An Introduction to Collaboration

Transcription

1 An Introduction to Collaboration Louis Rowitz, PhD Director Mid-America Regional Public Health Leadership Institute 1

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 2

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 3

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 4

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 5

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 acquiescence of established authority or powers (e.g. board of health or county board) Overcoming mistrust or skepticism 6

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 7

8 THE KEYS TO SUCCESSFUL COLLABORATION (CONT D): Strong leadership of the process (strategic leadership) Interim successes Shift to broader concerns of the community 8

9 ORGANIZATIONAL STEPS IN COLLABORATION: Define rules and responsibilities Create an effective process for communication Coordinate budget and fund development Link with other efforts 9

10 ORGANIZATIONAL STEPS IN COLLABORATION(CONT D): Celebrate Promote the effort Build the leadership capacity of all stakeholders Enlist technical assistance and support 10

11 CIVIC COMMUNITIES: BUILDING SOCIAL CAPITAL 11

12 STAKEHOLDER ISSUES 12

13 STAKEHOLDER DETERMINATION: What are the perspectives necessary to credibly and effectively define problems/issues and create solutions? Who are the people who can speak for these perspectives? What are the interests that must be represented in order to reach agreements that can be implemented? 13

14 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 14

15 ABILITY TO COMPROMISE Collaborating partners are able to compromise since the many decisions within a collaborative effort cannot possibly fit the preferences of every member perfectly 15

16 FACTORS INFLUENCING THE SUCCESS OF COLLABORATION: Factors related to processes/structure 16

17 Models of Collaboration Single Organization Model Multiple Organization Models Team Coalition Alliance Partnership 17

18 MEMBERS SHARE A STAKE IN BOTH PROCESSES AND OUTCOME Members of a collaborative group feel ownership of both the way the group works and the results or product of its work 18

19 MULTIPLE LAYERS OF DECISION-MAKING Every level (upper management, middle management, operations) within each organization in the collaborative group participates in decision making 19

20 FLEXIBILITY The collaborative group remains open to varied ways of organizing itself and accomplishing its work 20

21 DEVELOPMENT OF CLEAR ROLES AND POLICY GUIDELINES The collaborating partners clearly understand their roles, rights, and responsibilities and how to carry out these responsibilities 21

22 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 22

23 FACTORS INFLUENCING THE SUCCESS OF COLLABORATION: Factors related to communication 23

24 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 24

25 ESTABLISHED FORMAL AND INFORMAL COMMUNICATION LINKS Channels of communication can exist on paper, so that information flow occurs. In addition, members establish personal connectionsproducing a better, more informed, and cohesive group working on a common project 25

26 FACTORS INFLUENCING THE SUCCESS OF COLLABORATION: Factors related to purpose 26

27 CONCRETE, ATTAINABLE GOALS AND OBJECTIVES Goals and objectives of the collaborative group are clear to all partners and can realistically be attained 27

28 SHARED VISION Collaborating partners have the same vision, with clearly agreed upon mission, objectives, and strategy. The shared vision may exist at the outset of the collaboration or the partners may develop a vision as they work together. 28

29 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 29

30 FACTORS INFLUENCING THE SUCCESS OF COLLABORATION Factors related to resources 30

31 SUFFICIENT FUNDS The collaborative group has an adequate, consistent financial base to support its operation 31

32 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 32

33 STRATEGIES FOR WORKING TOGETHER NETWORKING COORDINATION COOPERATION COLLABORATION COLLABORATIVE NETWORKS 33

34 GOVERNANCE BY NETWORKS (GOLDSMITH AND EGGERS) THIRD PARTY GOVERNMENT JOINED-UP GOVERNMENT THE DIGITAL REVOLUTION CONSUMER DEMAND 34

35 Success in the public sector involves reshaping public sector enterprises in ways that increase public value in both the long and the short term Mark Moore 35

36 CDC GOALS IMPLEMENTATION PLAN SYSTEMS THINKING IN ACTION 36

37 A SYSTEM APPROACH TO PUBLIC HEALTH LEADERSHIP AND APPLICATIONS OF THE CORE FUNCTIONS IMPLEMENTATION LEADERSHIP MISSION Rowitz, p. 88, Figure 5-3 GOALS & OBJECTIVES 37

38 CDC S STRATEGIC IMPERATIVES HEALTH IMPACT FOCUS CUSTOMER-CENTRICITY PUBLIC HEALTH RESEARCH LEADERSHIP GLOBAL HEALTH IMPACT ACCOUNTABILITY 38

39 HEALTH PROTECTION GOALS I HEALTHY PEOPLE IN EVERY STAGE OF LIFE START STRONG GROW SAFE AND STRONG ACHIEVE HEALTHY INDEPENDENCE LIVE A HEALTHY,PRODUCTIVE, AND SATISFYING LIFE LIVE BETTER LONGER 39

40 HEALTH PROTECTION GOALS II HEALTHY PEOPLE IN HEALTHY PLACES HEALTHY COMMUNITIES HEALTHY HOMES HEALTHY SCHOOLS HEALTHY WORKPLACES HEALTHY HEALTHCARE SETTINGS 40

41 HEALTHY INSTITUTIONS HEALTHY TRAVEL AND RECREATION 41

42 HEALTH PROTECTION GOALS III PEOPLE PREPARED FOR EMERGING HEALTH THREATS PREVENTION DETECTION AND REPORTING(3 GOALS) INVESTIGATION CONTROL RECOVER(2 GOALS) IMPROVE 42

43 HEALTH PROTECTION GOALS IV HEALTHY PEOPLE IN A HEALTHY WORLD HEALTH PROMOTION HEALTH PROTECTION HEALTH DIPLOMACY 43

44 Moral Leadership is always about collaboration. Successful leaders never do it alone. 44