Draft Release

Effective Networking and Partnerships

KASDORF

12 Capacity Building Tools for Youth Employment Support Initiatives to Promote Decent Work Opportunities for Youth
Craig Young, Shane Gibson and Jamie Schnurr

Pathways to Livelihoods and Decent Work
TOOLKIT PUBLICATION SERIES

Published with support from: International Labour Office (ILO) Canadian International Development Agency (CIDA)

EFFECTIVE PRACTICE TOOLKIT

Networking & Partnerships
12 Capacity Building Tools to Help Youth Livelihoods and Decent Work Support Initiatives
Craig Young Shane Gibson Jamie Schnurr

Pathways to Youth Livelihoods and Decent Work
TOOLKIT FOR YOUTH EMPLOYMENT SUPPORT INITIATIVES
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Contents
Acknowledgments ......................................................................................................................... 3 1.0 INTRODUCTION ...................................................................................................................4 1.1 1.2 2.0 3.0 Building A Programme’s Relationship Capacity Through Effective Practice ..............4 Key Definitions ............................................................................................................. 5

Purpose and Objectives of Using this Toolkit ..................................................................6 Building on the Sustainable Livelihoods Model.............................................................15 3.1.
Why is Social Capital important? ...................................................................................15

4.0

Exploring Relationships Strategically .............................................................................10 4.1. 4.2. Networking as a Strategy ..........................................................................................10 Exploring the Stages of Relationships.......................................................................11

TOOL 1: Evaluating Relationships.......................................................................................14 TOOL 2: Ways to Develop Social Capital............................................................................17 TOOL 3: Idea to Action Exercise .........................................................................................18 5.0 Networking, Partnerships and Strategic Planning ........................................................19 TOOL 4: Strategic Planning Checklist ................................................................................. 21 6.0 Core Competencies in Relationships ..............................................................................24 TOOL 5: Assessing A Programme’s Core Competencies...................................................26 7.0 Where Can Potential Networks and Partnership be Found? ........................................29 TOOL 6: Exploring Sources of Relationships ......................................................................30 8.0 The ABC’s of Building Relationships ..............................................................................31 TOOL 7: Using the ABC’s to Source Potential Partners .....................................................33 TOOL 8: Targeting the Right Partner ..................................................................................37 9.0 Focusing for Value Creation.............................................................................................41 TOOL 9: Reviewing Strategies for Existing Partners ..........................................................43 TOOL 10: Strategic Focusing on Target Partners...............................................................46 TOOL 11: Putting it all Together..........................................................................................50 10.0 Partners as People.............................................................................................................51 TOOL 12:.............................................................................................................................53

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Effective Practice Toolkit: Networking and Partnerships

Acknowledgements
This toolkit contains a dozen specific, integrated tools for effective practice in building relatoinships in a strategically effective and efficient manner. It is only fitting therfore that this comprehensive toolkit on relationship building was created as a truly constructive collaborative effort in itself. This was truly a team effort based on an example of a positive relationships between individuals from the public sector and private sector coming together to contribute value to the final outcome. A special thank you to Mr. Shane Gibson for his valuable insights, contributions and dedication to the cause of our work. Without his contributions on behalf of his company, Knowledge Brokers International, a South African based training and development company with offices in Canada, this toolkit would not be as powerful and valuable as it is. We extend a special mention to Bill Gibson of KBI as well, as his in-depth experience, knowledge and wisdom captured in the relationship building tools for the private sector provided the basis and inspiration for many of the tools contained in this workbook. Mr. Gibson has impacted millions of lives through his work, and now his work will hopefully impact many more. Finally, a special thank you to Mr. Takafumi Ueda, Senior Advisor of the International Labour Office’s SEED Programme for his relentless encouragement and support. Craig Young and Jamie Schnurr January 2003

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Effective Practice Toolkit: Networking and Partnerships

1.0
1.1

Introduction
Building A Programme’s Relationship Capacity Through Effective Practice This workbook is designed to help youth employment and decent work support

initiatives build their capacity to build their networks and ultimately partnerships that will in turn increase their capacity to manage challenges and opportunities in a complex environment (ie: social, economic and political context domains). Strategic networking and partnerships is a critical entry point for capacity building because it opens up new pathways to access assets and resources for policy design and implementation, and for the clients and community being served.

Pre-planning/Context Analysis (Social/cultural, economic, policy/political environments) Organizational Pre-requisites
Organizational Capacity

Organizational Development (Leadership & Management)

Skills and Knowledge (technical, experiential human capital) Strategic Networking and Partnerships

Opportunity Development (Innovation)

Entry point for Capacity Building and Opportunities

‘Networks’ and ‘partnerships’ are terms we use to describe the ‘involvement’, commitment and nature of the collaborative activity within the relationship. Partnerships are desirable because it denotes potential sustainability in the relationship if the experience and results are positive. Potential sustainability for the programme(s) involved in positive, productive collaborative relationships will also likely increase.

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Effective Practice Toolkit: Networking and Partnerships

Relationship building is both a dynamic and complex process. Yet, its purpose is simple: enhancing opportunities and effectiveness. It provides an especially important foundation for the UN Youth Employment Network’s (UN YEN) new approach to developing youth employment and decent work opportunities, and its mandate to support member countries in developing their youth employment action plans1. Through this workbook, readers are provided with a toolkit that consists of 12 tools to focus and refine their investment of their resources in the relationship building process. The tools and processes contained in this workbook make up a comprehensive toolkit that can help support initiatives focus on relationship building at two levels: (1) the client/young person's experience/interactions and progress in his/her dealings with the programme, from attraction and connection to the programme to the knowledge and skills transfer process to after care (post-programme participation) (2) relationships with other service providers, including donors, policy makers, practitioners, trainers, mentors and others. 1.2 Key Definitions

Before using this workbook, readers may find it helpful to review some key definitions. • • • • • • • Networking: gathering of acquaintances or contacts: the building up or maintaining of informal relationships, especially with people whose friendship could bring advantages such as job or business opportunities Network: coordinated system of people or things: a large and widely distributed group of people or things such as shops, colleges, or churches, that communicate with one another and work together as a unit or system Partner: [14th century. Alteration (influenced by part) of parcener , via AngloNorman, literally one who shares, from, ultimately, the Latin stem partitionsharing (see partition).] Partnership: cooperative relationship between two or more people or organizations that are involved in or share the same activity or purpose Collaboration: a working together: the act of working together with one or more people in order to achieve something Associate: a partner in business or other undertaking - a partner in business or other undertaking Contact: somebody who may be useful either professionally or socially by providing a connection to a professional field or social circle

1

http://www.ilo.org/public/english/bureau/exrel/partners/youth/recommendations.htm

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Effective Practice Toolkit: Networking and Partnerships

• •

Relationship: connection: a significant connection or similarity between two or more people or groups and their involvement with each other Programme: a micro (sometimes meso) level institution that operates one or more support initiatives, for example http://www.ewet.org.za/ .

2.0 Purpose and Objectives of this Tool
2.1 Statement of Purpose To encourage and capacitate programmes and practitioners to build more powerful, collaborative relationships with others to achieve a greater level of excellence a nd results in providing investment of assets and resources for young women and men to achieve greater opportunity for a positive, productive livelihood. 2.2 • • • • • • • Objectives Determine what is important for programmes in having networks and relationships Understand that having networks and relationships increase problem solving capacity to meet challenges and seize opportunities Learn about building a programme’s ‘opportunity network’ Learn to identify the key people who influence your relationships and opportunities Understand the context of these people, in relationship to your context – and the impact on your relationship and opportunities Understand that there are stages to develop a relationship with each one Increase the productivity effectiveness of investment in programme resources

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Effective Practice Toolkit: Networking and Partnerships

3.0 Building on the Sustainable Livelihoods Model
The Livelihoods Model2 provides a unique entry point into the capacity challenges and opportunities faced by livelihoods development programmes. Programmes are organizations of people who have come together to collaborate to fulfill common goals and needs, and to seize opportunities to invest in young people and themselves they would not otherwise be able to capture. As such, programmes possess the same categories of assets as people. They also face similar contextual challenges. The difference is that because they have come together to collaborate, they naturally have more capacity to weather contextual shocks and stresses, and capture opportunities than if they were not. For these reasons, it makes sense to examine the structure of a programme’s assets and resources based on the Livelihoods Model.

The Livelihoods Model provides an asset framework for programmes that includes core programme assets such as time, money, energy, ability and reputation.

Time
Programme

Energy Ability Money Reputation

Social Capital is a crucial asset for programmes because it enhances the strength and sustainability of all other assets.
2

For more detailed information on the sustainable livelihoods model and framework, visit www.livelihoods.org. Source: DFID

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Effective Practice Toolkit: Networking and Partnerships

It is helpful for a programme to explore a well-rounded, holistic view of its assets and resources. Within its ‘expanded view’ of the assets it possesses (or has unencumbered access to), it may find unique competencies and competitive advantages that will contribute to its sustainability and long term effectiveness. One of the desired outcomes of applying the livelihoods model is the creation of deeper and more meaningful development partnerships to increase the value of investment activity in young people. This goal of increasing social capital is therefore at the cornerstone of this value creation activity. Of all the five livelihood asset categories or ‘building blocks’, social capital is the most intimately connected to Transforming Structures and Processes. These structures and processes are components of the three main societal systems: economic, social and political/policy. Each of these systems operates in conjunction to create the context within which a programme operates. Therefore, they impact social capital capacity of programmes, which in turn impacts the structures and processes of the societal systems. In fact, it can be useful to think of social capital as a product of these structures and processes, though this over-simplifies the relationship. Structures and processes might themselves be products of social capital; the relationship goes two ways and can be self reinforcing.

Social Capital is a Programme Building Block:
It maximizes value of the other types of capital and is the most powerful in helping to manage the complexities within the context domain. • Facilitates knowledge, knowledge sharing and innovation • Improves efficiency, quality and access to economic opportunity • Improves access to and management of common resources • Improves access to and maintenance of shared infrastructure

Human Capital Social Capital Financial Capital Natural Capital Physical Capital

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Effective Practice Toolkit: Networking and Partnerships

For example: • When people are already linked through common norms and sanctions they may be more likely to form new organisations to pursue their interests; and • Strong civil society groups help people to shape policies and ensure that their interests are reflected in legislation. 3.1 Why is Social Capital important? Mutual trust and reciprocity in relationships lower the costs of working together, maximize opportunity as a result of working together, and increase value of the investment in young people. This means that social capital has a direct impact upon other types of capital: • By improving the access to and efficiency of economic assets and resources, social capital can help increase a programme’s access to financial resources, and more efficient operating models (financial capital). • Social networks facilitate innovation, the development of knowledge and sharing of that knowledge. There is, therefore, a close relationship between social and human capital. Further still, because social capital, like other types of capital, can also be valued as a good in itself, it can make a particularly important contribution to organizational culture, team building and a overall shared sense of well-being among programme staff and clients. • Social capital can be effective in improving the management of common programme resources (natural capital) and access to and maintenance of shared infrastructure (physical capital).

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Effective Practice Toolkit: Networking and Partnerships

4.0 Exploring Relationships Strategically
4.1 Networking as a Strategy
Networking strategies are designed to sustain the creation and reinforcement of a unique value contribution and investment in youth and their community. The key role of networks and partnership building is the creation of additional social capital for a programme’s longer term sustainability. Effective programmes understand that there is a dynamic ‘continuum’ of relationship building activities that can ultimately lead to opportunity if strategically managed. In effective programmes, managing this continuum, through constant learning, sharing and communication is a team effort. Effective programme leaders set the pace and guide the intention behind managing this process.

Networking-Partnership Building Continuum

Collaborating Networking Critical Effective Practices:
Build Communities Connect Assets

Partnering
Commit to Action and Spirit of Partnership

Capacity Building Focus

Contacts Dynamics Of the NetworkingPartnership Continuum: Informal Communities Potential Possibilities

Colleagues Formal Defined Relationships Commitment Clear Vision

This strategic process enables more efficient processes and assets to be introduced to the programme’s arsenal to invest in youth people. It does so by extending the application of its assets to relationships a programme may have and/or develop with other individuals and organizations.

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Effective Practice Toolkit: Networking and Partnerships

Mastering this process involves strategically targeting the individuals, organizations and communities the programmes seek and engage in networking and partnerships. For programmes that have few resources (or otherwise do NOT have unlimited resources) and where their social, human and financial assets in particular also require capacity building, it is important to accurately and efficiently select and choose which individuals, communities and organizations to invest in. The following strategic elements should be addressed within a Programme’s Networking and Partnership Building strategy: (1) What are your programme’s core competencies (assets and resources) today and what are its future goals and vision? (2) What are the ‘partnering characteristics’ or criteria? (ie: the desired partner’s assets, resources, and characteristics), and (3) What do you know about your desired partners? (4) Which are the processes to be addressed with a programme’s networking strategy?

4.2

Exploring the Stages of Relationships
The greatest opportunities for programmes in their networking and partnership

building activities will come form their understanding and capability to lead and manage their relationships through the complexities of their environment. One of the most important aspects of being able to do this is to achieve a greater understanding of the stages of the relationship building process, and to lead and manage each stage with the partners they have selected to engage in a relationship. It is important for both parties in the relationships to recognize the stage they are at: (a) to manage expectations (b) to align and invest the appropriate resources, and (c) to have a clearer picture of where the relationship is and can go. The following provides a brief overview of the different stages. What is key to recognize and understand is that challenge, conflict and missed opportunity most often result from the two parties leaping from the attraction stage to the commitment and even unity stages without having completed the natural steps of exploring and
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Effective Practice Toolkit: Networking and Partnerships

developing the relationship further. This kind of activity often creates unrealistic expectations on both sides, and can contribute to an unproductive use of resources. The stages of relationships are summarized below, and presented in the diagram on the next page: Stage 1: Attraction Stage: Pro-Active, Strategic Networking Stage 2: Exploration Stage Explore each other Stage 3: Development Stage Trust Begins and Social Distance Reduced Mutual Understanding increases Individuals in both organization develop relationships Stage 4: Commitment Stage Commitment and Trust Long term planning Staff & mgmt of both organizations begin to form their own partnerships through ‘cross talk’ and cooperative planning and problem solving (WIN / WIN) Stage 5: Unity Stage Complete Trust and Unity in doing business Genuine partnership at all levels in both organizations Total immersion & cooperative level to share knowledge, resources and assets The upcoming exercise will help you explore your relationships with partners, and hopefully gain new insights as to the real stage they are at.

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Effective Practice Toolkit: Networking and Partnerships

The Basic Relationship Development Stages
Developing Partner Trusted, Long Term, Committed Partner Trusted Advisor, Long term Integrated Partner

Network Members Experimenting Partner Potential Associate/ Partner

1. Attraction Stage 2. Exploration Stage Development Stage

3.

4. Commitment Stage

5. Unity Stage

Watching

Testing

Bonding

Trusting

Entrusting

TIME Informal

Networking

Collaborating

Formal

Partnering

The 5 Stages of Relationship Building adapted from Knowledge Brokers International (www.kbitraining.com)

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Effective Practice Toolkit: Networking and Partnerships

TOOL 1:

Evaluating the programme’s relationships and their potential opportunity for increasing the investment value in young people

Describe the Focus/Nature
Are there challenges?
(4) (2)
Internal View Partner’s View

Individual or Organizational Partner (1)

Stage of Relationship (3)

Is the return on investment for young people being realized? (5)

Is there a worthwhile opportunity to develop or maintain it? (6)

Partner A

Partner B

Partner C

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Effective Practice Toolkit: Networking and Partnerships

TOOL 1 EXERCISE:

This exercise requires a combination of both introspection, and tangible information and knowledge. Share this process with the

key individuals within your organization to learn from their insights and experiences. If possible, share this process with your partner(s)

themselves, as you will both have an opportunity to clarify the value you bring to each other, to young people and your community.

Refer to the concepts in the previous two diagrams to help you if you require.

(1) List each individual and organization with whom you have relationships in the column on the left. Indicate beside each

partner which core sector they are from (ie: public, private or civil society).

(2) Describe the focus and nature of your relationship with them. Briefly describe two important aspects (i) the purpose and

rational for your relationship (ii) the nature of the activities you are engaged in with them

(3) Indicate which stage of the relationship building process you are in with this partner. Also indicate which stage your partner

feels you are in. You can make an educated guess, however it would be more effective if you were to discuss this directly with your

partner. If you are newly established partners, it will serve you well to understand the various stages early on, so you can both engage

in guiding the relationship along. If you are already established in your partnership, you can also benefit by ‘checking in’ with your

partner. You might find that there is a disparity between your perspectives, which should warrant a clarifying discussion. Such a

disparity could mean each of you has unmet expectations, unexpressed issues, or undeveloped opportunities. If you are both ‘in synch’

with your perspectives, then you are likely in a positive position with each other.

(4) Next, indicate if there are any key challenges you have experienced currently or in the past with your partner. Briefly

describe the nature, cause and core elements of the challenges or conflicts. It is important to be clear, real and honest about them.

They will reveal to you some truths about your programme’s strengths and opportunities to grow and improve, and potentially untapped

opportunities to increase your return on investment in young people. If you find you have multiple challenges with your partner, you

may be at an earlier stage in your relationship. A general rule of thumb, if you have more potentially negative challenges in working with

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Effective Practice Toolkit: Networking and Partnerships

a partner, you are still working through the stages of your relationship with them. If you have more ‘positive challenges’ than negative

ones, you are likely farther ahead in the relationship stages.

(5) Indicate whether you feel the relationship you are in with this partner is contributing to value creation and increasing the

potential return on investment in young people. It is important to be real, honest and truthful about this answer. You must ask the

question, ‘who is this relationship truly serving’? Is this relationship ‘youth-focused’? Is it helping my programme build its capacity to do

so, or creating a drain on its assets and resources? Are my programme’s assets and resources being maximized for the benefit of

young people? At the end of the day, that is what really counts.

(6) Determine and decide whether there is a worthwhile opportunity to develop your relationship to the next level. If your

relationship with this partner is already well developed, and value is being generated for young people as a result, then determine what

you are doing, and can do more of in order to maintain the relationship you have. This final step in this exercise is a ‘Call to Action’ and

to be pro-active in your relationship building activities with those partners that you have determined to bring the greatest value and

return for your programme and young people.

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Effective Practice Toolkit: Networking and Partnerships

TOOL 2: Ways for a programme to Develop Social Capital:

Once you have evaluated your relationships with other individuals and organizations, determine the kind of methods and

activities you could employ at this stage in your programme’s development to generate more value for young people from your existing

and potentially new relationships.

All of the methods and activities shown in this table above are all inter-related. For example, membership of groups and

associations can extend people’s access to and influence over other institutions. Likewise trust is likely to develop between people who

are connected through kinship relations or otherwise. Take a few moments to consider how these methodologies and activities could

enhance your relationships. With whom would they work well with? How will they help you with implementation of your strategy? Are

there any other methods or activities you can think of to help you further develop your social capital?

Methodology

Activity/Focus Expanded access to wider base of institutions Adherence of mutually agreed upon rules and norms Facilitate partnerships, collaboration, bonding; increases value and quality; minimizes costs

Networks and connecting

Membership in communities of practice/more formalized groups

Relationships of trust, sharing, reciprocity and exchanges

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Effective Practice Toolkit: Networking and Partnerships

TOOL 3: Idea to Action Exercise:

Write down three ideas or actions you will implement into your work life to improve long-term relationships with individuals and

organizations according to the relationship building practices listed. This list is not inclusive. Can you think of other positive relationship

building practices that could help your programme?

Relationship building practices IDEA for Action #1 IDEA for Action #2

IDEA for Action #3

Proving that you have a long-term perspective in mind

Demonstrating Integrity.

Talking to others in the community more frequently.

Talking in greater depth to gain understanding of what is expected.

Improve with knowledge, experience.

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Effective Practice Toolkit: Networking and Partnerships

5.0 Networking, Partnerships and Strategic Planning
The link between strategic planning and livelihoods development is integral. Strategic planning is a process that meets the needs of livelihoods development, and adapts well to the involvement of people and other organizations in the community. Where livelihoods development provides an approach to investing in young people, strategic planning provides a process and tools to improve the work your programme will have to do. This is also where the concept of effective practice comes in – where effective practices (ie/: the Livelihoods Pathfinder effective practice framework) helps to improve ‘how’ things are done. The Livelihoods Pathfinder framework, and this tool for Networking and Partnerships are part of the process of improving ‘how’ things are done through increased capacity building. Building Social Capital capacity through more effective networking and partnership building augments the various phases of the strategic planning process with new insights, knowledge, and resources. Alternatively, a clear understanding of a programme's vision, mission and goals help focus more strategic networking and partnership opportunities and activities. It is therefore important to review and reconsider the core elements of the programme’s strategy before engaging in networking and partnership building activities. Doing this will help your programme sharpen its focus, and accelerate the effectiveness of its relationship building activities. For your programme to exist, it must have some of these fundamental strategic elements, such as the Vision, Purpose/Mission, Goals and Objectives. Review these elements briefly at this time so you can make the necessary link between where you are going and what you plan to do (vision and mission), what you plan to achieve (goals), and ultimately who you will want to go there and do this with (your partners). The following tool will not take you into the strategic planning process in detail. It assumes you have already undergone a strategic planning process, or are committed to one (otherwise your programme would likely not have received funding or have clients (in other words, you needed a plan to launch your programme). It will provide you with a checklist and some critical thinking perspectives on the process. If you feel you are ready to review your strategy, or perhaps are planning on starting a programme and are just beginning your strategic planning process, you might find this tool will help inspire and focus your thoughts and
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Effective Practice Toolkit: Networking and Partnerships

planning activities. There are additional resources available to help you through your programme’s strategic planning process. They are available at: __________________ .

Several aspects of a programme’s strategic process are accelerated through Networking and Partnerships
Planning to Plan

Vision & Values
Prelim. Opportunity Assess

1 2 3 4

Mission Draft SWOT: Context Domain Situation Analysis Strategic Options Review/Revise Mission Goal Setting
Objectives/Actions/Budgets

Enhanced Social Capital through strategic networking and partnerships

Key areas where enhanced social capital builds strategic capacity 1. Development and review of programme vision and mission / purpose Insights and knowledge of key needs, challenges and opportunities, and related issues Strategic positioning, roles in the community and related goal setting Developing and implementing plans and gathering feedback on successes and challenges

Operational Plans
2.

Implement
3.

Monitoring/Eval’n

4.

Diagram adapted from Larrie McDonald/Victor Cumming, Westcoast CED Consulting.

The Strategic Plan Checklist is intended to provide a brief review and overview of the key elements of the strategic plan. For the purpose and scope of this tool and materials, the full strategy is not required – however, we highly recommend that you engage in a thorough SP process, and review if you have already done so. If you require more information, assistance and support with the strategic planning for your programme, we suggest the following: 1. Reference materials/web sites/toolkits 2. Contact other organizations 3. Contact Us (info@livelihoodspathfinder.org)
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Effective Practice Toolkit: Networking and Partnerships

TOOL 4: Strategic Plan Checklist
Key questions (does your programme . . .?) Perspectives Actions
Short, medium and long term Internal and external reviews
Recommended

Strategy Component
Have an in-depth understanding of the social, economic and political/policy context? Clarity on your programme’s opportunity and capacity to invest in young people?

Complete?

Situation (context and opportunity)

Consult with stakeholder community and civil society

Y

N

Vision, values and principles
Have clarity on its core values and principles?

Know what you would like to see happen for young people’s livelihood opportunities? Is it clear on its own desired picture of success?

Does the programme vision inspire others, including the programme’s clients and donors?

Invite team members and community stakeholders to a visioning exercise

Y

N

Mission / purpose

Know what function it can best perform to fulfill the vision? Who it will perform this function for? How it will perform it?

Does the mission describe the programme’s unique purpose?

Invite team members and community stakeholders to provide feedback

Y

N

Strategic Pathway Options

Know what its strategic pathway options are? Have clarity on how to choose the right option?

Explore the key possible strategy choices – and be clear on criteria

Evaluate available resources

Y

N

Goals

Know what its most important achievements should be to in order achieve its mission?

Each goal should reflect a desired achievement

Ensure goals are clear, measurable, and inspiring

Y

N

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Effective Practice Toolkit: Networking and Partnerships

Use TOOL 4 as a guidepost for strategic thinking and activity regarding your programme strategy. It should remind you that the strategy process is vitally important to your programme because it will help you maximize the effectiveness of your assets, resources, and activities. Work through each component to refresh, re-design or write the core components of your strategy. As you work through each one, check it off. 1. Know your programme’s opportunity and situation. In order to get a better picture of your programme’s current context and capacity, and where opportunity lies, identify and describe the assets, strengths, needs and challenges of your community, and in particular the youth you are planning to serve, according to the following: Social context Economic context Political/policy context Also try to describe each in terms of: The short term, medium term and long term perspectives. Internal and external assessments/perspectives 2. Review and refine your vision Describe your desired outcome or picture of success for your programme and young people? What are your programme’s core values and principles? 3. Your Mission/purpose: • • • What core function is your programme intended to perform? Who will your programme perform this function for? How will your programme go about performing this function?

4. What are your programme’s strategic pathway options? What are the different ways you can fulfill your mission and vision? For each strategic option, what is the: • • • Function or role of the programme? Key target or focus of the programme’s function or role? The programme’s main approach for how this role will be played?
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Effective Practice Toolkit: Networking and Partnerships

5. What criteria did you/will you use to choose your strategic pathway? Use the following categories as guidelines: • • • • • • Activities of other organizations Target group needs and assets Local and regional opportunities (ie: market) Available resources Internal and community assets Values, and desires of the programme team, supporters, donors and the community 6. What are the primary goals for your programme? Based on the strategic pathway you have chosen, or are likely to choose, write short, yet descriptive goal statements. Each goal statement should relate to one key achievement for your programme over a desired period of time.

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Effective Practice Toolkit: Networking and Partnerships

6.0 Understanding Core Competencies in Relationships
An asset-resource based approach to programme effectiveness looks at the areas of expertise, skills and resources that are unique and well-developed by a programme. These areas of expertise may be in any area but are most likely to develop in the central areas of the programme’s service offerings where the most value is added to its clients and the community. Core Competencies evolve, improve and change over time. As the programme is faced with the challenges of a dynamically changing environment, it must evolve and adapt to new circumstances and opportunities. Networking and partnerships will be a key driver of this evolving process. Therefore, it is important to note that the nature of its core competencies will have to adapt and change, as will its interaction with its partners, and the selection of its partners. In this way the programme will be able to make the most of its given resources and apply them to new opportunities. Prahalad and Hamel, in their work on competence3, describe this process of adaptation and change in the following way: “The skills that together constitute core competence must coalesce around individuals whose efforts are not so narrowly focused that they cannot recognise the opportunities for blending their functional expertise with those of others in new and interesting ways.” Leveraging Core Competencies for effective Networking and Partnerships

Identify and examine core competencies
Programme

Leverage competencies for opportunities to build social capital through networking and partnership building

3

Prahalad and Hamel, in their work on competence (G Hamel & C K Prahalad - Competing for the Future. HBS Press 1996.

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Effective Practice Toolkit: Networking and Partnerships

Core Competencies should change in response to changes in the programme’s environment. When a programme embarks on networking and partnership building activities, it is important to gain a clearer understanding of the programme’s core competencies and strength. What is it good at? What is it about the programme that makes it different? According to Prahalad and Hamel [1990], there are three key aspects or criteria to identifying a core competency. In the context of livelihoods for young people, they are described as: • • • It provides access to a wider range of opportunities It makes a significant contribution to the value of investment in youth It is unique and difficult for other programmes to imitate

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Effective Practice Toolkit: Networking and Partnerships

TOOL 5: Assess a Programme’s Core Competencies

g

p

Competencies/ Resources and Assets Ability/ Potential to increase Value Non-imitable? TOTAL

Ability to increase Access to Opportunity

1 (ie: market
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1.5 2.5 3.5 4.5 1.5 2.5 3.5 4.5 1.5 2.5 3.5 4.5

experience)

11 12 9 10 13

Circle the rating you wish to assign (Step 1)

2 (ie: innovation
11.5 22.5 3 3.544.5 5 11.5 22.5 3 3.544.5 5 11.5 22.5 3 3.544.5 5 11.5 22.5 3 3.544.5 5 11.5 22.5 3 3.544.5 5 11.5 22.5 3 3.544.5 5 11.5 22.5 3 3.544.5 5 11.5 22.5 3 3.544.5 5 11.5 22.5 3 3.544.5 5 11.5 22.5 3 3.544.5 5 11.5 22.5 3 3.544.5 5 11.5 22.5 3 3.544.5 5

skills and culture)

3(ie: training

skills)

Add the total ratings you have assigned for each competency (Step 1)

4(ie: programme

design)

Add the totals under each criteria (Step 3)

5 (ie: community 21 19

relationships)

Add the totals for all the competency ratings (Step 2)

TOTALS

15

55
Rank your competencies by score and place them in order here (Step 2)

11
Divide your total ratings score by the number of competencies you listed (Step 2)

2 1 5 Core Competencies: (1)_________ (2)__________ (3)__________

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Effective Practice Toolkit: Networking and Partnerships

Putting Tool 5 Into Practice
Step 1 The tool above is intended to provide basic insights as to which programme resources and strengths make up a set of ‘core competencies’, according to the three criteria. List your programme’s assets along the left column in whatever order you choose. Then in the squares along each row beside each competence (asset/resource) you have listed, assign the resource/asset a rating on a scale of 1 to 5 based on its ability to match the criteria. Assign a 1 if it has a low ability and a 5 if it has high ability. Assign a 2, 3 or 4 if it’s ability is somewhere in the middle. You can also assign partial ratings on a 10 decimal range, such as 4.3 or 2.5. Rating Guide: 1-2: generally weak; 2-3: some capacity, but visible weaknesses; 3-4: strong capacity; 4-5: strong capacity, and capable of high value contribution to other programmes Step 2 Then add up the total rating points for each criterion, and write the total rating in the box at the end of the row. Do this for each competence you have listed. Once you have done this, list the top rated competencies in order along the bottom of the page. These are your core competencies. **To strengthen your results, it is recommended you consider asking others to conduct this process with you. It will enrich the insights and learning process for you and y our team, and will sharpen your results and clarity of focus. Step 3 Add up the total scores for all competencies. Divide your total score by the number of competencies you listed to determine your total average rating score. Refer to the scale below to assign your programme a Total Competency Rating. Below is the rating guide for this: 14+ (Very strong set of core competencies, high overall value contribution to community) 12+(Very competent programme, high potential) 10+ (Competent programme with some potential) 8+ (Some solid competence with possible potential, needs effective asset capacity and strategic re-focusing)
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Effective Practice Toolkit: Networking and Partnerships

5+ (Programme is at risk, requires more capacity building work defining and honing its competencies) 3+ (Significant risk, requires significant strategic planning, refocusing, and asset capacity building support) This rating will provide the programme with general insights as to the average level of strength and effectiveness of its core assets and competencies. It is valuable knowledge when looking for networking and partnership building opportunities to augment and build capacity, and generate more value in the community for its clients. Step 4 Total the ratings you have assigned for each competency under each criteria (ie: total rating score for ‘ability to increase access to opportunity’) When you examine these totals, you should gain insights as to the nature of your competencies, resources and assets. For example, do you have significant access to opportunity, but are weak on being unique?

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Effective Practice Toolkit: Networking and Partnerships

7.0 Where Can Networks and Partnerships Be Found?
Effective programmes share a capacity for identifying and developing relationships with partners that will broaden their horizons, give them new knowledge, insights and potential solutions. They recognize the importance of expanding their view to a more open-minded, global perspective when it comes to relationship building. To this end, the illustration above is intended to provide a picture of a global view of sources of potential networks and partners. Now that you have spent some time reviewing your programme’s strategy, and are more clear on your programme’s competencies in terms of its core assets and strengths, you can use this global view to examine your environment for potential networks and partners you seek to establish value-creating relationships with.

PROGRAMME

(organizational)

INTERNAL

EXTERNAL (geographic location, and public, private and civil society)

Staff/team Board, donors

Local Community

Regional Community

Country Region

Global Region

Sustainability Opportunity

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Effective Practice Toolkit: Networking and Partnerships

TOOL 6: Exploring Sources of Relationships

The purpose of this exercise is to have a complete list of geographic and sectoral areas that you can explore for the names of

potential partners.

Construct a list of the geographic areas, sectors and other frames of reference that will help trigger the names of specific

partners that you might want to become partners with. Think about your programme strategy in terms of its vision, mission and goals.

Also think about your programme assets and resources, and your core competencies. Explain why each item is important to you.

You will eventually use this list to help you categorize your most desired partners: the ones that will help you yield the greatest

return on investment in young people. You will come back to this list later.

Frame of Reference 1. Business Associations 2. Community Service Groups 3. Local Council 4. National Youth Organizations 5. <your example> 6. <your example>

Description/Rationale for Importance Increase networking with private sector Maintain community interest / balance Leverage local influence Knowledge of national youth issues

Note: Information above is provided only as an example.

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Effective Practice Toolkit: Networking and Partnerships

8.0 The ABC’s of Networking and Partnerships
8.1 Focusing increase return on assets and resources invested The foundation for targeting the right partners understands the kind of focus needed for present, past and future partners. From here we apply an ‘ABC’ approach to targeting. When identifying partners that slot into Retain, Develop, Regain and Gain strategies it is absolutely vital to think of those existing or potential partners as being those who will give your programme the best return on assets invested in the relationship, and ultimately the greatest value for young people. The way to do this is to categorize clients and potential clients into an A, B or C category.

CATEGORY
Pro-active and High Relationship Investment

A=Absolute B=Beneficial

Higher Yield and Effectiveness

Passive and Lower Relationship Investment

C=Convenient
D=Detach

Lower Yield and Effectiveness

“A” Partners These are the existing or potential partners who absolutely can help you yield a big return for your investment in assets, and increase your value contribution. These are the partners that you cannot afford to lose and it is the group of partners that hold highly visible and recognized value in the community. They bring your programme to a new level or height in its status and potential sustainability, and most importantly, its own effectiveness in making investments in young people. With this group it is an absolute necessity that you determine who these partners and network members are and could be and then put an action plan together to capitalize on a relationship with this group.
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Effective Practice Toolkit: Networking and Partnerships

This is the group with whom you most need to be pro-active in order to retain, develop, regain and gain. You can afford the time and money to do relationship selling and relationship marketing. You put in the maximum effort with these clients or customers. “B” Partners It is beneficial to have relationships with these partners. Some relationship building activity is needed but not at the same level or intensity as A accounts. You have a limited amount of time and energy. The “B’s” are often partners who will grow into “A’s”. “C” Partners It is convenient to have relationships with these partners if you have developed convenient ways to handle them so they do not drain the scarce or limited assets and resources you have. “D” Partners The D partners are those from whom you need to detach yourself. This group could include clients who: • • • Are not honest in their dealings with you. Create issues with you and your programme and your clients Require too much of an investment relative to the value and opportunity they return. A ‘D’ partner could be geographically out of reach, needs attention you cannot give or seriously affects your operations in a negative manner. Caution: Though you may think you are dealing with a ‘D’ partner, you likely should not detach until you are certain there is no other alternative. Decisions cannot be always be made with bottom line thinking. Programmes like yours are designed to serve the community however, you have limited assets and resources to invest and you must remember to utilize your assets for the absolute best return on investment. Once the concept of ABC targeting is understood the next step is to come up with your own criteria on what makes up an A partner, B partner, C partner or even a D partner. The types of criteria are often different when dealing with the public sector, private sector or civil society, as well as organizations and individuals from different sectors.
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Effective Practice Toolkit: Networking and Partnerships

TOOL 7 (Action Exercise): Applying the ABC’s to Sources of Partners (Step 1)

Now go back to the results from the exercise where you identified your list of areas where you might find potential partners. Using the ABC’s targeting concept, assign each of the key source areas either an ‘A’, ‘B’ or ‘C’ depending on the importance and effectiveness of this area to sourcing new potential partners. This process will ultimately help you determine which relationships with existing and potential partners are most worthwhile investing in. Your ‘A’ sources will be those that will provide you with the highest value, and are worth the majority of your investment of assets into relationship building activity. Your programme needs to have relationships with potential partners from this source area to support its sustainability and effectiveness. The ‘B’ sources will be those that are beneficial source areas to invest in, as they may bring you connections to potential partners that could be ‘A’ category partners. The ‘C’ source areas will be those that you will only invest in when you have enough resources to invest, after your activity focusing on the ‘A’’s. Eventually you will apply the ABC’s to the specific partners you may choose to invest in.

Frame of Reference A B C B

Category (A, B or C) Rationale

1. Business Associations

2. Community Service Groups

3. Local Council

4. National Youth Organizations

5. <your example>

6. <your example>
Note: Information above is provided only as an example.

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Effective Practice Toolkit: Networking and Partnerships

TOOL 7 (Action Exercise): Applying the ABC’s to Sources of Partners (Step 2)

Review the Source Areas and list the ones you feel would be most likely to gather existing or potential ‘A’ partners from.

‘A’ Source Areas

Rationale

1.

2.

3.

Brief comments on A-Group Observation.

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Effective Practice Toolkit: Networking and Partnerships

TOOL 7 (Action Exercise): Applying the ABC’s to Sources of Partners (Step 3):

Review the Source Areas and list the ones you feel would be most likely to gather existing or potential ‘B’ partners from. It is okay to list industries that you also have in the A-Group from Step 2.

‘B’ Source Areas

Rationale

1.

2.

3.

Brief comments on B-Group Observation.

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Effective Practice Toolkit: Networking and Partnerships

TOOL 7 (Action Exercise): Applying the ABC’s to Sources of Partners (Step 4):

Review the Source Areas and list the ones you feel would be most likely to gather existing or potential ‘C’ partners from. Once again it is okay to list industries that were on your A list and/or your B list in Step 2 and Step 3.

‘C’ Source Areas

Rationale

1.

2.

3.

Brief comments on C-Group Observation.

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Effective Practice Toolkit: Networking and Partnerships

TOOL 8: Targeting the Right Partner (Step 1)

Assigning Primary Targeting Criteria

Once you have identified and categorized your key source areas of potential partners, then you can begin a process of going deeper within each of those source areas to find potential partners. First, begin by focusing on your ‘A’ source areas. (ie: refer to the ‘A’ list you made earlier) Now you are going to develop a set of primary targeting criteria to help you identify the right potential partners within each of those source areas: 1) Make a list of the key criteria that you feel will be important for your programme’s partners to meet. These criteria will eventually help you believe would be effective in helping you come up with the measurement criteria you need to select ABC Partners 2) Look at each measurement criterion and score 0 - 10 to show how useful you believe this method would be. A score of 0 indicates a criterion that is of no use. A score of 10 indicates a very useful criterion. Refer to the example shown. Try to identify as many different criteria as possible. Don’t worry about whether the criteria are useful or not. Make the primary criteria list first, then after reviewing this list, assign a rating. This way, you can be surer of more creativity and free thinking in identifying the criteria Once you have done this with your ‘A’ source areas, then do the same for ‘B’ and ‘C’ source areas.

Potential Partner Source Area: A Group (Business Associations)

Measurement Criteria Selector

Rating (0-10) 9 7 8

1. Credibility with donors

2. Proven track record with young people

3. Open, positive entrepreneurial culture

4. <your example>

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Effective Practice Toolkit: Networking and Partnerships

TOOL 8: Targeting the Right Partner (Step 2)

Assigning Primary Targeting Criteria Next, identify the Top 5 to 7 primary targeting criteria in priority, based on ratings and instinct. List them in order.

Potential Partner Source Area: A Group (Business Associations)

Measurement Criteria (Top 5-7) 9 8 7

Rating (0-10)

1. Credibility with donors

2. Open, positive entrepreneurial culture

3. Proven track record with young people

4.

5.

6.

7.
Note: Information above is provided only as an example.

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Effective Practice Toolkit: Networking and Partnerships

TOOL 8: Targeting the Right Partner (Step 3)

Assigning Secondary Targeting Criteria

Once you have identified the top 5-7 measurement criteria according to rating level, then start thinking about a secondary, more specific set of measurement criteria to help you determine how to place a potential partner who demonstrates this primary criteria in either an ‘A’, ‘B’, or ‘C’ category. Note: the secondary targeting criteria can be both quantitative and qualitative in nature. Quantitative criteria will make it easier for you to categorize your potential partners; however, it is also important to consider more qualitative characteristics of potential partners. It is therefore recommended to have a mix of qualitative and quantitative secondary targeting criteria. After going through the exercise identifying 5 different measurements and then breaking each measurement in A, B or C-Groups you may find it to be an easy process to identify which measurements are most important especially in selecting potential partners to go into the A and B Groups.

p(
)

Primary Criteria A B
Sufficient funding, generally positive results, most proposals accepted Some sharing of ideas, not organized, generally inspired and motivated. Well funded, solid results, proposals usually accepted

Secondary Criteria by Group C
Initial funding accepted, waiting for results, good donor contacts Staff and youth have limited sharing of ideas, and are generally inspired and motivated

1. Credibility with donors
Staff and youth freely share ideas in organized way, and are inspired and highly motivated

2. Open and positive organizational culture
High success ratio, highly positive feedback from young people themselves,

3. Proven track record with young people

Medium success ratio, with positive feedback

Uncertain or untracked success ration, with general positive feedback

4.

5.
Note: Information above is provided only as an example.

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Effective Practice Toolkit: Networking and Partnerships

TOOL 8: Targeting the Right Partner (Step 4)

Final Analysis to Find Your Focus Now is the time to review all of the information in Step 3 to draw your final conclusions. Review and examine all of the primary and secondary criteria you have assembled under each of the A, B and C categories. Make any refinements if you feel it is necessary. Now think about where the most important traits of the potential partners that would have the most impact on the value being created by your programme. Try to determine where your focus should be based on these most important, most desired traits. List and describe them in order of priority, and describe your rationale for each one. Note: Your effort should mainly be on A’s and B’s.

Potential Partner Source Area: A Group (Business Associations)

Priority

Why? Explanation

1.

2.

3.

4.

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Effective Practice Toolkit: Networking and Partnerships

9.0 Focusing for Value Creation
Once you have identified and categorized your potential partners by the ABC’s, the next steps involve making strategic choices about the manner in which you will pursue building a relationship. This process will enable you to add another layer of targeting criteria to your ABC’s. To increase the effectiveness of your social capital investment (ie: relationship building with network members and partners), it is strategically wise to segment your ‘A’, ‘B’ and ‘C’ partners into categories based on the tactics and general activities you will need to employ to maximize the expected value contribution they may make to your programme and the young people you serve. These ‘strategic’ categories help you categorize them as past, present and potential partners into the following areas of ‘value creating focus’: 1. Present partners whose relationship you wish to Retain because you are maximizing value with them 2. Present partners whose relationship you wish to Develop because you want to increase value with them. 3. Past partners whose relationship you wish to Regain because you see renewed potential value being created. 4. ‘Non-partners’ or ‘unknown’ network members you would like to Gain a relationship with because you see potential value you can create together. There is also a 5th group and that is the group of people and organizations you should likely choose to let go (Detach) because there is no real value being created, or no real value potential at present. As well, the required investment of your programme’s assets (ie: including cost in time, energy, ability, money and reputation) is beyond the capacity you may have right now because the potential value return you see does not justify the investment. Network members who you choose to place into any of these ‘strategic categories’ may come from the public sector, private sector or civil society.

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Effective Practice Toolkit: Networking and Partnerships

Improving your programme’s relationship building performance through:

‘Focusing for Value Creation’
NO CURRENT RELATIONSHIP
PAST & POTENTIAL NETWORK MEMBERS & PARTNERS

CURRENT RELATIONSHIP

PRESENT NETWORK MEMBERS & PARTNERS

RETAIN
CURRENT EXPERIENCE/ NEW POTENTIAL

DEVELOP

REGAIN
PAST EXPERIENCE/ NEW POTENTIAL

GAIN
NO EXPERIENCE, UNEXPLORED POTENTIAL

CURRENT EXPERIENCE/ MAXIMIZED POTENTIAL

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Effective Practice Toolkit: Networking and Partnerships

TOOL 9: Focusing for Value Creation

Reviewing Strategic Approaches for Existing Partners

Partner

Retain?

Develop?

Regain?

Gain?

Reasons

A’s

B’s

C’s

Instructions:

1.

In the table above, list the names of your existing partners in the left column. Group them according to the A’s, B’s or C’s. Then, after referring to the descriptions below, determine which relationship value creation strategy you feel would be worth employing with this partner, and place a check in the appropriate square. Most of your existing partners will fall into the Retain or Develop categories. Provide your reasons for your choice.

2.

Then look at you’re ‘A’ list of potential partners, then the ‘B’s and then the ‘C’s. Which strategic category applies the most?
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Effective Practice Toolkit: Networking and Partnerships

Putting Tool 9 into Practice:

Go back to your list. Let’s look at ways in which we can improve our networking and relationship building performance, based on

employing these ‘strategic value creation’ categories:

Retain

It is likely that the 80/20 rule applies to your programme’s context in a sense that the vast majority of the value and opportunity

you will be able to generate through network members and partners will come from a very small few.

These are you most important, most valued partners and associates. A programme cannot afford to lose any of these partners

because they represent the foundation of the value your programme provides, and existing and future opportunities for your

programme. It may take several new clients and a large investment to replace this loss.

The main focus with this group is to retain them through building a trusting, sharing and open relationship with them. They

provide the cornerstone of value and opportunity for your programme, and require a significant portion of your assets being invested

into your relationship with them. However, bear in mind that it is not strategically wise to invest too much of your programme’s assets

into these relationships without also having a significant portion also being invested into new other new or existing relationship that will

help you increase and build value and opportunity. Your programme must stay relevant and timely in its value offering to your clients.

As such your partners and network associates must also reflect where you want to go based on the demands of your clients.

Develop

These are existing partners who you feel you want to explore bringing out more value and see more opportunity to be developed

in your relationship with them. The goal is to develop this group. A relationship of some type is already in place with most individuals

and organizations in this group. This should be the easiest group from whom you could increase your value and opportunity and should

likely be the first group to explore new opportunities with.
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Effective Practice Toolkit: Networking and Partnerships

Regain

There are individuals and organizations with whom you may have had a relationship in the past, but for various reasons you lost

contact or the relationship ended. These are the potential partners that you may want to renew, redefine and revitalize your relationship

with because they are the ones you identify as worthwhile putting the time, energy, ability, money and reputation into, to generate more

value and opportunity. This group has had some experience with you and so they are familiar with you. This is a good group of potential

partners to focus on because in most cases, some type of relationship exists before you make the call.

Gain

These are individuals and organizations that your programme has never had a relationship with. They are network members who

have relationships with other programmes, have their own social capital capacity and influence on the activities and development of

young people, and may have potential to bring more value to your programme’s value contribution as well. These network members

may also have no connection to the network of youth livelihoods development agencies, however they have a potential contribution to

make to the whole, and you see the opportunity for their contribution.

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Effective Practice Toolkit: Networking and Partnerships

TOOL 10: Strategic Focusing on Target Partners

Existing/Potential Partner Identifier

Once you have completed your Review of your target partner source areas, and developed your primary and secondary

targeting criteria (ABC’s), now you are ready for the next step of actually entering the names of specific and potential partners into the

target group categories. If you are struggling with identifying actual names of individuals and organizations, begin with what you know

now. It is important to begin this process as early as possible. As you become more pro-actively networked and connected in your

community and region, you are more than likely to find new potential sources and names of individuals and groups who you may want

to apply your targeting criteria to. Your list will evolve and expand over time.

Start with the A group only. Remember your ‘A’ category target partners are those that best fit your ‘A’ category targeting criteria.

It is important to spend enough time on this group. When you have done a thorough job of categorizing your ‘A’ partners, then move on

to your B’s and C’s.

Review each source area and list those existing and potential partners that you think should be under the A group.

Present partners who share mutual trust, knowledge and resources with you, fit under Retain.

Partnerships that you feel have worthwhile potential, belong under Develop. Note: Some of your partners under Retain also can

be developed.

Previous partners who now who could be valuable to your programme, will go under the Regain column.

Non-users who are big users of products and services from competitors or who are just entering the market (but have great

potential) will fall under the Gain column.

Note: If you like, you can break your A-group into A1, A2 and A3 This will help you sharpen your focus even more so you have a

greater amount of clarity when you are engaging in your networking and partnership building activities.

Now proceed to the next steps, and follow the same actions for your ‘B’ Group and ‘C’ Group.

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Effective Practice Toolkit: Networking and Partnerships

TOOL 10 (Action Exercise): Strategic Focusing on Target Partners (Step 1)

‘A’ Group

Name of individual or Organization
Retain Develop Regain

Current ‘A’ Partners

Potential ‘A’ Partners
Gain

Note: Information above is provided only as an example.

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Effective Practice Toolkit: Networking and Partnerships

TOOL 10 (Action Exercise): Strategic Focusing on Target Partners (Step 2)

‘B’ Group

Name of individual or Organization
Retain Develop Regain

Current ‘B’ Partners

Potential ‘B’ Partners
Gain

Note: Information above is provided only as an example.

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Effective Practice Toolkit: Networking and Partnerships

TOOL 10 (Action Exercise): Strategic Focusing on Target Partners (Step 3)

‘C’ Group

Name of individual or Organization
Retain Develop Regain

Current ‘C’ Partners

Potential ‘C’ Partners
Gain

Note: Information above is provided only as an example.

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Effective Practice Toolkit: Networking and Partnerships

TOOL 11 (Action Exercise): Putting it All Together

Categories
Retain Develop Regain

Current Partners

Non-Partners
Gain

A (Absolute)

B (Beneficial)

C (Convenient)

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Effective Practice Toolkit: Networking and Partnerships

10.0 Partners are People
At this point, it is a good strategic step to begin looking at the individuals themselves who you will be dealing with in forming a partnership with your target organisation(s). Once you have a good sense of your primary organisational targets, it is important to remember that you are partnering with people, and each of these individuals has their own important contribution to make to the process of partnering. In reality, dealing with people in a way that ultimately contributes to the value creation for your programme involves a many complexities and dynamics. There is a complex network of personalities, goals, interests, skills and knowledge, relationships and other contextual challenges – each of which adds to the dynamic fabric of the network. At the end of the day, it is this diversity which actually strengthens the network. With this in mind, it is important to learn about and appreciate the different roles each player may play, and their levels of impact in generating opportunities for your programme. In most instances, it is important to know so you can divert your investment of resources and assets away from non-productive relationships, and focus on those that ultimately yield the greatest return on investment in young people. There are 6 core player profiles to understand and look for: 1. Navigator: A well respected carrier of information and has strong influence on the decision makers. Helps you plot your course of action. 2. Connector (and hubs): An individual who has a strong social network (high level of social capital) and thrives on proactively connecting people together who can add value to each other. 3. Persuader: People who have the passion or keen interest in the central theme or topic, or opportunity at hand. This person can also be a connector. 4. Protector: These people are specialists in details and in conducting due diligence regarding relationships. They are valuable in the partnering process because they can ensure the core operational aspects of a relationship are intact. 5. Opposer: This person will help you with your ‘values check-in’ by acting as a barometer against your values and principles. They will typically become opposers to relationships, deals and activities that do not fit with their core purpose. 6. Ruler: The person who commands or exercises authority in the organization, or in the network or group of people, and who prefers the big picture without details.
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Effective Practice Toolkit: Networking and Partnerships

One person may have more than one network role in different situations and different times. In most cases, one particular role will be dominant in terms of its effect on your relationship with your target partner, and potential opportunity you may realize. For example, someone whose dominant role is a connector may also have a supporting role as a navigator or persuader. Someone whose dominant role is a navigator may also be a persuader.

Partners are People:
Key Roles Within the Programme’s Opportunity Network
1. 1. Navigator Navigator
2a. 2a. Knowledge Knowledge Hub Hub

6. 6. The Ruler The Ruler
The The Programme Programme

2. 2. Connector Connector
2c. 2c. Social Social Hub Hub

2b. 2b. Expert Expert Hub Hub

5. 5. ‘Opposer’ ‘Opposer’ 4. 4. Protector Protector

3. 3. Persuader Persuader

The Key Network Roles

It is also important to note that at different times in different situations people can shift their network roles. Such role shifts depend on the contextual dynamics of their environment, and the accessibility of opportunities. For example, A ‘navigator’ or ‘connector’ may shift back and forth with the ‘ruler’ role being more dominant, depending on the situation. Each person has all the power player profiles contained within them. Your challenges are to figure which is more prominent and strong. The following exercise will help you identify and categorize the individuals in your network in terms of their potential value contribution and importance to your programme’s goals.
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Effective Practice Toolkit: Networking and Partnerships

TOOL 12: Gauging level of influence and importance

In this exercise, your goal is to determine the key people who will have the greatest level of influence on building the relationship

you want with your target partner.

From your list of A category partners, make a list of the names of key individuals within those ‘A’ list organizations. Using the

table above, combined with your understanding of the different key network roles, assign a rating between 0 and 10 to each role in

terms of how dominant that role is to that person’s overall potential value contribution to your relationship with your target partner.

Provide a brief explanation as to why you assign each rating.

Circle the dominant 3 roles this individual plays in your network with respect to your relationship and opportunities with this target

partner. The dominant three roles are the ones with the top three highest rating point levels.

Next, total up all of the rating scores you assigned to each of these top three network roles. Then divide the total score by 3. This

result will provide you with an idea of this person’s total influence power on the decision you are seeking.

Now use this score to help you determine if this individual fits into either an ‘A’ (absolute), ‘B’ (beneficial), or ‘C’ (convenient)

category according to the influence level ratings you assigned to each category. This will help you sharpen your strategic focus on the

right people – it is most important to focus you relationships with those individuals who have the highest degrees of influence.

Take a look again at this person’s top 3 roles. You will see some people almost share similar roles because of their personality,

interest, talents and skills. In this person’s example, their Influence Profile indicates they are a Ruler-Navigator, with almost a perfect

match between their role as a Ruler, and their default role as a Navigator. In this example, this is a highly desirable individual to target,

as he or she carries the authority to make decisions, as well as having the knowledge and connections to support the right decisions.

Now you can determine the basis for the strategy you should likely take to build your relationship with this person and each

individual whose network roles you assess using this process. Review the names of the individuals that you think should be under the A

group. Now determine which of these A group network members, contacts, or existing partners you would categorize according to

Retain, Develop, Regain or Gain and then develop a corresponding strategy for each person to meet your focused goals.
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Effective Practice Toolkit: Networking and Partnerships

TOOL 12: Gauging level of influence and importance (Use to repeat for Steps 1, 2 and 3)
Name and Position: _______________

Target Category (Organizational): (ie: ‘A’ Group)

Network Role
(0-10)

Influence Rating* Rationale 8 8 5 5 6 10

1. Navigator

2. Connector

3. Persuader

4. Protector

5. Opposer

6. Ruler
Total Score

There is usually only one ruler – therefore they are assigned an automatic 10. If they are not a ruler, they will likley have a ‘0’ rating here.

42

General Influence Level Primary Power Role

8.7
Ruler-Navigator

*Influence rating based on 0-10, where 1-2 means little or no influence, 3-4 means this person portrays some influence in this role, 5-6 means they have some influence, 7-8 means considerable influence, and 9-10 means this is the main role this person plays in the dynamics around building a partnership with this organization. Conduct Steps 2 (focusing on B partners) and 3 (focusing on C partners) using this same approach and the worksheets provided.

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Effective Practice Toolkit: Networking and Partnerships

TOOL 12 Worksheet: Gauging Influence
Name and Position: _______________

Target Category (Organizational): (ie: ___ Group)

Network Role Rationale
(0-10)

Influence Rating*

1. Navigator

2. Connector

3. Persuader

4. Protector

5. Opposer

6. Ruler
Total Score General Influence Level Primary Power Role

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Effective Practice Toolkit: Networking and Partnerships

TOOL 12 Worksheet: Gauging Influence
Name and Position: _______________

Target Category (Organizational): (ie: ___ Group)

Network Role Rationale
(0-10)

Influence Rating*

1. Navigator

2. Connector

3. Persuader

4. Protector

5. Opposer

6. Ruler
Total Score General Influence Level Primary Power Role

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Effective Practice Toolkit: Networking and Partnerships

TOOL 12 Worksheet: Gauging Influence
Name and Position: _______________

Target Category (Organizational): (ie: ___ Group)

Network Role Rationale
(0-10)

Influence Rating*

1. Navigator

2. Connector

3. Persuader

4. Protector

5. Opposer

6. Ruler
Total Score General Influence Level Primary Power Role

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Effective Practice Toolkit: Networking and Partnerships

TOOL 12 Worksheet: Gauging Influence
Name and Position: _______________

Target Category (Organizational): (ie: ___ Group)

Network Role Rationale
(0-10)

Influence Rating*

1. Navigator

2. Connector

3. Persuader

4. Protector

5. Opposer

6. Ruler
Total Score General Influence Level Primary Power Role

- 58 -

Effective Practice Toolkit: Networking and Partnerships

TOOL 12 Worksheet: Gauging Influence
Name and Position: _______________

Target Category (Organizational): (ie: ___ Group)

Network Role Rationale
(0-10)

Influence Rating*

1. Navigator

2. Connector

3. Persuader

4. Protector

5. Opposer

6. Ruler
Total Score General Influence Level Primary Power Role

- 59 -

Effective Practice Toolkit: Networking and Partnerships

TOOL 12 Worksheet: Gauging Influence
Name and Position: _______________

Target Category (Organizational): (ie: ___ Group)

Network Role Rationale
(0-10)

Influence Rating*

1. Navigator

2. Connector

3. Persuader

4. Protector

5. Opposer

6. Ruler
Total Score General Influence Level Primary Power Role

- 60 -