This document discusses partnering from the perspective of OCRI, a private not-for-profit corporation that partners with the City of Ottawa to support businesses. It outlines OCRI's mission to provide connections and its various services. It then discusses the needs and opportunities of partnering with universities, professional services firms, and government. Successful partnering requires identifying mutual needs and negotiating win-win agreements that are regularly reviewed. Partnering allows OCRI to deliver services at a larger scale by leveraging its partners' expertise and networks.

1. EnableU
Partners – Universities,
Professional Service firms, Government
March 23-24, 2010

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OCRI Mission

3. 3
OCRI – Providing Connections

4. 4
OCRI – Who are we?
• Private Not-for-Profit Corporation
• Partner with the City of Ottawa to deliver services on
behalf of the City:
• Entrepreneurship Centre/Innovation
• Investment and Commercialization
• Global Marketing
• Technology Cluster Support (8 clusters)
• Talent Development/Education
• Also represent 800 members with 110,000 employees
(78,000 technology)
• Support all business sectors from start-ups to multi-
national corporations
• Promote Ottawa internationally, focusing on export-
oriented businesses

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OCRI – Members
• Technology product companies including
life sciences, ICT, defense and Cleantech.
• Knowledge-based services firms and
companies.
• Research institutions (federal and medical).
• Educational institutions (universities,
colleges and school boards).
• Professional services firms and banks.
• OCRI Board of Directors (24) represents all
member groups plus the City of Ottawa.

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Service Delivery Partners:

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Partnering – What Does It Mean?
part·ner [pahrt-ner] – noun
1. a person who shares or is associated
with another in some action or
endeavor; sharer; associate.
2. Law. a) a person associated with another or others as a
principal or a contributor of capital in a business or a joint
venture, usually sharing its risks and profits. b) special
partner.
3. silent partner.
4. a husband or a wife; spouse.
5. either of two people who dance together: my favorite
partner in the waltz.
6. a player on the same side or team as another: My tennis
partner was an excellent player.
7. partners, Nautical. a framework of timber round a hole in a
ship's deck, to support a mast, capstan, pump, etc.

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Partners – Success Defined:
• Working with Partners can be compared to serving
customers but the relationship can be even more
complex.
• When serving customers you need to determine what
their needs are, how much they are willing to pay,
whether you have the right product or service to meet
their needs and convince them that you will deliver on
your promises.
• When working with Partners it’s like working with
customers BUT their needs may be more difficult to
understand (and may change on a whim) and the
value proposition for them is often less transparent.
• Relationships with Partners require a clear win-win
proposition which often extends beyond purely
economic factors.

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Working with Partners
• General Guidelines for Partnering:
1. Identify what you need or expect from your
Partner(s).
2. Survey the landscape for the ideal Partner(s).
3. Determine what needs for each Partner.
4. Determine whether you are able to satisfy
their needs.
5. Negotiate an agreement that embraces a win-
win relationship.
6. Review the relationship and agreement on a
regular basis and determine any changes
required.

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Partnering - Stakeholders

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Universities
• University Needs:
1. Universities have two major objectives: 1) graduate
students and 2) conduct research.
2. Professors teach students and personally progress
based on research papers published.
3. Universities are members of the community and
desire linkage with industry (ideas, employers,
interesting projects, alumni, funding, etc.)
• Association Needs:
1. Help industry, especially SMEs, access skilled and
knowledgeable talent.
2. Access expertise for the good of the community.
3. Broaden support for the association.
4. Building of the local ecosystem(s).

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Multiple Touch Points

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Professional Services
• Professional Firm Needs:
1. Professional services firms have two major
objectives: 1) maintain and grow their business and
2) build their reputation in the community.
2. Firms need to keep and grow current customers and
find and acquire new clients.
3. Firms need to attract and retain top talent (CSR).
• Association Needs:
1. Help industry, especially SMEs, access skilled and
knowledgeable expertise.
2. Access knowledge and expertise for governance.
3. Broaden financial support for the association
programs.
4. Build out the local ecosystem(s).

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Broaden Expertise

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Government
• Government Needs:
1. Governments (Municipal, Provincial and National)
have two major objectives: 1) identify and fund
programs for the good of industry and society and 2)
stay out of the Globe and Mail. Politicians need to be
re-elected.
2. Economic development means more tax revenue
and ability to fund more programs.
3. Governments like to work with agencies and
organizations to access local expertise and scale.
• Association Needs:
1. Help industry access government programs.
2. Funding support broad community programs.
3. Be able to influence policy on behalf of members.

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Partnering Objectives

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Final thoughts on Partnering
• Partnering done right allows the agency to be
bigger and bolder in the delivery of services.
• Partnering allows the network effect to magnify
outcomes.
• Partnering is hard.
• Partnering requires a clear understanding of
the value delivered by both Partners.
• Our business depends on successful partnering
for long-term successful and viability

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Roundtable Discussion
• What partnerships have worked well?
• What groups have been difficult to partner
with?
• What have you done to turn around a difficult
partnership situation?
• What interesting partnership model have you
developed to address a unique situation?
• Who is responsible for partnering in your
organization?

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