As budgets for Cooperative Extension projects get tighter, many units are enticed to consider partnerships with agencies and organizations to continue to proactively deliver services. Our experience working with the USDA Forest Service in a partnership that involves joint staffing and funding for technology transfer and research projects enables us to offer specific advice on how to use this tool most effectively. Communication and planning are essential and should cover everything from who gets office keys to who hires temporary staff

Hermansen-Báez, L Annie

Long, Alan J

McDonell, Lauren

Monroe, Martha C

English

Clemson University: TigerPrints

The Journal of Extension Volume 45 Number 3 Article 29 6-1-2007 Building Successful Partnerships for Technology Transfer Martha C. Monroe University of Florida, mcmonroe@ufl.edu Lauren McDonell University of Florida, mcdonell@ufl.edu L Annie Hermansen-Báez Southern Center for Wildland-Urban Interface Research and Information, ahermansen@fs.fed.us Alan J. Long University of Florida, ajl2@ufl.edu This work is licensed under a Creative Commons Attribution-Noncommercial-Share Alike 4.0 License. Recommended Citation Monroe, M. C., McDonell, L., Hermansen-Báez, L., & Long, A. J. (2007). Building Successful Partnerships for Technology Transfer. The Journal of Extension, 45(3), Article 29. https://tigerprints.clemson.edu/joe/vol45/iss3/29 This Tools of the Trade is brought to you for free and open access by the Conferences at TigerPrints. It has been accepted for inclusion in The Journal of Extension by an authorized editor of TigerPrints. For more information, please contact kokeefe@clemson.edu. 	 JOEHOME JOURNAL GUIDELINES ABOUT	JOE CONTACT NATIONAL	JOB	BANKCurrent	Issues Back	IssuesJune	2007	//	Volume	45	//	Number	3	//	Tools	of	the	Trade	//	3TOT6Building	Successful	Partnerships	for	Technology	TransferAbstractAs	budgets	for	Cooperative	Extension	projects	get	tighter,	many	units	are	enticed	to	considerpartnerships	with	agencies	and	organizations	to	continue	to	proactively	deliver	services.	Ourexperience	working	with	the	USDA	Forest	Service	in	a	partnership	that	involves	joint	staffing	andfunding	for	technology	transfer	and	research	projects	enables	us	to	offer	specific	advice	on	howto	use	this	tool	most	effectively.	Communication	and	planning	are	essential	and	should	covereverything	from	who	gets	office	keys	to	who	hires	temporary	staff.	Many	Extension	and	research	activities	are	orchestrated	in	partnership	with	other	agencies	ororganizations.	Such	partnerships	help	enhance	financial	resources,	available	expertise	the	numberof	field	agents	who	can	implement	the	program,	the	range	of	potential	audiences,	and	may	addpolitical	capital	for	selling	ideas	(Wondolleck	&	Yaffee,	2000;	Monroe,	Jacobson,	&	Bowers,	2003;Jacobson,	McDuff,	&	Monroe,	2006).	Universities	and	the	USDA	Forest	Service	(USFS)	have	a	longhistory	of	successful	research	partnerships,	but	technology	transfer	partnerships	are	still	fairlyMartha	C.	MonroeAssociate	ProfessorSchool	of	Forest	Resources	and	ConservationUniversity	of	FloridaGainesville,	Floridamcmonroe@ufl.eduLauren	McDonellProgram	CoordinatorSchool	of	Forest	Resources	and	ConservationUniversity	of	FloridaGainesville,	Floridamcdonell@ufl.eduL.	Annie	Hermansen-BáezTechnology	Transfer	CoordinatorSouthern	Center	for	Wildland-Urban	Interface	Research	and	InformationSouthern	Research	StationUSDA	Forest	ServiceGainesville,	Floridaahermansen@fs.fed.usAlan	J.	LongProfessorSchool	of	Forest	Resources	and	ConservationUniversity	of	FloridaGainesville,	Floridaajl2@ufl.eduWayne	ZippererResearch	ForesterSouthern	Center	for	Wildland-Urban	Interface	Research	and	InformationSouthern	Research	StationUSDA	Forest	ServiceGainesville,	Floridawzipperer@fs.fed.usnovel.Partnerships	vary,	however,	in	how	they	function.	While	some	agreements	resemble	a	contract,"here	are	the	funds;	keep	us	updated	by	quarterly	reports,"	others	intend	for	the	staff	to	worktogether,	"here	are	the	funds;	let's	get	started."	This	latter	category	of	partnerships	can	beextremely	rewarding	as	well	as	challenging.Extension	faculty	and	staff	from	the	School	of	Forest	Resources	and	Conservation	(SFRC)	at	theUniversity	of	Florida	(UF)	have	worked	in	partnership	with	staff	from	the	USFS	on	both	researchand	technology	transfer	projects	for	the	last	5	years.	Working	together	has	enabled	us	to	improverelationships,	leverage	new	resources	and	projects,	and	respond	more	effectively	to	challengeswithin	research	and	technology	exchange.	As	the	USFS	and	other	public	agencies	build	closerrelationships	with	Cooperative	Extension	for	conducting	technology	transfer,	we	offer	thesesuggestions	to	assist	others	in	developing	successful	partnerships.Define	ItDuring	initial	meetings	to	establish	the	partnership,	it	is	helpful	to	describe	and	define	theresponsibilities,	opportunities,	and	strategies	for	implementation	that	will	define	your	endeavors.These	initial	"negotiations"	can	be	the	basis	for	a	detailed	work	plan,	which	must	be	adaptive	torespond	to	changes	in	personnel,	funding,	and	new	opportunities.The	plan	needs	to	detail	how	partnerships	intend	for	staff	to	work	together;	the	products	and	whoowns	them;	and	how	partners	contribute	(funding,	resources,	and	personnel).	Will	there	be	aproject	coordinator	and	if	so,	what	are	the	responsibilities?	Who	makes	the	final	decisionsregarding	implementation,	budgets,	and	hiring,	and	how	are	those	decisions	made?	Creating	aframework	and	defining	the	extent	of	the	partnership	should	minimize	the	effects	of	inevitablemisunderstandings.	Communication	is	essential	throughout	the	life	of	the	project	to	create	anatmosphere	of	trust	and	cooperation.High	Stakes	vs.	Small	WinsPartnerships	often	work	in	spotlights,	touted	by	both	organizations	as	ideal	arrangements.	Suchpressure	can	elevate	expectations	to	an	unreasonable	degree.	Be	sensitive	to	realisticrequirements	and	expectations.	If	possible,	start	small	and	build	success	gradually	(Weick,	1984).Refrain	from	putting	all	your	resources	into	one	product	and	expecting	that	it	will	define	the	futurerelationship	together.Working	TogetherWhen	partnerships	combine	the	staff	and	resources	from	both	organizations,	they	also	overlayboth	sets	of	regulations	and	cultures.	While	it	seems	petty	to	sort	out	whose	rules	apply,	doing	socan	save	headaches.	Here	are	some	potential	areas	worth	discussion.1.	 Use	of	buildings	and	equipment--If	staff	will	be	located	in	the	same	space,	whose	rules	aboutkeys,	vehicles,	equipment,	office	hours,	emergency	protocols,	postage,	and	office	supplies	willbe	followed?	If	you	have	the	option,	choose	the	most	flexible	rules.	If	you	must	follow	morelimiting	rules,	work	out	these	details	quickly	so	all	staff	know	what	to	expect.	Periodicallyupdate	rules	and	options.2.	 Project	Planning--The	project	details	should	be	jointly	developed	and	approved.	Objectives,timeline,	deliverables,	strategies,	and	whose	resources	are	used	for	each	element	must	bespelled	out.	If	the	plan	needs	to	be	amended,	who	makes	the	decisions,	and	how	does	thatperson	seek	approval	from	others?3.	 Publications	and	Web	sites--Most	organizations	have	their	own	publishing	requirementscovering	issues	such	as	peer	reviews	and	author	order.	If	one	partner	will	"own"	a	publication,their	rules	on	publishing	processes	will	probably	be	followed.	If	products	are	to	be	posted	on	aWeb	site,	security	and	accessibility	will	need	to	be	reviewed	regularly.	Make	sure	allcontributors	are	acknowledged.4.	 Hiring	staff--Rules	on	hiring	vary	by	organization.	By	partnering	with	a	university,	a	federalagency	may	bring	on	temporary	project	staff	as	university	employees	more	easily	than	hiringthem	through	the	federal	government.	However,	this	flexibility	should	be	used	judiciouslybecause	personnel	matters	are	then	the	responsibility	of	the	university.	Personnel	policies	forthe	project	should	be	identified	at	the	beginning	of	the	partnership.	Procedures	for	finishingprojects	if	an	employee	leaves	before	all	deliverables	are	completed	should	be	discussed.5.	 Quality	control	and	assurance--Every	organization	has	its	own	process	for	maintaining	andjudging	work	quality.	It	is	important	to	review	all	processes	and	accept	the	strictest	rulesagreeable	by	all	partners.	Organizations	often	differ	in	how	they	achieve	quality;	this	too	mustbe	discussed.	Technology	transfer	projects	typically	benefit	from	stakeholder	or	advisoryboard	review	and	pilot	testing	with	intended	audiences.	A	strong	partnership	can	create	alarger	pool	of	reviewers	and	a	more	effective	product.6.	 Resolving	problems--Inevitably	problems	will	occur,	and	how	these	problems	are	resolved	canaffect	the	partnership.	Partners	should	invest	time	developing	a	strategy	for	resolvingproblems.	If	one	partner	ultimately	is	in	charge,	what	mechanism	will	be	implemented	forothers	to	voice	expectations,	limitations,	and	concerns?	If	both	are	in	charge,	will	the	teamresolve	the	issue	themselves,	use	arbitration,	or	use	both	existing	administrative	structuresconcurrently?	If	resolution	is	not	attainable,	the	trust	and	cooperation	built	during	the	projectmay	be	jeopardized.	At	minimum,	plan	regular	meetings	to	identify	concerns	before	theybecome	an	issue.7.	 Work	culture--Individuals	vary	in	how	and	when	they	work,	and	organizations	vary	in	whatthey	expect	of	employees.	While	some	aspects	of	the	partnership	will	blend	nicely,	expect	torun	into	conflicts,	especially	when	deadlines	are	looming	and	budgets	are	squeezed.	Beforeconflicts	become	divisive,	discuss	expectations	for	weekend	and	evening	work	to	meetdeadlines	or	special	travel.	Sacrifices	will	occur,	and	they	need	to	be	distributed	to	the	extentpossible	among	individuals	from	both	agencies.	Discuss	how	those	decisions	will	affectcolleagues	in	the	partnership	and	if	the	institutions	can	offer	other	resources	or	staff	to	helpthe	situation.SummaryTogether,	the	UF/SFRC	and	the	USFS,	Southern	Center	for	Wildland-Urban	Interface	Research	andInformation	have	designed	research	projects,	produced	booklets	and	fact	sheets,	written	trainingmanuals,	and	run	workshops.	We	strongly	believe	the	outputs	of	our	activities	reflect	the	best	ofboth	organizations	and	are	improved	because	of	our	partnership.Nevertheless,	challenges	have	arisen	from	individual	and	organizational	differences.	Like	allhuman	relationships,	our	partnership	requires	a	lot	of	energy	and	time	to	work	through	issues	andmaintain	good	communication.	Overall,	we	believe	we	have	been	successful	as	indicated	byawards	and	new	funding	for	additional	work.	We	suggest	that	as	others	embark	on	suchpartnerships	they	might	anticipate	some	of	these	challenges;	work	from	the	beginning	to	minimizethem;	and	establish	strategies	for	resolving	them.ReferencesJacobson,	S.	K.,	McDuff,	M.	D.,	&	Monroe,	M.	C.	(2006).	Conservation	outreach	and	educationtechniques.	Oxford,	UK:	Oxford	University	PressMonroe,	M.	C.,	Jacobson,	S.	K.,	&	Bowers,	A.	W.	(2003).	Partnerships	for	natural	resource	education:Differing	program	needs	and	perspectives	of	extension	agents	and	state	agency	staff.	Journal	ofExtension	[On-line],	41(3).	Available	at:	http://www.joe.org/joe/2003june/a3.shtmlWeick,	K.	E.	(1984).	Small	wins:	Redefining	the	scale	of	social	problems.	American	Psychologist,39(1):	40-49.Wondolleck,	J.	M.,	&	Yaffee,	S.	L.	(2000).	Making	collaboration	work.	Washington	DC:	Island	Press.Copyright	©	by	Extension	Journal,	Inc.	ISSN	1077-5315.	Articles	appearing	in	the	Journal	become	the	property	of	theJournal.	 Single	 copies	 of	 articles	 may	 be	 reproduced	 in	 electronic	 or	 print	 form	 for	 use	 in	 educational	 or	 trainingactivities.	Inclusion	of	articles	in	other	publications,	electronic	sources,	or	systematic	large-scale	distribution	may	bedone	only	with	prior	electronic	or	written	permission	of	the	Journal	Editorial	Office,	joe-ed@joe.org.If	you	have	difficulties	viewing	or	printing	this	page,	please	contact	JOE	Technical	Support©	Copyright	by	Extension	Journal,	Inc.	ISSN	1077-5315.	Copyright	Policy

Building Successful Partnerships for Technology Transfer

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Building Successful Partnerships for Technology Transfer

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