Partnership & Engagement Framework

Testimonials

This is a model that helps organize the work that many of us are already doing––that paints the process. It helps us have a common understanding of the language and the values of partnerships. It takes the processes and fragments and creates a flow; it creates uniformity. 

- Andrew Arifuzzaman, 
Chief Administrative Officer, Office of Business, Operations and Strategic Affairs, 
U of T Scarborough 

I love how [the framework] flows and allows you to opt in and opt out––it helps you understand why you're doing what you're doing and who you're accountable to.

- Howard Moriah, Executive Director, BGC Durham

I feel like this can be very valuable for any type of relationship-building, and we can do it intuitively with partners internally and externally.

- Elsa Kiosses, Health Promotion Nurse, U of T Scarborough

The framework is beautiful and represents the different stages of partnerships to help tell our combined story.

-  Josh Berman, Executive Director, Malvern Family Resource Centre

You can see when someone creates something and it’s intentionally done...you can recognize when work is done with Ode' nid gh, which means your heart, and I think people would recognize that.

 - Kelly Crawford, Assistant Director, Indigenous Initiatives, U of T Scarborough

The work––thinking, design, spirit––of this framework is brilliant.

 - Marc Proudfoot, Equity, Diversity and Inclusion Coordinator, U of T Scarborough

Flashcards to Walk Through the Framework

Our Partnership Principles

The SD 4.1 Working Group has collectively developed the following partnership principles:

Culture and Values

Shared values, understanding of the purpose and framework, and approach of partners and acceptance of differences (e.g. ways of working, philosophies etc.) are all key components of a successful partnership. Having respect for the contributions of all partners, combined with an acknowledgement of status barriers, will aid in addressing power dynamics and lead to the active involvement and role and responsibility clarity of individual members regarding the division of labour, funding supports, accountability measures, expectations of each other and sustainability of the partnership.

Transparency and Accountability

An emphasis of establishing and valuing a process based on a shared common vision and purpose that builds trust and openness and recognizes the value and contribution of all partners also needs to exist. Additionally, shared, and transparent decision-making processes—extending the scope of influence over and involvement with other services and activities—will prove essential to your partnership. Shared goals and aims, understood, and accepted as being important by each partner, lead to improved coordination of policies, programs, systems, processes, and service delivery, and better outcomes for all. 
 

Not Overly Predictive

Focus on the process and allow for fluidity of the process/relationship/community to drive the direction of the relationship and pace of the work. This allows space for generative discussions and for the partnership and partners to be reflective and responsive – encouraging constant learning and growth. 

Rooted in Historical Context and Relevancy 

Taking the time to understand and learn the history of the communities, agencies, organizations, and people with which you partner; understanding their relationship with post-secondary institutions and UTSC’s relationship with them. UTSC staff, faculty and students cannot assume that they are the first and only point of contact for a partner. We support and encourage both internal and external partners to look beyond borders and across disciplines and sectors for partnership opportunities and identify mutual benefit. 
 

Being Present

We are present in communities (however defined), involved at community tables, in discussions and have built or are building relationships with community partners, residents, government, industry, institutions, and agencies. We do not show up only when we need something. UTSC’s internal community has a civic responsibility to engage in conversations when there are no asks on the table. If a partnership is going to succeed, it requires strong feedback loops; effective communication at all levels within the partnership and within partner organizations. Sharing and accessing knowledge, stories, and information, needs to exist. 
 

Not Top Down 

Staff, faculty, and students do not parachute in, extract data/resources and then leave; we co-create and engage in community participatory-action based research and community-engaged scholarship and partnerships. It is imperative that we acknowledge power dynamics within relationships in order to collectively sustain healthy partnerships. A healthy partnership promotes an atmosphere of learning. Investing in our collective skills, knowledge, and competence needs to be highly valued within the partnership. This open mindset and spirit of facilitation creates opportunities to shape each other’s work and learning together. In this environment, members can more effectively reflect on both developmental successes and failures. 
 

Invested in People

We have invested in human capacity to help navigate external partnerships and engage in shared leadership among individuals who are recognized and empowered by their own organizations and communities and trusted by partners to build consensus, resolve conflicts, and advance joint priorities. 
 

Social Justice Rooted in Human Rights

Remodel human rights and responsibilities at a community level and on a human scale reassert human expertise in shared humanity. Therefore, reclaiming the power that lies in both rights and responsibilities at local, national and international levels. 

Our Partnership Values

The SD 4.1 Working Group has collectively developed the following partnership values:

Anti-Colonial Practices

The dynamic processes, reflexive methods, and interdependent practices of unsettling complex structures, systemic mechanisms, and every day (yet power-laden) routines that reaffirm colonial social relations. Decolonization needs to be “inherently connected to the lands, lives, histories, and futures of the Indigenous peoples of Turtle Island. It must be situated and relational, as well as discursively and materially practiced across-and-within varying spaces, places, times, temporalities, and geographies." [Source]

Anti-Oppressive Practice 

Anti-Oppressive practice recognizes that multiple forms of oppression can occur simultaneously within micro-, mezzo-, and macro-levels that uniquely impact marginalized people and communities. It works to eradicate oppression and challenge power structures through collective institutional and societal changes (Sakamoto & Pitner, 2005).  [Source]

Reciprocity/Mutual Recognition and support

Universities and colleges are embedded in communities locally, as well as nationally, regionally, and internationally. By recognizing a responsibility to foster mutuality, universities and colleges acknowledge that with reciprocity all things do not need to be equal for acceptance and mutuality to thrive. If equality is evoked as the only standard by which it is deemed acceptable for people to meet across boundaries and create community, then there is little hope. Fortunately, mutuality is a more constructive and positive foundation for the building of ties that allow for differences in status, position, power, and privilege whether determined by race, class, sexuality, religion, or nationality.” (Bell hooks, Belonging: A Culture of Place; Scarborough Charter p. 4). [Source]

Our Values

These are the collective values that consider the discussions, perspectives and experiences of the internal and external community members of the SD 4.1 Working Group.

Humility

When we attempt to appreciate the complexities of the community we live in and how that community shapes us — or prepare to relearn, unlearn, adapt our language, and work style to meet the priorities of diverse collaborators — it is necessary that we examine and mitigate any patriarchy or paternalism that may undermine these goals. It challenges us to change the way we carry out our daily activities as students, scholars, teachers, and staff. 

Trust, Transparency and Care

This is about consistent behaviour in all our relationships with others. People judge us on our behaviour not our intentions. The principle here is alignment - in essence, does our organizational structures, policies, and systems engender the trust we want to achieve? There is no more important quality for partnerships than hope. Change starts with individuals, and then it grows as we work together with hope for a better, more fruitful future. 

Collaboration and Inclusion

Respect for the community and others is important in this process. Without it, the change that is needed will not be possible. A large part of external partnerships revolves around two major values: group inclusion and collaboration. Focusing on solidarity and being respectful of others is a large part of the process [Source]. 

It is important to note that these principles can be applied across different levels and functions of partnership arrangements. However, existing, or new partnerships should aim to apply all of these principles, as they ground the partnership development. Following these standards will ensure that partnerships are working effectively and will successfully enable them to achieve their overall goals.

We're Designed to Support You

Other touchpoints within the University

Before engaging with external partners or at the early stages of partnership development, please connect with one or more of the following institutionally situated departments listed below. Your colleagues will assist you in ensuring that you are establishing relationships with external partners in a good way and that they align with our partnership engagement approach.

Partnerships & Legal Counsel	Indigenous Initiatives	International and Global Engagement	Experiential Learning Co-op
Research & Innovation	Development & Alumni Relations	Office of Student Experience & Wellbeing