1. 1 Nan Westervelt, Faculty 2006 ESP Summer Seminar How to Succeed at Planning: Looking Forward/Working Backward

2. 2 Overview of Session Participants will n Know the steps to take that will cultivate a trusting & open relationship among partners & develop a shared commitment to what success looks like n Understand how a model planning process combined with strategic planning (“Backward Design”) can launch and guide partnership planning efforts n Integrate successful and proven exercises into future planning sessions and/or plan a retreat to launch their partnership efforts

3. 3 Partnership A relationship between individuals or groups that is characterized by mutual cooperation and responsibility, as for the achievement of a specified goal. Jane Remer

4. 4 Theory – Characteristics of Effective Partnerships n What are characteristics of effective partnerships? u “Learning Partnerships—Improving Learning in Schools with Arts Partners in Communities” by Craig Dreeszen, Ph.D, Arts Extension Service University of Massachusetts ( www.umass.edu/aes/learningpartners www.umass.edu/aes/learningpartners u “Partnership Planning Process Checklist (adapted from the “Learning Partnerships Planning Workbook”

5. 5 Theory into Practice n Know Yourself u What is your reason for collaborating? u What do you want out of the partnership? u What do you contribute to the partnership? u What limits your participation? (Personnel, facilities, financial policy or legal restrictions)

6. 6 Create an “Opportunity Statement” u Represents the shared understanding of the intentions, hopes and expectations of the partnership F What is the challenge that we wish to solve? Or what need or opportunity do we want to resolve? [For whom—How would the school be improved, changed or different if we were successful? F What is the solution to the challenge or the End result we’d like to see happen? F Describe the activities we’ll do to make it happen F What are the values & beliefs that should guide us in our day-to-day interactions with each other and our constituencies? Why we do it—Core Values

7. 7 Guidelines & Tips* n Purpose: One sentence that describes the end result the partnership team seeks to accomplish and for whom n Business: The primary means used to accomplish the purpose (action, services, program, etc.) n Values: A list of values and beliefs shared by members of the team and practiced in their work.

8. 8 How might having an “Opportunity Statement” for your partnership be helpful—if at all?

9. 9 Vision Vs. “Opportunity Statement” (aka Mission) n Opportunity Statement answers the questions: u Why does our partnership exist? u What “business” are we in? u What values will guide us? n Vision statement answers the question: u What will success look like? F Challenges and inspires the partnership to achieve its “mission”

10. 10 Next Steps u Re-visit your project idea F Does it align with what you learned about the motivations, needs, and wants of your partners? F Your Opportunity Statement? F Your vision? u Establish or Re-confirm Partnership Goals & Objectives u Use the Partnership Planning Process Checklist as a guide in launching planning and as a “touchstone” throughout the life of your partnership

11. 11 Reflection-Create a Lune n Lune—A three-line poem consisting of 3 words, 5 words, and 3 words (aka American Haiku) n Last line often expresses a surprise or a question. (You can illustrate your poem) n Theme: “What I know (or have learned) about planning an effective partnership.” n Optional sharing

12. 12 *Tips for Writing a Mission n Purpose (End result): u Use an infinitive verb that indicates a change in status (e.g., to increase, to decrease, to eliminate, to prevent, etc.) u Identify problem to be addressed or condition to be changed n Business (Means): u Use verb such as “to provide,” or link a purpose statement with the words “by” or “through” n Values & Beliefs (Guides your work): u Driving values of an organization exist, whether spoken or not, in all partnerships, but in the most successful ones, they are spoken