STEP 2: Developing Partners

In this section you will be mapping out potential partners for your program.

You will:

  • Identify the assistance that might be most helpful to you and the potential disadvantages of partnerships that would be particularly problematic.
  • Decide whether or not you want to develop partnerships with others.
  • If appropriate, identify some potentially promising organizations to consider.

A note to health promoters

 
1. Consider the potential advantages and disadvantages of working in partnership with others.

Examples

Partnerships were particularly critical for Haliburton Communities in Action because local governments had only limited funding available for active transportation infrastructure.

Get in the Loop - Buy Recycled received $600,000 of in-kind advertising from local retailers in 1994-95. At that time, the program had engaged the participation of 863 retail stores in Washington State, including the major grocery chains. This enabled them to reach one quarter of the state's population at the point when people were choosing whether to buy products with recycled content.

A multi-sectoral project advisory committee was formed by The Roach Coach Project to enhance the inclusion of public, business, government and academic perspectives on pesticide use control methods.

Green$avers home visits gained exposure and credibility from association with such partners and programs as Natural Resource Canada and its EnerGuide label.

Tip: In these days of limited resources, skepticism and information clutter, promotional partnerships can provide a number of key benefits including those in the right-hand column.

Tip: However, depending on how you structure and manage the partnerships, you may experience disadvantages such as those listed to the right.

Your Program

A. Consider the types of assistance that would be most helpful to you:

Login to Save Plans for Tools of Change sharing of financial and human resources
Login to Save Plans for Tools of Change a greater pool of knowledge, skills, networks and other resources to draw on
Login to Save Plans for Tools of Change greater credibility and perceived importance of your message
Login to Save Plans for Tools of Change more opportunities to reach more people more often with a consistent message

B. Determine the disadvantages of partnerships that would be particularly problematic for you:

Login to Save Plans for Tools of Change more complex or longer approval processes
Login to Save Plans for Tools of Change conflicting agendas
Login to Save Plans for Tools of Change time and other resources required to develop and support the partnerships
Login to Save Plans for Tools of Change time involved in learning new skills to manage the partnerships effectively
 
2. Decide if partnering is something you want to pursue further. If so, proceed to step 3.

Examples

Your Program

 
3. List other organizations already promoting the changes you desire to your audience.

Examples

HEADSTARTs public participation workshops began by asking participants to identify the transport issues most important to them. This information was tracked in two ways: (1) by total number of participants mentioning each issue (across all workshops), and (2) by the number of workshops at which each issue had been mentioned.

RESOURCE ALERT: CMHC provides a variety of resources in support of water efficiency, sustainable landscaping, climate change adaptation, climate change mitigation, energy efficiency, sustainable transportation, and waste reduction. For example, see Practices For Sustainable Communities, Household Guide to Water Efficiency, and Developing Consumer Information on Sustainable Community Planning.

Your Program

Other organizations already promoting the changes you desire to your audience:

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4. Brainstorm about possible partners who might provide the assistance you need most.

Examples

COAST formed a steering group with representatives from public health, health promotion, young peoples? services, schools, youth centres, the Youth Offending Team, the Drug Intervention Programme, pharmacies and general practitioners (GPs).

 HoMBReS began with one-on-one meetings with members of the Latino community members. After each meeting, these people were asked for referrals for other names of individuals who might be important to talk to and/or bring into the partnership. After about eight months of networking and trust building, the partnership expanded to include representatives from seven key groups: the Liga Hispana de Fútbol de North Carolina (LHFNC, or North Carolina Hispanic Soccer League); a local Latino tienda that hosted the Saturday morning LHFNC meetings; a statewide coalition to promote Mexican leadership; two large Spanish-language churches; a statewide farm worker advocacy group that was working in the area with the North Carolina Migrant Education Program; a statewide farm worker health program; and the local Latino community.

Aarhus enlisted local police to hand out Bike Busters pamphlets to motorists for three days on three major roads.

Procter & GambleÕs Pampers division included the key Back to Sleep message on their two smallest sized diapers in English, French, and Spanish. They also created a promotional door﷓hanger, distributed the existing educational pamphlet to new mothers through the majority of hospitals in Canada, and promoted SIDS awareness through their own advertising campaigns.

Tip: Approach potential partners as early as possible in your planning process. This enables them to contribute more and develop a stronger investment in your mutual success.

Tip: Do not critique or reject options until you have drawn up your complete list. Then go back over the list to see which organizations might be most appropriate as partners.

Your Program

Using the your answers to question 3 (above) and the examples in the left-hand column as a guide, list organizations who have goals the same as or complementary to your own. Check off the ones who might provide the types of assistance you most require.

 

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