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INTRO TO COLLABORATION

INTRO TO COLLABORATION. Louis Rowitz, PhD Director Mid-America Regional Public Health Leadership Institute.

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INTRO TO COLLABORATION

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  1. INTRO TO COLLABORATION Louis Rowitz, PhD Director Mid-America Regional Public Health Leadership Institute

  2. COLLABORATION IS A MUTUALLY BENEFICIAL RELATIONSHIP BETWEEN TWO OR MORE INDIVIDUALS IN ORGANIZATIONS WHO WORK TOWARD COMMON GOALS BY SHARING RESPONSIBILITY, AUTHORITY AND ACCOUNTABILITY FOR ACHIEVING RESULTS

  3. THE PURPOSE OF COLLABORATION IS TO CREATE A SHARED VISION AND JOINT STRATEGIES TO ADDRESS CONCERNS THAT GO BEYOND THE AGENDA OF THE PARTICULAR GROUPS MEMBERS

  4. THROUGH COLLABORATION IN ADDRESSING PUBLIC CONCERNS, CITIZENS CAN AND DO DEVELOP A DIFFERENT KIND OF CIVIC CULTURE THAT MAKES THEIR AGENCIES OR COMMUNITIES AND REGIONS STRONGER AND MORE EFFECTIVE

  5. UNDERSTANDING THE CONTEXT OF COLLABORATION: • IDENTIFY THE PROBLEM TYPE • UNDERSTAND WHAT MAKES LEADERSHIP DIFFICULT • IDENTIFY THE RELEVANT COMMUNITY • ASSESS THE EXTENT OF SHAREHOLDER AGREEMENT • EVALUATE THE COMMUNITY’S CAPACITY FOR CHANGE • IDENTIFY WHERE THE PROBLEM/ISSUE CAN BE MOST EFFECTIVELY ADDRESSED

  6. THE KEYS TO SUCCESSFUL COLLABORATION: • GOOD TIMING AND CLEAR NEED • STRONG STAKEHOLDER GROUPS • BROAD-BASED INVOLVEMENT • CREDIBILITY AND OPENNESS OF PROCESS • COMMITMENT AND/OR INVOLVEMENT OF HIGH LEVEL, VISIBLE LEADERS (e.g. ELECTED OFFICIALS) • SUPPORT OF AQUIESCENE OF ESTABLISHED AUTHORITY OR POWERS (e.g.) BOARD OF HEALTH OR COUNTY BOARD) • OVERCOMING MISTRUST OR SKEPTICISM

  7. ORGANIZATIONAL STEPS IN COLLABORATION(JOHNSON, GROSSMAN, AND CASSIDAY) • AGREE ON THE MISSION, VALUES, AND PRINCIPLES OF THE EFFORT • AGREE ON A PROCESS WITH GROUND RULES FOR WORKING TOGETHER • DESIGN ORGANIZATIONAL STRUCTURE • DETERMINE MEETING GUIDELINES

  8. THE KEYS TO SUCCESSFUL COLLABORATION (CONT’D): • STRONG LEADERSHIP OF THE PROCESS (STRATEGIC LEADERSHIP) • INTERIM SUCCESSES • SHIFT TO BROADER CONCERNS OF THE COMMUNITY

  9. ORGANIZATIONAL STEPS IN COLLABORATION: • DEFINE RULES AND RESPONSIBILITIES • CREATE AND EFFECTIVE PROCESS FOR COMMUNICATION • COORDINATE BUDGET AND FUND DEVELOPMENT • LINK WITH OTHER EFFORTS

  10. ORGANIZATIONAL STEPS IN COLLABORATION: • CELEBRATE • PROMOTE THE EFFORT • BUILD THE LEADERSHIP CAPACITY OF ALL STAKEHOLDERS • ENLIST TECHNICAL ASSISTANCE AND SUPPORT

  11. CIVIC COMMUNITIES

  12. STAKEHOLDER ISSUES

  13. STAKEHOLDER DETERMINATION: • WHAT ARE THE PERSPECTIVES NECESSARY TO CREDIBLY AND EFFECTIVELY DEFINE PROBLEMS/ISSUES AND CREATE SOLUTIONS? • WHO ARE THE PEOPLE WO CAN SPEAK FOR THESE PERSPECTIVES? • WHAT ARE THE INTERESTS THAT MUST BE REPRESENTED IN ORDER TO REACH AGREEEMENTS THAT CAN BE IMPLEMENTED?

  14. STAKEHOLDER DETERMINATION: • WHO AER THE PEOPLE WHO CAN SPEAK FOR THESE INTERESTS? • WHO ARE THE PEOPLE, INTEREST GROUPS OR ORGANIZATIONS WHO ARE NECESSARY TO IMPLEMENT SOLUTIONS, CAN BLOCK ACTION, AND CONTROL RESOURCES?

  15. STAKEHOLDER DETERMINATION: • WHO ARE THE PEOPLE WHO CAUSE OR ARE AFFECTED BY THE PROBLEMS/ISSUES, AND WHO WILL BE AFFECTED BY THE SOLUTIONS? • WHO ARE THE PEOPLE WHO, IF THEY COULD REACH AGREEMENT ABOUT PROBLEMS AND SOLUTIONS, COULD GENERATE POLITICAL AND INSTITUTIONAL WILL TO CREATE SIGNIFICANT CHANGE?

  16. EXTENT OF STAKEHOLDER AGREEMENT: • HAVE THE STAKEHOLDERS AGREED THERE IS A PROBLEM THAT NEEDS ATTENTION? • HAVE STAKEHOLDERS AGREED TO WORK TOGETHER ON THE PROBLEM/ISSUE? • HAVE STAKEHOLDERS AGREED ON HOW TO WORK TOGETHER ON THE PROBLEM/ISSUE?

  17. EXTENT OF STAKEHOLDER AGREEMENT: • HAVE STAKEHOLDERS AGREED ON THE DEFINITION OF THE PROBLEM/ISSUE? • HAVE STAKEHOLDERS AGREED ON THE SOLUTION(S) TO THE PROBLEM/ISSUE? • HAVE STAKEHOLDERS AGREED ON THE IMPLEMNTATION PLAN AND ACTION STEPS?

  18. COMMUNITY’S CAPACITY TO CHANGE: • WHAT IS THE LEVEL OF CONFLICT, MISTRUST, AND DISUNITY THAT EXISTS AMONG STAKEHOLDERS? • TO WHAT EXTENT DO THE SKILLS NECESSARY FOR COLLABORATION EXIST IN THE COMMUNITY? • ARE THERE LEADERS WITH THE CREDIBLITY AND RESPECT TO CONVENE STAKEHOLDERS AROUND THE PROBLEMS OR ISSUES? WHO ARE THEY?

  19. COMMUNITY’S CAPACITY TO CHANGE: • ARE THERE CITIZENS WITH THE LEADERSHIP CAPACITIES TO INITIATE AND SUSTAIN A COLLABORATIVE PROCESS? WHO ARE THEY? • ARE THERE PEOPLE OR GROUPS IN THE COMMUNITY WITH THE EXERPTISE TO DESIGN AND FACILITATE THE COLLABORATIVE PROCESS?

  20. COMMUNITY’S CAPACITY TO CHANGE: • ARE THERE PEOPLE OR GROUPS WHO CAN PROVIDE INFORMATION NECESSARY TO MAKE GOOD DECISIONS? WHO ARE THEY? IF THEY DO NOT EXIST WITHIN THE COMMUNITY, WHAT ARE OTHER SOURCES FOR THIS INFORMATION?

  21. THREE TYPES OF LEADERS: • GRASSROOTS LEADERS • AGENCY LEADERS • ELECTED OR APPOINTED OFFICIALS

  22. KEYS TO SUCCESSFUL COLLABORATION: • THE ENVIRONMENT • MEMBERSHIP CHARACTERISTICS • PROCESS AND INFRASTRUCTURE • COMMUNICATIONS STRATEGIES • FACTORS RELATED TO PURPOSE • RESOURCES

  23. FACTORS INFLUENCING THE SUCCESS OF COLLABORATION: FACTORS RELATED TO THE ENVIRONMENT

  24. HISTORY OF COLLABORATION OR COOPERATION IN THE COMMUNITY A HISTORY OF COLLABORATION OR COOPERATION EXISTS IN THE COMMUNITY AND OFFERS THE POTENTIAL COLLABORATIVE PARTNERS AN UNDERSTANDING OF THEIR ROLES AND EXPECTATIONS REQUIRED IN THE COLLABORATION AND ENABLES THEM T0 TRUST THE PROCESS

  25. COLLBORATIVE GROUP SEEN AS A LEADER IN THE COMMUNITY: THE COLLABORATIVE GROUP (AND BY IMPLICATION, THE AGENCIES IN THE GROUP) IS PERCEIVED WITHIN THE COMMUNITY AS A LEADER-AT LEAST RELATED TO THE GOALS AND ACTIVITIES IT INTENDS TO ACCOMPLISH

  26. POLITICAL/SOCIAL CLIMATE FAVORABLE: POLITICAL LEADERS, OPINION-MAKERS, PERSONS WHO CONTROL RESOURCES, AND THE GENERAL PUBLIC SUPPORT (OR AT LEAST DO NOT OPPOSE) THE MISSION OF THE COLLABORATIVE GROUP

  27. FACTORS INFLUENCING THE SUCCESS OF COLLABORATION: FACTORS RELATED TO MEMBERSHIP CHARACTERISTICS

  28. MUTUAL RESPECT, UNDERSTANDING, AND TRUST MEMBERS OF THE COLLABORATIVE GROUP SHARE AN UNDERSTANDING AND RESPECT FOR EACH OTHER AND THEIR RESPECTIVE ORGANIZATIONS: HOW THEY OPERATE, THEIR CULTURAL NORMS AND VALUES, LIMITATIONS, AND EXPECTATIONS

  29. APPROPRIATE CROSS-SECTION OF MEMBERS THE COLLABORATIVE GROUP INCLUDES REPRESENTATIVES FROM EACH SEGMENT IN THE COMMUNITY WHO WILL BE AFFECTED BY ITS ACTIVITIES.

  30. MEMBERS SEE COLLABORATION AS IN THEIR SELF-INTEREST COLLABORATING PARTNERS BELIEVE THE BENEFITS OF COLLABORATION WILL OFFSET COSTS SUCH AS LOSS OF AUTONOMY AND “TURF”

  31. ABILITY TO COMPROMISE COLLABORATING PARTNERS ARE ABLE TO COMPROMISE, SINCE THE MANY DECISIONS WITHIN A COLLABORATIVE EFFORT CANNOT POSSIBLY FIR THE PREFERENCES OF EVERY MEMBER PERFECTLY

  32. FACTORS INFLUENCING THE SUCCESS OF COLLABORATION: FACTORS RELATED TO PROCESSES/STRUCTURE

  33. MEMBERS SHARE A STAKE IN BOTH PROCESSES ANDOUTCOME MEMBERS OF A COLLABORATIVE GROUP FEEL “OWNERSHIP” OF BOTH THE WAY GROUP WORKS AND THE RESULTS OR PRODUCT OF ITS WORK

  34. MULTIPLE LAYERS OF DECISION-MAKING EVERY LEVEL (UPPER MANAGEMENT, MIDDLE MANAGEMENT, OPERATIONS) WITHIN EACH ORGANIZATION IN THE COLLABORATIVE GROUP PARTICIPATES IN DECISION MAKING

  35. FLEXIBILITY THE COLLABORATIVE GROUP REMAINS OPEN TO VARIED WAYS OF ORGANIZING ITSELF AND ACCOMPLISHING ITS WORK

  36. DEVELOPMENT OF CLEAR ROLES AND POLICY GUIDELINES THE COLLABORATING PARTNERS CLEARLY UNDERSTAND THEIR ROLES, RIGHTS, AND RESPONSIBLITIES; AND HOW TO CARRY OUT THESE RESPONSIBILTIES

  37. ADAPTABILITY THE COLLABORATIVE GROUP HAS THE ABILITY TO SUSTAIN ITSELF IN THE MIDST OF MAJOR CHANGES, EVEN IF IT NEEDS TO CHANGE SOME MAJOR GOALS, MEMBERS, ETC., IN ORDER TO DEAL WITH CHANGING SITUATIONS

  38. FACTORS INFLUENCING THE SUCCESS OF COLLABORATION: FACTORS RELATED TO COMMUNICATION

  39. OPEN AND FREQUENT COMMUNICATION COLLABORATIVE GROUP MEMBERS INTERACT OFTEN, UPDATE ONE ANOTHER, DISCUSS ISSUES OPENLY, CONVEY ALL NECESSARY INFORMATION TO ONE ANOTHER AND TO PEOPLE OUTSIDE THE GROUP

  40. ESTABLISHED FORMAL AND INFORMAL COMMUNICATION LINKS CHANNELS OF COMMUNICATION CAN EXIST ON PAPER, SO THAT INFORMATION FLOW OCCURS. IN ADDITION, MEMBERS ESTABLISH PERSONAL CONNECTIONS-PRODUCING A BETTER, MORE INFORMED, AND COHESIVE GROUP WORKING ON A COMMON PROJECT

  41. FACTORS INFLUENCING THE SUCCESS OF COLLABORATION: FACTORS RELATED TO PURPOSE

  42. CONCRETE, ATTAINABLE GOALS AND OBJECTIVES GOALS AND OBJECTIVES OF THE COLLABORATIVE GROUP ARE CLEAR TO ALL PARTNERS AND CAN REALISTICALLY BE ATTAINED

  43. SHARED VISION COLLABORATING PARTNERS HAVE THE SAME VISION, WITH CLEARLY AGREED UPON MISSION, OBJECTIVES, AND STRAGEGY. THE SHARED VISION MAY EXIST AT THE OUTSET OF THE COLLABORATION; OR THE PARTNERS MAY DEVELOP A VISION AS THEY WORK TOGETHER

  44. UNIQUE PURPOSE THE MISSION AND GOALS OR APPROACH OF THE COLLABORATIVE GROUP DIFFER, AT LEAST IN PART, FROM THE MISSION AND GOALS OR APPROACH OF MEMBER ORGANIZATIONS

  45. FACTORS INFLUENCING THE SUCCESS OF COLLABORATION FACTORS RELATED TO RESOURCES

  46. SUFFICENT FUNDS THE COLLABORATIVE GROUP HAS AN ADEQUATE, CONSISTENT FINANCIAL BASE TO SUPPORT ITS OPERATION

  47. SKILLED CONVENER THE INDIVIDUAL WHO CONVENES THE COLLABORATIVE GROUP HAS ORGANIZING AND INTERPERSONAL SKILLS, AND CARRIES OUT THE ROLE WITH FAIRNESS. BECAUSE OF THESE CHARACTERISTICS (AND OTHERS), THE CONVENER IS GRANTED RESPECT OR “LEGITIMACY” FROM THE COLLABORATIVE PARTNERS

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