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Partnering Illustration
Illustration Brian Fisher ©1998 All Rights Reserved

Institute for Policy Studies
Center for Civil Society Studies

Partnering For Results
Training Institute

October 5 - 8, 2001

"The many environmental and social challenges of our time, where economic progress brings both opportunities and threats to the sustainable development of communities all around the world, require a new partnership approach."
— HRH The Prince of Wales

In October 2001, the Johns Hopkins University Center for Civil Society Studies will convene a four-day training institute on forming and operating social partnerships. This "Partnering for Results" Institute is designed to equip leaders in government, business, and the nonprofit sector with the practical skills and perspectives they will need to participate effectively in the multi-sectoral partnerships increasingly being used to address complex public problems around the world. 
 

| Background | Training for the New Partnerships | Who Should Attend | When & Where | Faculty | Application |

Background
Partnership and collaboration have become the watchwords of progress in widely divergent fields in recent years, but nowhere are they more important than in the solution of public problems. With resources limited and problems increasingly complex, a partnership approach has emerged to tap the resources, talents, and perspectives of all the different sectors—government, business, and the civil, or nonprofit, sector.

While the why of partnership has come to be recognized by businesses, governments, multilateral agencies, and nonprofits, however, the how of partnership remains elusive. Partnering is complex and difficult and skepticism and suspicion often keep natural partners apart. Although many see the need for partnerships, they often lack the knowledge and skills to bring them into existence and make them really work.

Training for the New Partnerships
The Partnering for Results Institutes are designed to overcome this problem. Drawing on a unique body of research on multi-sectoral partnerships and a skilled faculty with years of experience in studying and forging partnerships and building collaborative relationships, each Institute brings together leaders from all three sectors—business, government, and nonprofit—to learn how to form effective partnerships, when such partnerships are appropriate, who the most appropriate partners are, what structures and mechanisms are most effective, and how results can be measured and credit shared.

Central to Partnering for Results is a broadened notion of partnership, one that goes beyond "project partnerships" to produce sustainable changes in institutions, situations and/or communities.  This theory also sees partnership as a strategic investment that will pay dividends over time for businesses, nonprofits, governments, and communities. Understanding this new partnership paradigm and learning how to operate within it will be a central focus of Institute sessions. More specifically, the Institute will use a combination of simulations, case studies, experiential activities, and participatory techniques to provide clear-cut guidance on:

  • prerequisites for successful partnerships;
  • constraints on multi-sectoral partnerships and how to overcome them;
  • stages of partnership development;
  • participatory partnership structures;
  • fostering inclusive partnerships;
  • partnership strategies; and
  • methods for evaluating your partnership.

  

[This was] an extraordinary effort toward synthesizing material and information about a concept that has not been frequently acknowledged.
      -- PFR Participant
 

 

 

 

 

 

The institute reinforced and supported confidence in my ability to effect change by designing partnerships.
--PFR Participant

  

Who Should Attend?
Partnering for Results is intended for nonprofit staff and board members, corporate philanthropy professionals, foundation officers, government managers, business professionals and community leaders worldwide who are engaged in, or are about to become engaged in, social partnering and who want to develop more efficient and effective partnerships. To maximize the Partnering for Results experience, priority will be given to teams of at least 2-3 people from different sectors involved in, or planning, a partnership. Applicants to the partnering institutes will be asked to provide a one-page description of the partnership activity in which they are currently engaged, or hope to be engaged, as a result of their training.

Partnership teams that come to the Institute will have time to work on strengthening their partnership and can access faculty for guidance or facilitation purposes.

 

When and Where

Date:
October 5 - 8, 2001
8:30 am - 5:00 p.m. each day
Where: Mount Washington Conference Center
5801 Centennial Way, Baltimore, Maryland, 21209
Cost: $2000 (includes four-day Institute, training materials, single room accommodations at the conference center, breakfast/lunch, and 2 dinners)

Faculty
Lester M. Salamon, director of the Johns Hopkins Center for Civil Society Studies, is a leading authority on the nonprofit sector and government-nonprofit relations. His book, Beyond Privatization: The Tools of Government Action, was the first to call attention to the phenomenon of "third-party government." In Partners in Public Service, which won an award as the best book on nonprofit affairs in 1995, he applies this concept to government-nonprofit relations. As director of the Johns Hopkins Comparative Nonprofit Sector Project, Dr. Salamon is currently examining the scope, structure, financing, and role of the nonprofit sector in over 40 countries.

Shirley Buzzard is the founder and president of the Corporate Community Investment Service (CorCom), an organization that fosters partnerships between the private sector and nonprofit organizations.  Dr. Buzzard has worked for more than 15 years as a community development consultant in 55 countries worldwide, working primarily with nonprofit organizations.  She has expertise in all aspects of project management including strategic planning, organizational development, monitoring and evaluation, workshop design, training, and team based management.  Additionally, she is recognized as an expert in the design and implementation of program evaluations using the rapid appraisal techniques.

James R. Calvin is currently director of the Leadership Development Program and Fellows in Management Change Program at the Johns Hopkins University. Prior to this, for five years he held leadership positions at the Institute for Educational Leadership, including senior team leader of the Collaborative Leaders Program. Dr. Calvin has been a consultant to several federal agencies, states, cities, and national and local foundations. He consults with business, education, and nonprofit organizations in the area of collaboration, diversity management, leadership development, and management competency, and learning in organizations. He is currently conducting research on several leadership topics, including learning for organizational change and the impact of technology on societies and community transformation.

Maxine Carpenter is president and CEO of McKinley Group, Inc. (MGI), a management consulting firm in Virginia. MGI provides organizational development, instructional design and training, and project management services to government agencies, corporations, and nonprofit organizations. Ms. Carpenter has worked with leaders and executives from business, government, and the nonprofit sector, both in the U.S. and abroad. For almost 5 years, Ms Carpenter served as a national consultant for a community partnership initiative funded by the Center for Substance Abuse Prevention. In this role she developed and delivered training for more than 200 community partnerships throughout the United States.

Dana Morris-Jones has more than twenty years of experience in Organization Development, helping to strengthen organizations in both the public and private sectors. With a Ph.D. in Counseling Psychology and extensive training in group process and dispute resolution, she assists businesses, organizations, and individuals to enhance their ability to communicate, problem-solve and bridge differences effectively. Her work experience includes specialization in the areas of Team Development, Collaborative Problem-Solving, and Conflict Management/Mediation. She has supervised mediators-in-training and designed and delivered training programs in facilitation and conflict management for public officials. She is also the co-founder of the Practicum, a program sponsored by the Organization Development Network to train new consultants and provide services to non-profit organizations.

Carol M. Wessner is program manager for the Johns Hopkins Center for Civil Society Studies' Nonprofit Management Training and Education Programs. Prior to joining the Center staff in January, 1995, Ms. Wessner spent 25 years in leadership positions in the nonprofit sector at the state and local level. Much of her work included establishing and serving on multi-sectoral partnerships. Since joining the Center she has had extensive experience providing technical assistance to nonprofit organizations world-wide, through both direct trainings, and the highly successful Nonprofit Management Training-of-Trainers program. Additionally, she runs the newly launched Certificate in Nonprofit Studies Program.

About the Johns Hopkins Center for Civil Society Studies
The Johns Hopkins Center for Civil Society Studies is dedicated to improving the contribution that not-for-profit, philanthropic, or "civil society" organizations can make to effective governance and the solution of public problems both on their own and in collaboration with government and the business sector. The Center is part of the Johns Hopkins Institute for Policy Studies and carries out its work through a combination of research, training, and information-sharing both in the United States and around the world. 

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