The Seattle Public Library established the following 3-point approach to developing its partnerships strategy: Set the Vision: in order to create effective partnerships, an organization must decide that external relationships are essential to achieving its goals, as well as the community's goals. Develop the Tools: in order to create effective, systemic partnerships, an organization must create and deploy strategies, policies, and training that transform systems and develop staff competencies. Build the Relationship: in order to create effective, sustainable partnerships, an organization must dedicate time, effort and budget to building and maintaining organizational and personal relationships.

Developing and sustaining partnerships is as important as developing staffing budgets or capital plans—partnerships are, in of themselves, a form of currency within the community. The development of implementation tools starts with the Library Board or governing body setting the stage and the direction. Tools such as strategic plans, policies, contracts, etc. can then be created in support of the overarching direction of your Library. The community benefits through Library’s commitment to excellent relationships supported by consistent practice and reliable communication. Most partnerships begin with a relationship between two people, each representing the interests of their organizations. Successful partnerships are established with both partners on equal footing, and whose business interests are met through collaboration and ongoing communication. In time, successful partnerships are sustained when the systems grow to embrace the relationship beyond the two individuals—each organization seeing the value and importance of the collaboration far into the future.

Collaboration with external partners is a process, with the relationship often going through many revisions as environments and goals change. Similarly, The Seattle Public Library as an organization is evolving in order to place partnerships firmly into its planning and implementation processes.

This focus has required us to take a deliberative approach which has included:

1. Partnership development was made explicit within the Library's 5-year strategic plan.
2. The Library Board of Trustees adopted policy to guide the Library's intention to create and select relationships that further the mission of the Library and transform community.
3. Partnership development is evident within program and service planning, budget allocations, and decision making. This has resulted in creation of partnership position at the director level, enhancement of project/budget proposals developed by Library staff, and set expectations for building external relationships from the outset.
4. The development of staff skills and assessment tools in order to build internal capacity and effectively analyze the return on investment for the collaborative relationship itself. This step is currently under way, and will continue to evolve as we reach out to the greater community to better leverage our partnerships efforts and test ways to assess effectiveness.