Developing Collaborative Alliances for Strategic Gain

1. Developing Collaborative Alliances for Strategic Gain March 2007 Richard T. Houston, Ed.D., Peopleassets rth@att.net 415.229.3170

2. Learning Outcomes • Learning Outcome 1: describe how and why collaborative alliances can add significant value to the park and recreation mission. • Learning Outcome 2: identify leadership attributes and competencies required to build and sustain successful collaborative alliances. • Learning Outcome 3: describe why joint ventures frequently fail and what can be done to increase the likelihood of success

3. California Park Leaders Say: • “We must be able to articulate a compelling value proposition and spell out the benefits of our programs.” • “Resource constraints and funding are critical issues. We need to do additional partnering.” • “We need more energy and innovation. Some people still think the way we did 25 years ago.” • “We need to do more in the way of alliances with the private sector.”

4. What is anCollaborative Alliance?And How Can We Make Them Work Better? • A collaborative alliance is a cooperative relationship or partnership to leverage resources, strengthen program offerings and / or “team up” to achieve a desired goal. • Most park and recreation have some in place. Examples of intended outcomes?

5. So What’s Strategic about it? • List high priority strategic goals that collaborative alliances can advance.

6. Collaborations are Challenging • 2004 McKinsey study reveal that in the sample of 30 firms, 70% of alliances and joint ventures UNDERPERFORM. • The Good News:when re-configured, success rate approaches 80% vs. 33% for alliances that are not re-shaped. Ernst & Bamford, “Your Alliances are Too Stable,” HBR June 2005.

7. 1. Our strategic prioritiesare well defined,clearly prioritized and well understood throughout the agency. 4. We have clearly defined influence “targets” whom we need to persuade for advocacy, coalition or collaboration purposes according to priority ranking. Advocacy Partnership Competencies © R. T. Houston, Peopleassets. All rights reserved. rth@att.net

8. Advocacy Partnership Competencies 5. Our communications strategies are focused and functional with regard to influencing potential advocacy targets.  6. We collect systematic feedback from potential advocacy partners to determine what their priorities are. © R. T. Houston, Peopleassets. All rights reserved.

9. If Alliances are Like Relationships… • Whom do you find attractive? • How do you make yourself appealing? • How do you ‘engage’ them? • The “C” word: when and why? • How do you make it an enduring and value-added ‘affair’?

10. Individual Leadership Skills • Describe leadership skills required to make collaborative alliances successful.

11. Individual Leadership Skills © R. T. Houston, Peopleassets. All rights reserved.

12. Technical Managerial CPRS Leadership Profileand Competency Models • What differentiates an outstanding performer from a mediocre one? • What skills and competencies are required to be successful? • Who is proficient in what skill area and who needs to learn which new skills? www.peopleassets.net/cprs

13. Success Factors for Alliances • Alignment of strategic priorities • Trust • Competent project managers • Clear project plan with specific resource requirements defined • Frequent structured and informal communication • Progress evaluations and reviews

14. Summary / Conclusions • Strategic alignment & compatibility is essential • Don’t jump into something just because it looks sexy • Be realistic. Relationships are hard work. • Communicate in structured and informal ways • Renegotiate terms when necessary