Mindsets & Tools for Collaborating in Primary Care

1. Mindsets & Tools for Collaborating in Primary Care 29th March 2012 Trish Hall, Director

2. What I bring • Experience in mentoring, facilitating and evaluating partnerships, brokers in NZ and globally. • Twenty years of organisation, leadership development and facilitation in government, business and NGO sectors. • International accreditation with distinction as Partnership Broker – now mentor on this scheme. • Professional background in community development, and leadership roles in social services organisations. Trish Hall

3. Collaborating Continuum - tool Co-ordination and Collaboration Partnership Cooperation Coexistence Communication Relationship Description Relationship Characteristics Self Reliance Shared Information Shared Resources Shared Work Shared Responsibility No formal communication Policies & services developed in isolation Autonomy emphasised May have common concerns Informal meetings e.g. web exchanges Irregular exchange of practices Autonomy retained Getting together on common interests. Formal partnership Working together to common goals Shared policies & or practices and work plan Shared risks and benefits Balancing organisational and partnership interests Occasional . face-to-face meetings Exchange of staff, info, practices Autonomy reduced Getting together on common projects Sharing on a regular formal basis Regular exchanges & specific undertakings Autonomy further reduced Working together on shared projects Adapted from: Eppel, E,; et al; (July 2008). Better Connected Services for Kiwis. Institute of Policy Studies, Victoria University of Wellington.

4. Cross-sector Partnerships – What they are • Two or more cross-sector organisations working jointly to accomplish a compelling goal, which is unachievable by one organisation on its own • Partners pool resources, talents, responsibilities for mutual benefits • Share risks, benefits and success

5. Partnerships work best when • Compelling goal is complex and most important to each partner • Hooks into each organisation’s strategic direction • Risks and costs in resources and time taken into account • Benefits and opportunities strongly outweigh risks • Innovation is needed on the goal

6. Goals of Partnerships – 3 Levels

7. Partnering Mindset Organisation’s ‘Position’ Specific Interests Potential to extend shared interest Shared interests

8. “Scratch below the surface of any successful partnership and you will invariably find someone (indeed often more than one) who has taken on the role of partnership ‘broker’, even if intuitively or unofficially. Their hard work behind the scenes may not be formally acknowledged and it may not even be obvious, but without it the partnership would have been significantly less successful, if indeed it got started at all.” Ros Tennyson in The Brokering Guidebook, 2005.

10. Ready to say “Yes” to partnering? √ Can’t achieve what we want to on our own √ Others can add significant value to our goals √ Willing to help others achieve their goals √ Willing to share power, decision making and accountability √ In for the long term, want on-going relationships √ Time and energy to give to partnering √ Flexibility as to how goals are reached √ Prepared to share risks and benefits

11. Lessons from Partnering • Have a shared goal that also brings benefits to each partner. • Time, energy and skill given to building partnership – commit people and time resources • Flexibility and ‘space’ to be inventive together • Continually take lessons from partnering back into your organisation • Review, develop, refresh the partnership. Evolve, scale up or exit with care!

12. You’d like more? Visit… www.thoughtpartners.co.nz www.partnershipbrokers.org/ CONTACT: TRISH HALL trish@thoughtpartners.co.nz (04) 472 1212