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Strengthening Local Partnerships

Strengthening Local Partnerships. Closing the Front Door: Retooling the Crisis Response System Ed Bonilla, MBA, MS Middlesex United Way. Effective Partnership. Basic Characteristics of a Partnership Coalitions, collaborations, associations, etc

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Strengthening Local Partnerships

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  1. Strengthening Local Partnerships Closing the Front Door: Retooling the Crisis Response System Ed Bonilla, MBA, MS Middlesex United Way

  2. Effective Partnership Basic Characteristics of a Partnership • Coalitions, collaborations, associations, etc • Relationship between two or more people or organizations that are involved in the same activity Characteristics of an Effective Partnership • Cooperation between people or groups working together; based on Mutual Trust • Requires leadership at all levels of a system • Need to influence/impact all levels of a system • Must be managed/monitored

  3. Local Partnerships - Relationships MCCHH (Middlesex County’s TYP) • Nonprofit providers: River Valley Services, St. Vincent DePaul Middletown, Kuhn, Connection, Community Renewal Team, Shoreline Soup Kitchen & Pantries, American Red Cross, CT Legal Services, Community Health Center, Mercy Housing & Shelter, Russell Library, CT Valley Hospital, YMCA, Gilead Community Services, United Labor Agency, Nehemiah Housing, Columbus House, etc • Funders: Middlesex United Way, Liberty Bank, Middlesex County Community Foundation, Citizens Bank, TD Bank • State of CT: Department of Veterans’ Affairs, Department of Labor, Department of Mental Health and Addiction Services, Department of Social Services, Bureau of Rehabilitation Services • Local Police and Fire Department

  4. Local Partnerships - Relationships MCCHH (Middlesex County’s TYP)(continued) • Elected officials • Middlesex Hospital • Housing Authority • Middletown Adult Education • Wesleyan University • Middlesex Community College • UCONN School of Social Work • Middlesex Chamber of Commerce • Real Estate & For-profit developers • CCEH, CHC, Reaching Home, 2-1-1, etc • Faith-based communities • Youth • Concerned residents, business owners, etc • Consumers

  5. Guiding Principles The vision and goal of the Ten Year Action Plan requires bold action backed by strategic, thoughtful planning. The following principles underlie the Plan’s goals and strategies, and will serve as the foundation for planning and implementation throughout the ten year process: • No one should be homeless • Regional solutions to a regional problem • Utilization of evidence-based and promising practices • Outcome-driven results • Galvanizing the community • Consumer-centered services • Cultural competence • Resilience and recovery

  6. In a society that values the dignity and worth of individuals, homelessness is unacceptable.

  7. Leadership • Live & demonstrate the values everyday! • Mutual trust – that each of us are engaging in this process for the right reasons • Willing to do what’s right in the best interest of the community over what’s in the best interest of your own organization – some level of sacrifice; (e.g. Plan participation, Committee Chairs, in-kind services, Warming Center) • Willingness to try new things; (e.g. Local Prevention Fund)

  8. System Impact Committee structure must be designed to impact system at all levels; must be fluid & responsive • Leadership Council • Steering Committee • Housing Committee • Employment & Training Committee • Prevention Committee • Communications & Advocacy Committee • Continuum of Care • LEADers in Homelessness Reality Committee

  9. Partnership Management • Leadership is accountable to Coalition • All committee’s accountable to Coalition • Coalition is accountable to community AnEndInTen.org

  10. "Conversation is different in a community that works." -- Dr. Judith Redwine, President, Blackhawk College "The real voyage of discovery consists not in seeking new landscapes, but in having new eyes." -- Marcel Proust, French novelist, critic, and essayist

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