Also, when one leading agency will take control of representing the partnership to the international organizations and make the contractual agreements and take control of the incentives to increase the members, that is when the structural functionality will be done along more aware and knowledgeable lines (Dotterweich, 2006).
5. Timeframe (in relationship)
The final elements that is assessed in the 5 lenses analysis is the timeframe between the associations or partnerships. It is no hidden fact that most organizations will be built on a self-perpetuating basis and the members' and partners;' livelihoods will be invested in its success. Also, the members and constituents will be most likely to get impatient as the sustained change will perhaps take up more time than will often be expected - or allotted.
Something like the reformation of a structure within a community is bound to be a long-term contract with time-consuming ventures. One way to keep the partners more involved in long-term projects would be to initiate short-term ventures that could help accelerate or complement the long-term ventures. The recognition of small triumphs like the passing of an education law that helps the student community at large would not only be encouraging but would also let the partners experiment with more loopholes in the educational setups. Numerous official meetings or public announcements could be held to celebrate and acknowledge these small successes with the aim of not only making the contributors feel appreciated but also allowing the community to be more up-to-date at large about the work and the accomplishments of the partnership. The partnership and its contributors will end up looking more trustworthy, perceptible, and respectful (Dotterweich, 2006).
So overall, the long-term agreements can be sustained in time though strong, innovative, aware and intelligent management with frequent analysis of the ideal and practical implementations, which will help the partnership...
The 5 lenses analysis gives us an insight on the advantages and loopholes that the partnership between the two phenomenon (schools and families) as well as other service sector agencies and welfare organizations can challenge a community to grow under more aware, respectful, evenly distributed and knowledgeable circumstances. The formality, power, risk, structure and timeframe challenges that could be faced by future partnerships are very clearly explained above and will loosely be solved through better communication, effective implementation of theories (after careful analysis on the traditions and outlooks of the community has been done), even distribution of responsibilities, trust, mutual respect, mutual interests and timely appreciation.
References
Blank, M.J and Langford, B.H. Strengthening Partnerships: Community School Assessment CheckList, 2000. Taken at http://www.communityschools.org/assessmentnew.pdf
Bruner C. Thinking Collaboratively: Ten Questions and Answers to Help Policy Makers Improve Children's Services.Washington, DC: Education and Human Services Consortium; 1991.
Dotterweich, J.A. (). Building Effective Community Partnerships for Youth Development: Lessons Learned From ACT for Youth. Public Health Management Practice, 2006, November (Suppl), S51-S59
Himmelman, at. On the Theory and Practice of Transformational Collaboration: Collaboration as a Bridge From Social Service to Social Justice. Minneapolis, Minn: The Himmelman Consultation Group; 1995.
Unknown, Transforming Middle Schools, Creating Partnerships, bridging worlds family and community development. Taken at http://www.turningpts.org/pdf/Family.pdf
Community Development
