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Building healthy communities through collaborative leadership – a Tasmanian experience

Dr Steven RogersonSenior LecturerSocial Work and Human ServicesFaculty of Sciences, Engineering and HealthCentral Queensland University

s.rogerson@cqu.edu.au

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“TT 2020” – brief description of set up community development strategies for social and economic partnership

example of the need for collaborative leadership

Tasmania Together 2020

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In September 2001, as Premier, Jim Bacon signed off on the Tasmania Together Vision: "Together we will make Tasmania an icon for the rest of the world by creating a proud and confident society where our people live in harmony and prosperity" Tasmania Together planning took more than two years to complete

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1. Initial premier consultations2. Community Leaders group3. Search conference4. Community consultation5. Partners program6. Progress Board

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Partners program

The Partners Program allows business and community organizations to speak with authority on the benchmarks and gives the Tasmania Together Progress Board a clearer picture of the issues to be overcome and alliances to be developed to achieve particular

benchmarks.

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“Tasmania Together is an ambitious long-term plan developed by Tasmanians for Tasmanians. It outlines what we want for ourselves and our children in the year 2020.Tasmania Together is about change – changing what we do now to achieve the future we all want” TT aims to develop a healthy social and economic community

measuring and reporting progress

informed decision-making

social and economic planning for change

framework for cooperation

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What is working well

Organizational structure and governance Longevity Policy Budget Legislation Senior people involved Marketing and media Logo and newsletter Performance measurement - data

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Why work together? Publicity

Raise the profile of the partner organizations

Promote the community at large Access to new expertise and new knowledge Use of the TT logo Integrating social and economic development Business have a financial interest in

supporting sports / tourism / local councils and

TT 2020

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TT 2020 an example of social and economic change development

12 goals and headline indicators

143 benchmarks

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Goal 2 Confident friendly and safe

communities Headline indicator 2

Reducing juvenile crime Cluster benchmark 1

To support young people who have challenging behaviour or who are at risk

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“coalition of interest”safer communities partnership

Despite the language and promise of

“partners, clusters, coalitions of interests, whole of government, collective benchmarks, sustainable coordination, frameworks for coordination”despite all the best will in the world, all the policies, brochures, structures, data, research collaboration did not happen….

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practice gap – employ a collaborative leader

Empowerment

Action learning

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The collaborative leader: some tasks

Establishes meetings and administration for facilitating communication

Makes explicit team/group coordination, roles and responsibilities

Reinforces the importance of organisational structure and support

Values commitment by diverse groups to a common mission

Discusses each other’s strengths and values their differences

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The collaborative leader: key tasks

Convene and facilitate the meetingCoordinate the collaboration

Who does what When do they do it When will we report back

Maintain and distribute records

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The collaborative leader – at the table

• Participants table progress • Participants identify aims• Participants identify risks• Participants identify impediments in meeting

aims• Externalise ideas and explanations for

deficits• Evaluate future provision and actions on

deficitsAll on the white board

Document and circulate

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The white board

Aims Discussion Action Goals

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The white boardAims Discussion Action Goals

Convene community conference on shop theft and mall assaults

Local business, council, youth justice,Courts,Youth network

Dates and times set for initial meeting and state media messages,restorative justice conference for offenders.

Improve safety, relationships with young people, crime reduction

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Professional expertise

1. Outcome Based2. Intervention model3. Expert knowledge4. Deductive analysis5. Community as

consumer6. Competency as position7. Internal boundaries

8. Instruction as leadership

Collaborativeexpertise

1. Process Based2. Involvement model3. Universal knowledge4. Inductive analysis5. Community as

context6. Competency as skills7. External boundaries8. Dialogue as

leadership

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Empowerment

Partners have to be empowered to collaborate profitably

assessment vision shared planning resources trust

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PLANNING

OBSERVING

ACTION

REFLECTION

Action research process (Alston and Bowles, 1998)

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Aims of successful collaborative expertise

1. The opportunity to participate in decision making2. The opportunity to influence decision making3. The quantity of information exchanged4. The quality of information exchanged5. The handling of conflict6. The sharing of vision and values7. The satisfaction with and commitment to the

project8. Gaining community support9. Gaining new consciousness of issues10. Creating lasting networks11. Attaining longevity12. Acquiring new skills

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Need senior people in ther Need policy Need collaborative authority See agency collaborative strategy

How to move forward Social and economic concepts Given changes in projected social and economic infrastructure (e.g.

labour shortage, planning for change, community participation Examples this is conference stuff (safer communities yj sector

budging / grants / uturn ? Acky city Need facilitator Processes – governance organisation Expertise needed

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COLLABORATIVE PROCESS

CASE MANAGEMENT

EXIT PLANNING

PROGRAM ASSESSMENT

INCIDENT MANAGEMENT

CENTRE SUPPORT TEAM

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Process at the table

1. Identify needs stakeholders – responsibilities2. Table assessments3. Identify needs 4. Identify risks5. Identify current and previous responses – be specific6. Identify deficits in meeting needs7. Externalise ideas and explanations for deficits8. Evaluate future provision and actions on deficits

All on the white boardDocument and circulate

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One of the most important elements we had to put in placewas collabraotve leader – a facititator whose job it was to encourage / develop collaboration

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Using the media message acoss Long term 10 – 20 years Newsletter Logo Northern safer communities partnership Intergecy support panels We found business had an interest in supporting Sports / tourism / local councilvs Theme / concepts Dialogue stuff

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constraints

1. Political2. Competition3. Risk management4. Hierarchical model of leadership

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Aims of successful collaborative expertise

1. opportunity to participate in decision making2. The opportunity to influence decision making3. The quantity of information exchanged4. The quality of information exchanged5. The handling of conflict6. The sharing of vision and values7. The satisfaction with and commitment to the

project8. Gaining community support9. Gaining new consciousness of issues10. Creating lasting networks11. Attaining longevity12. Acquiring new skills

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Research an stats turning data into facts to inform panning and decision making http://www.communitybuilders.nsw.gov.au/getting_started/statistics/cptool.html

Action research http://

www.communitybuilders.nsw.gov.au/getting_started/statistics/rask.html