TM

TM

Frances Butterfoss, Coalitions and Partnerships in Community Health, 2007

TM

Unclear, unrealistic or vague goals Unclear, unrealistic or vague roles,

responsibilities, processes Insufficient authority (or responsibility without

authority) Low trust; poor communication Poor follow-through Costs to members exceed benefits

Unclear, unrealistic or vague goals Unclear, unrealistic or vague roles,

responsibilities, processes Insufficient authority (or responsibility without

authority) Low trust; poor communication Poor follow-through Costs to members exceed benefits

TM

Environment Membership characteristics Process and Structure Communication Purpose Resources

Ref: Mattessich and Murray-Close, Collaboration: What Makes It Work? 2001

TM

History of community collaboration/ cooperation

Group seen as legitimate leader in community, reliable and competent

Favorable political & social climate

Mutual respect, understanding & trust

Appropriate cross-section of members

Members see collaboration as in their self-interest

Share a stake in both process & outcome

Ability to compromise Participation from

multiple levels of organizations

Source:: Mattessich and Murray-Close, Collaboration: What Makes It Work? 2001

TM

Clear roles, rights, and policy guidelines

Adaptability Appropriate pace of

development Open & frequent

communication Informal relationships

and communication links

Flexibility Concrete, attainable

goals and objectives Shared vision Unique purpose Sufficient funds, staff,

materials, time Skilled leadership

TM

Public’s Interests Partners’ Interests

Your Organization’s Interests

Common Interest Space

TM

1. Prepare/ Groundwork2. Organize Partnership/Develop Action

Plan3. Implement Action Plan/Monitor

Progress4. Evaluate5. Sustain Partnership

TM

Determine public health problem, goals, and affected populations

Conduct a preliminary analysis of the problem Assess the need for a partnership Identify potential partners/ stakeholders Assess potential partners’ appropriateness Convene a core group of potential partners Identify other potential members

TM

This step involves two simultaneous sets of activities:

developing an action plan

organizing the partnership

TM

Convene an initial meeting of the partnership

Systematically assess the problem

Identify leverage points and shared investments, partner skills and resources

Define a shared vision, mission, and goals supported by all members

TM

Develop an Action Plan: Outline specific objectives and steps to achieve each goal; set a timeframe for each objective

Identify quick wins: Decide which goals/strategies will be addressed first

TM

Ensure the partnership has characteristics for success not failure

Ensure that partners’ needs are met Delineate roles, responsibilities, and commitments Delineate financial needs and resources Prepare appropriate legal documents and obtain

approval

TM

Establish clear ground rules or by-laws

Determine: Governance structure Stable and committed leadership Roles, responsibilities and expectations of partners Decision-making processes Frequency, location, and duration of meetings Partners’ involvement in planning and priority

setting

TM

Establish clear ground rules or by-laws (cont.)

How work will be done (e.g., work groups, committees)

How progress will be communicatedHow basic tasks will be accomplishedHow to credit members’ contributionsHow to have clear lines of

communication

TM

Develop and maintain tracking system to record progress of partnership

Adjust goals, objectives and steps

Provide oversight to partner commitments and ensure adherence to action plan

Reward and recognize contributions of partners

TM

Maintain consistent communication

Ensure regular opportunities for informal contact

Publicize successes

Share new materials and information that are relevant to their organization and partnership

TM

Evaluation

should be planned from the beginning, not left until the end

should be on-going process throughout the life of the partnership.

TM

• Develop evaluation system that is S.M.A.R.T.

-- Specific,

-- Measurable,

-- Appropriate,

-- Realistic, and

-- Time-framed

TM

Determine: What will be measured, when, how, and by whom How the data will be collected and by whom Who will analyze the results How the results will be shared How the results will be used to modify the action plan

and partnership processes Evaluate: process, impact, outcome

TM

Factors important in planning and implementing a partnership continue to play a role in maintenance of a partnership

(e.g. leadership, degree of formalization, membership, management conflict, difference in member contributions and involvement)

TM

Common organizational problems once partnership is operationalized:

Failure to produce desired outcomesLack of administrative support for partnership

activitiesThreats to autonomy of membersLack of consensus about membership or

structureDisagreements about responsibilitiesInadequate attention to other priorities

TM

Focus on team-building, decision-making and consensus development

Adhere to established ground rules and lines of authority already established

Monitor progress of activities: Track evaluation measures and keep members informed through newsletters, special mailings, distribution of minutes, conference calls, etc.

TM

Be able to document or demonstrate outcomes of the partnership

Secure resources from internal and/or external sources

Review the range of partners Create processes for recognizing and celebrating

achievements Communicate clearly and frequently with members Communicate with the public and the press