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COLLABORATION 101 : AKA The Art of Collaboration. Illinois Dept. of Human Services - Head Start State Collaboration Office Gennie Gilmore & Gina Ruther Region V Head Start Conference November 14, 2001. SESSION PURPOSE.

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collaboration 101 aka the art of collaboration

COLLABORATION 101: AKA The Art of Collaboration

Illinois Dept. of Human Services - Head Start State Collaboration Office

Gennie Gilmore & Gina Ruther

Region V Head Start Conference

November 14, 2001

session purpose
SESSION PURPOSE

To provide participants with the basic information needed to successfully implement collaboration, including process, skills and tools.

To practice the information through activities and case studies.

session agenda
SESSION AGENDA
  • Overview of Session
  • My Home is My Castle Activity
  • What is Collaboration?
  • Pre-Collaboration Assessment
  • The Collaborative Process
  • Partnership Success Principles
  • Wrap Up
my home is my castle
MY HOME IS MY CASTLE
  • Why is your home your castle?
  • Why is this important to you?
  • Why would I want to come live with you at your house?
  • What would be the benefits to me?
  • What would be the challenges if I came to live with you?
collaboration is
COLLABORATION IS …

Collaboration is the most intense level of working together. It is a structure & a process for creating CHANGE.

A collaborative effort is driven by partners who agree to shareinformation, activities, resources, influence, power & decision-making authority to achieve common goals – goals that no single partner or program could achieve by acting alone.

From Community Partnerships Working Together, US DHHS

barriers sandtraps
Turf-ism

History of unresolved conflict/Hidden agendas

Lack of communication

Lack of clear purpose

Lack of leadership

Ineffective inter- OR intra- agency structures

Resistance to change

Lack of time/resources

Conflicting requirements

Parents/Staff not involved in decisions

Unequal distribution of work/recognition

No clear ground rules

BARRIERS/SANDTRAPS
benefits to collaboration
Increased access to additional services for children & families

Full day/year

Continuity of care

Expanding services in cost effective manner

Serving a wider range of children

Improving quality

Reaching new communities

Providing more flexibility

Strengthening local community systems

BENEFITS TO COLLABORATION
collaboration skills principles of communication
Relationships created by communication.

Intrapersonal communication is major factor affecting interpersonal communication.

Relationships defined by both persons.

Each is 100% responsible for nature of the relationship.

Relationships change when communication changes.

To change a relationship requires persistence.

Most options = the best odds of getting what is wanted.

Communication most effective when reflects intentions for the relationship.

COLLABORATION SKILLS:PRINCIPLES OF COMMUNICATION
collaboration skills communication
COLLABORATION SKILLS: COMMUNICATION …

WHAT LANGUAGE ARE YOU SPEAKING?

  • Cross program/cross agency language barriers, i.e., use of acronyms
  • Articulation of agency mission, goals, and philosophy
  • Active listening
  • Research
  • Written, verbal, and body
  • Ongoing
collaboration skills negotiation
COLLABORATION SKILLS:NEGOTIATION
  • A WORD ABOUT POWER:
  • Negative & positive uses
  • Same characteristics can be negative or positive
  • Sunshine/Shadow

Charisma – winning/beguiling

Expertise – apply & share/withhold

Persuasion – convincing/bullying

Position/”turf” – knowing boundaries or demanding control

collaboration skills negotiating common ground
COLLABORATION SKILLS: NEGOTIATING COMMON GROUND
  • POSITIONS = regulations, beliefs, demands
  • INTERESTS = what you care about, concerns, what matters
  • MUST come to middle/common ground
collaboration skills negotiation13
COLLABORATION SKILLS:NEGOTIATION

WHEN NEGOTIATING:

  • Honor the relationship
  • Be realistic & fair
  • Know your bottom line
  • Come prepared to commit resources
  • Explain what you’re doing
  • Engage in active listening
collaboration skills negotiation14
COLLABORATION SKILLS: NEGOTIATION
  • Work toward a group outcome
  • Work toward the Mission, not self-interest
  • Facilitate – don’t manipulate
  • Take a fresh look at practices & standards – remember the difference between positions/interests
  • Take PLENTY of TIME to get it right!
intra agency pre assessment
LOOKING INWARD:

HOW ARE WE DOING ON OUR OWN?

Look at own mission, integration, evaluation

DO WE NEED TO CHANGE?

What needs to change & how

What’s in it for you?????

LOOKING OUTWARD:

HOW WELL ARE WE CONNECTED?

How connected & where

HOW READY ARE WE TO COLLABORATE?

Common vision, how strong are connections

INTRA-AGENCY PRE-ASSESSMENT
stage one getting together
STAGE ONE: Getting Together

MILESTONES

  • DECIDING TO ACT
  • SELECTING PARTNERS
  • SET GROUND RULES
  • EVALUATE/CELEBRATE
deciding to act
DECIDING TO ACT
  • HAVE YOU COMPLETED YOUR PRE-ASSESSMENT WORK?
  • HAVE YOU DETERMINED A NEED & FOCUS FOR COLLABORATING?
  • THEN, YOU’RE READY TO MOVE ON …
selecting partners
CONSIDER:

Who you know/share a positive relationship

Who you need

Who has the expertise & skills you need

Diversity

Power – who has it/what do you need

Who can block it

Who will be affected

How big should the group be - numbers

SELECTING PARTNERS
setting ground rules
DISCUSS/DECIDE:

Meetings: when, where, how often, who does agenda,

Rules to guide decision-making

Rules to protect confidentiality

Length of collab

How resolve conflict

How keep records, gather data, share information

How evaluate work

SETTING GROUND RULES
stage 2 building trust ownership
STAGE 2: Building Trust & Ownership

MILESTONES

  • Engage Partners
  • Build Common Base of Knowledge
  • Develop Shared Vision
  • Revisit & Revise Ground Rules
  • ID Planning Resources
  • Evaluate/Celebrate
engaging partners
ENGAGING PARTNERS

BUILD TRUST/OWNERSHIP WITH PARTNERS BY:

  • Face to face individual meetings
  • Visit them on their “turf,” at their “home”
  • Share information & tentative “dream”
  • Clear the air
  • DON’T apply pressure
build a base of knowledge
BUILD A BASE OF KNOWLEDGE

BUILD TRUST/OWNERSHIP WITH KNOWLEDGE BY:

  • Work to understand self-interest & personal similarities & differences
  • Apply no PRESSURE
  • Accept divergent point of view
  • Presume the positive
  • Avoid “1 right answer” thinking
build base of knowledge continued
BUILD BASE OF KNOWLEDGE (continued)
  • Encourage risk taking
  • Figure out what’s in it for them!
  • Share information about your services, program culture, etc. Find out about theirs.
  • Focus on their skills
  • Clear the air
  • Think and act “win-win”
  • TAKE YOUR TIME
defining a shared vision
DEFINING A SHARED VISION
  • VISION = Clear picture of what you hope to create.

SHARED VISION SHOULD:

  • Get partners to “knit” own visions into ONE
  • Focus on possibilities for children & families
  • Generate energy & motivation
  • Tell everyone where collaborative is going
dream house
DREAM HOUSE
  • How does the group dream house compare to your own dream house?
  • What was hard about the process?
  • What did you notice about behaviors during the activity that helped/hindered it?
  • What would have made it better?
in stage 2 don t forget to
In Stage 2, don’t forget to:
  • Assess the group to ensure there is commitment to the collaboration & the Vision.
  • Revisit your Ground Rules – revise & renegotiate until all partners are satisfied.
  • ID planning resources before you move into the planning of Stage 3.
stage 3 developing a strategic plan
STAGE 3: Developing a Strategic Plan

MILESTONES

  • Develop a Mission
  • Environmental & Capacity Assessment
  • Establish Goals & Strategies
  • Write Plan of Action
  • Evaluate & Celebrate
develop the mission
DEVELOP THE MISSION

MISSION = captures the SHARED VISION, UNIQUE PURPOSE & VALUES of the collaboration, and should:

  • State the direction, rationale & what will be achieved by the collaboration
  • Not include the “how-to’s” for achieving results
  • Describe what (will be accomplished) & for whom
  • Suggest the scope of work – how big, how many/much
  • Convey the Vision
  • Be easy to UNDERSTAND and REMEMBER
environmental analysis
Consider:

Economic/population changes

Funding trends

Political & social forces

Laws/regulations

Policies/procedures

Existing collaborations

Share info about these & impact on the collab

What other need?

What is happening in the community that will affect your plan?

1.

2.

3.

4.

ENVIRONMENTAL ANALYSIS
capacity assessment
Central Question: Does the collaboration have the ability to accomplish its mission?

Review the Environmental Analysis & prioritize which factors will have the greatest impact on the collaboration.

Discuss strengths each partner brings individually & collectively to the collaboration.

Discuss what is lacking.

Consider benefits of collaborative action & what might happen if you take no action in the immediate future

CAPACITY ASSESSMENT
establish well formed goals
ESTABLISH WELL-FORMED GOALS
  • GOAL = specific statement of what collaborative partners intend to do.
  • GOALS ARE …
  • Indicators of what partners want to achieve
  • Measures for evaluating a collaboration’s progress
  • Measures for holding partners accountable
goals continued
GOALS (continued)
  • LONG TERM GOALS – results partners hope to see in 2-3 or more years
  • SHORT TERM GOALS – focus on more specific, immediate results

In developing GOALS, use the following:

  • Does the goal focus on the positive?
  • Is it realistic & achievable?
  • Can it be measured?
  • Is it clear & specific?
goals continued after
GOALS:

1.

2.

3.

4.

AFTER goals are decided:

Compare them to the environmental analysis & capacity assessment

If large gaps are found – revise the goals until gaps are minimized

GOALS (continued) & AFTER
select strategies
Brainstorm strategies or routes to achieve goals

Look at potential impacts, benefits & costs of each

Select those that are feasible

Review Mission & see if strategies fit

GOAL 1:

Strategy 1

Strategy 2

Strategy 3

GOAL 2:

Strategy 1

Strategy 2

Strategy 3

SELECT STRATEGIES
develop a plan of action
DEVELOP A PLAN OF ACTION
  • Map out actions to implement strategies
  • Decide who will take responsibility for each action
  • Set target dates for completing each action
  • Decide on accountability/evaluation measures or standards
  • Prepare a budget
case studies
CASE STUDIES

There are 5 case studies.

Case Studies 1 & 2: A Partnership at Work

2 different perspectives

Case Study 3: Discord in Harmony

Case Studies 4 & 5: Metro-City Head Start

Scenes 1 & 2

In groups of 5-7, take 30 minutes to review, discuss & answer the questions.

stage 4 taking action
STAGE 4: Taking Action

MILESTONES

  • Written Agreement
  • Implement Plan of Action
  • Adapt/Expand
  • Monitor & Evaluate
  • Celebrate
components of a written agreement
COMPONENTS OF A WRITTEN AGREEMENT
  • Identity/legal status of signers.
  • Period of agreement.
  • Scope/Vision.
  • Statement of performance/services/plan.
  • Compliance with regulations.
  • Financial agreement/payment procedures.
  • Prior approval requirements/authority.
  • Management.
  • Equipment/materials ownership.
agreement components cont
AGREEMENT COMPONENTS (cont.)
  • Liability/Insurance.
  • Record Keeping/Confidentiality.
  • Monitoring/Evaluation.
  • Public/Community Relations.
  • Conflict of Interest/Prohibited Activities.
  • Changes/Amendments.
  • Dispute Resolution.
  • Renewal/Termination.
  • Contact Person.
  • Signatures.
written agreements
WRITTEN AGREEMENTS:

REMEMBER, it is always advised to consult an attorney!

why a written agreement
To write & agree to shared vision

To write & agree to goals, strategies – plan

To spell out results

To spell out responsibilities

To spell out services

To define partnership management

To commit to “what,” “when,” & “how”

To hold people accountable

For audit & legal purposes

To provide “escape” in case of failure

To commit resources

For monitoring & evaluation

WHY A WRITTEN AGREEMENT?
operational tips ask
OPERATIONAL TIPS – ASK:
  • Is the Written Agreement in place?
  • Has the case management system & record keeping revised?
  • Is there a system for access to needed records & information?
  • Are confidentiality protocols in place & understood?
  • Does the database include the collaboration?
operational tips ask43
OPERATIONAL TIPS – ASK:
  • Does the collaboration team meet regularly?
  • Are communication systems used effectively?
  • Is conflict appropriately addressed?
  • Have job descriptions been revised?
  • Is there a collaboration manager with appropriate support/authority?
  • Are we doing cross training?
operational tips ask44
OPERATIONAL TIPS, ASK:
  • Have the goals been communicated effectively?
  • Is the team regularly assessing progress on the plan?
  • Is data being collected & analyzed?
  • Are team members following through?
  • Is the community aware of the collaboration?
  • Are you evaluating for outcomes?
evaluation
EVALUATION
  • Evaluation is an ongoing process
  • Tells how well the strategies are working
  • Guides changes/modifications to the plan
  • DOES NOT need to be complex
  • Find out what’s working & what’s not
  • Fix what’s not
evaluating effort
EVALUATING EFFORT

ASK:

  • Are our efforts achieving our Mission?
  • What environmental factors have inhibited or helped?
  • Do we need new partners?
  • Is our Plan being implemented?
evaluating effectiveness
EVALUATING EFFECTIVENESS

ASK:

  • Are we reaching the right people?
  • Are we making an impact?
  • What’s different?
  • What happened that we didn’t expect?
  • Is our Plan still appropriate?
evaluating efficiency
EVALUATING EFFICIENCY

ASK:

  • Are our goals attainable? Are they being attained?
  • Are our resources sufficient?
  • Are we making the best use of our talents & strengths?
  • What can we do to be more efficient?
partnership success principles
PARTNERSHIP SUCCESS PRINCIPLES
  • TAKE YOUR TIME – DEVELOP THE PARTNERSHIP
  • DRAW FROM STRENGTHS OF ALL
  • OPENNESS, HONESTY, MUTUAL RESPECT
  • ATMOSPHERE OF POSITIVE THINKING
  • RECOGNIZE & SEEK EXCELLENCE
partnership success principles50
PARTNERSHIP SUCCESS PRINCIPLES
  • HOLD TO THE VISION
  • ABIDE BY RULES
  • HONOR AGREEMENTS
  • SYSTEMS-FOCUSED APPROACH
  • ADAPT TO CHANGE
  • HAVE A SENSE OF HUMOR!
be a star collaboration commercial
BE A STAR! COLLABORATION COMMERCIAL

With a team, take 5 minutes to develop a 60 second commercial promoting and selling collaboration.

Commercials should be ONLY a paragraph, catchy, and include concepts learned.