A Model for Partnerships: Critical Steps for Successful Collaborations Pamela L. Eddy DIT Fulbright Scholar The College of William and Mary

Research Question How do the strategic initiatives in tertiary education in Ireland impact university partnerships? What were institutional and faculty motivations for participation? What supported the partnerships? What challenged the partnerships?

Background Universities Act 1997 recognized seven universities Regional Technical Colleges Act 1999 designated 13 institutes of technology In 1998 the HEA launched PRTLI (Programme for Research in Third-Level Institutions) Four cycles of PRTLI have occurred with review underway for cycle 5.

PRTLI Summary Goal: Strengthening national research capabilities via investment in human and physical infrastructure. Total awarded is €865,273,117 Total number of projects funded is in Biosciences and Biomedicine 9 in Chemical and Physical Sciences 14 in Information and Comm. Technology 4 in Platform Technologies & Research Lib 17 in Humanities and Social Sciences 11 in Envir., Marine, and Natural Sciences

Case Study Selection Humanities Serving Irish Society (HSIS) e-INIS/Cosmogrid (Irish Nat’l Infrastructure) GradCAM (Graduate School of Creative Arts and Media Molecular Medicine Environment and Climate Change

Elements of a Partnership Social Capital of Individuals Density Trust Centrality Organizational Capital of Institutions Resources Power/Status Context

Partnership Model Motivation Context Potential Partners Centrality Trust Density Partnerships Outcomes Context #1 #2#3 Stage I Antecedents Stage II The Developing Partnership Stage III Partnership Capital Network Shared Beliefs Shared Norms Power/Resources/ Intention Power/Resources/ Intention

Role of the Champion Understands organization – culture, resources, politics Acts as resource broker and networker Transformational leaders develop extensive external networks to diverse set of contacts Understands own organizational and social capital Leadership is bringing together the right people at the right time in order to get the job done

Inviting People to the Partnership Development: Stage I – Antecedents Antecedents Motivation Context Potential Partners Centrality Trust Density

Negotiating and Defining the Group Stage II – The Developing Partnership Partnerships Outcomes Context Partners #1 #2#3 Intentions Resource Rank/ Status Power

Stage II—Conflicted Loyalties Partnerships #1 #2#3 Institutional Disciplinary

Sustainability/Outcomes/Failure Stage III – Partnership Capital— Network Shared Beliefs Shared Norms Power/Resources/ Intention

Findings Motivations matter Social Capital of Champion/Partners Key Conflict resolution makes or breaks the day Context matters

Key Roles Policy Makers Policy can impact institutional strategies Clarity is important Simple reporting central Enhanced feedback Address sustainability Workshops on conflict resolution Institutions Prioritize strategies—but still support broad range Risk of lone ranger stance Sustainability

Key Roles Partners Vision versus money Role of social/organizational capital Creation of meaning for group Framework and transparency Governance Long-range planning

Conclusion Money helps, but motivations differ Split loyalties lead to challenges Faculty rewards matter—need to address Risk of “one-shot” programming Consideration of partnering to what end