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The Eight Neighbors
Transcript of The Eight Neighbors
Collaboration across sectors has historically been a challenge in this region.
Original partnership consisted of 7 members united for a single purpose.
Upon success, the partnership expanded to 8 members with the intent to continue support of the nonprofit sector. Problems facing 8N The partnership is in decline.
The partnership lacks a structure capable of fulfilling its duties and proving accountability.
The partnership has no clear mission which heightens the potential for a lack of direction and redundancy.
The partnership is not sustainable as is. Nancy Adossi Ashley Bridges
Michael Graves Jesse Ortiz METHODOLOGY Matrix
Three levels of Analysis Condition of Options Ecological: The environment in which the Eight Neighbors was formed was “necessitated linkages among organizations to decrease uncertainty and increase organizational stability” (Bryson et al).
Organizational: Obviously, the Eight Neighbors have a united front and have adopted a cross-sectional collaboration approach to dealing with their problems (Bryson et al). They need to redefine and determine what needs to be done all along the way and make "little goals".
Individual: The Eight Neighbors need a champion. The absence of a champion who can remind the partnership of its purpose is a contributing factor as to why it is breaking down so quickly. This champion should be someone who has a good relationship with every leader and must be a source of building trust in the collaboration. THREE LEVELS OF ANALYSIS The Washington DC region will be in a better position to address cross-sectional problems if the partnership continues.
There is a window of opportunity for the partnership to reorganize and continue to provide assistance to the region.
The ultimate decision to dissolve or not is left to the members of the partnership.
We recommend that the partnership follow our recommendations and remain intact. Immediate Recommendation "If renewal is not successful, the decision to end the collaboration remains an option.“ - Norris-Tirrell and Clay, p. 46
“Large-scale social change comes from better cross-sector coordination rather than from the isolated intervention of individual organizations“ - Kania and Kramer, p. 38
“There is scant evidence that isolated initiatives are the best way to solve many social problems in today's complex and interdependent world.“ - Kania and Kramer, p. 38
“Organizations will only collaborate when they cannot get what they want without collaborating.“ - Bryson, Crosby and Stone, p. 45 Basis for Continuing 8N Designate a common agenda;
Design and implement a shared measurement system;
Encourage mutually reinforcing activities;
Have a champion
Reinforce the practice of continuous communication; and
Establish a structure for the partnership which includes leadership roles and SOPs. Steps to Success Forgoing Initial Agreements
Bryson, Crosby, and Stone. (2006) The Design and Implementation of Cross Sector Collaborations pg. 46 Steps to Success (continued) The partnership should continue as it has proven to be effective in the past.
If it takes the recommendations offered seriously, it will improve the likelihood of success and re-energize its member base.
Overall, the partnership will increase its influence and potential to resolve complex cross-sectional problems that members are incapable of addressing individually. Conclusion