find the names of real
leaders in the target area.
 Board
 Staff members
 Teachers vs. Administrators
 Faculty vs. Administration
 Workers vs. CEO’s
 Parents
 Students
 Workers
 Consumers
Consider using a facilitator
Share an overview of the issue or problem
Set basic ground rules:
One person speaks at a time.
Be respectful.
Listen as an ally.
Be concise and stay focused on the agenda.
Facilitate a discussion with these
◦ What do we need to understand about this issue?
◦ What are the barriers to effectively resolve/address
this issue?
◦ How do the organizations at the table work on the
◦ How can we address these barriers as a group?
◦ Do we have the right people at the table?
What is our mission?
How often do we meet?
Do we have committees?
How will the partners share responsibility
for organizing and leading the meetings?
Who prepares and contributes to the
How will partners handle logistical
 What
is the issue?
 Why
is a partnership the best way to address the
 What
are the relevant assets?
 What
are the goals?
 Compile
contact information for prospective
 While
prospective members may participate
in professional organizations, there may not
be an organization that speaks directly to
their issues or concerns.
 Prospective
members may lead to other
prospective members.
 Maintain
focus on the relevant issue.
 Emphasize
 Reflect
research and data-informed
the diversity of the partnership.
 Provide
remote locations with two-way video
conferencing if available.
 Structure
the meeting for networking.
 Evaluation
of key components provides
feedback that enables refinement and
 Evaluation
provides a process of continuous
 Evaluating
the impact of the consortium
helps build a case for sustaining
partnership efforts.
Partnerships lead to new projects and new grant
Partnerships may develop faster because of successful
history of partnerships with other entities.
Partnerships take time.
Public/private partnerships must have knowledgeable
leaders, experienced participants, strong academicians,
and strong decision makers involved all the way.
Resist selecting partners by reaching out to people you
already know or reaching out to everyone.
Partnerships must have authority, i.e. president, dean,
Partnerships on paper only are not considered valid –
show evidence, i.e. articles, projects.
There will be more financial audits with partners than
Corporations want to know why, how, and see
creativity now. Will fund R&D, product development.
Allow enough time to develop partnership.
Begin making contacts prior to establishing a
Let them know what is in it for them.
Develops an entrepreneurship attitude among
business and industry.
Building of future relationships
Corporations want long-range partnerships
that evolve into more projects over time.
Institutions should plan for change and
growth in the partnership.
Build on previous successful partnerships.
Organize events that the partners want to
Corporate partners want
to see what you have done
for them yesterday.
Schools and agencies tend
to resist change.
Flexibility, meeting real
needs in practical ways
insures continuation of
partnership and
satisfaction of partner.
Creativity is necessary.
Decisive action is
Do your brainstorming
in private, not in front
of partner.
Spend time on
Colleagues – Same Area or Interdisciplinary
College/University Departments
Local Education Agencies
State Department of Education, State
Agencies, i.e. OCAST
Business and Industry
Faith-Based Organizations, i.e. Churches
Community Based Organizations, i.e.
Chamber of Commerce, Scouts
Other Colleges/Universities
Trust within the
Integrated personal
relationships within the
Experience with
directly serving those
in need
The mission and desire
to help those in need
within their community
Established leadership
within the community
Experience in volunteer
management, and
Resources such as
buildings, meeting
rooms, and equipment
Develop a process for sharing research and
program interests.
Make our interests known to administration.
Be willing to let go of “turf” issues.
Make it a joint venture.
Advertise collaborative successes.
State the mission of the partnership.
Provide a strong communication plan for the
State roles and responsibilities of all partners.
Advisory Board membership.
Provide a summary statement of sustainability
upon completion of the program.
Parties who represent
Parties with authority
Clear communication
 Win-Win!