Upload
others
View
3
Download
1
Embed Size (px)
Citation preview
MODELS OF COLLABORATION
Louis Rowitz, PhD Director
Mid-America Regional Public Health Leadership Institute
Models of Collaboration
Team Coalition Alliance Partnership
Multiple Organization Models
Single Organization Model
Cautionary NOTE
• It is important to remember that structure alone is of limited utility. The level of commitment of the individual members of the collaborative is probably a more critical factor.
COALITIONS
A COALITION IS A LOOSELY KNIT GROUP INVOLVING MULTIPLE SECTORS OF THE COMMUNITY,
COMING TOGETHER TO ADDRESS COMMUNITY NEEDS AND
SOLVING COMMUNITY PROBLEMS
(ADAPTED FROM BERKOWITZ AND WOLFF, 2000)
ADVANTAGES OF COALITIONS
• REDUCE THE FRAGMENTATION AMONG LOCAL SERVICES
• REDUCE DUPLICATION AMONG THESE SERVICES
• PROVIDE FOR BETTER COORDINATION OF EXISTING SERVICES
ADVANTAGES OF COALITIONS
• MONITOR THE QUALITY OF THOSE SERVICES
• EVALUATE THE QUALITY • ASSESS THE NEED FOR NEW SERVICES
IN THE COMMUNITY
ADVANTAGES OF COALITIONS
• RAISE PUBLIC AWARENESS ABOUT NEW SERVICE NEEDS
• ADVOCATE FOR THOSE NEW SERVICES • GENERATE THE FISCAL AND
PERSONNEL RESOURCES TO BRING THOSE SERVICES TO LIFE
ADVANTAGES OF COALITIONS
• PROVIDE A COMMUNITY FORUM FOR DIVERSE MEMBERS OF THE COMMUNITY TO COME TOGETHER FOR PROBLEM SOLVING
• FOSTER DEVELOPMENT OF TRUST AMONG THOSE DIVERSE MEMBERS AND GROUPS
ADVANTAGES OF COALITIONS
• SUPPLY A NON PARTISAN STRUCTURE FOR THE IDENTIFICATION AND ACHIEVEMENT OF COMMUNITY GOALS
• GIVE OPPORTUNITIES FOR PREVIOUSLY INACTIVE MEMBERS IN THE COMMUNITY TO BECOME ENGAGED IN COMMUNITY LIFE
• DEVELOP LEADERSHIP SKILLS AMONG PARTICIPANTS
ADVANTAGES OF COALITIONS
• OFFER A PLEASANT PLACE TO MEET AND ENJOY THE COMPANY OF OTHERS
• PROMOTE THE DEVELOPMENT OF ADDITIONAL, INDEPENDENT COMMUNITY ACTIVITIES STEMMING FROM INFORMAL CONTACT
• RAISE COMMUNITY COMPTENCE, SELF-SUFFICIENCY, AND SPIRIT
REASONS FOR STARTING A COALITION
• A LIVE ISSUE • NEW MONEY ON THE TABLE • MANDATED • LEARN WHAT OTHERS ARE DOING • COMMUNITY CRISIS • NEW NON-MONEY RESOURCES • LOSS OF RESOURCES • OPPORTUNITY FROM OUTSIDE THE
COMMUNITY
ALLIANCES
COMMUNITY HEALTH ALLIANCES ARE COORDINATED
EFFORTS AMONG HEALTH CARE ORGANIZATIONS TO
ADDRESS HEALTH PROBLEMS AND RISKS FACED BY BROAD
SEGMENTS OF A COMMUNITY’S POPULATION
ACTIVITIES OF AN ALLIANCE
• SERVICE DELIVERY • PLANNING AND POLICY
DEVELOPMENT • SURVEILLANCE AND ASSESSMENT • EDUCATION AND OUTREACH
OBJECTIVES OF AN ALLIANCE
• ACQUIRING NEEDED ORGANIZATIONAL KNOWLEDGE AND SKILLS
• ADDRESSING COMMON RESOURCE NEEDS
• PURSUING A SHARED ORGANIZATIONAL MISSION
COORDINATION
LOOSELY STRUCTURED AGREEMENTS BETWEEN
ORGANIZATIONS
ISSUES IN ALLIANCE DEVELOPMENT
• IDENTIFY A BOUNDARY SPANNER • SECURE BUY-IN FROM KEY
STAKEHOLDERS AND OPINION LEADERS
• RECOGNIZE AND RESPOND TO PARTICIPATOR CONSTRAINTS
• KEEP THE STRUCTURE SIMPLE
ISSUES IN ALLIANCE DEVELOPMENT
• ENSURE INCENTIVE COMPATIBILITY AMONG PARTICIPANTS
• ENSURE EFFECTIVE COMMUNICATION AND INFORMATION FLOW AMONG PARTICIPANTS
• DEVELOP AND EXPLICIT EVALUATION STRATEGY
• MAINTAIN MOMENTUM THROUGH STAGED SUCCESS
TYPES OF ALLIANCES
• OPPORTUNISTIC ALLIANCES • RESOURCE DEPENDENCY ALLIANCES • STAKEHOLDER ALLIANCE
PARTNERSHIP
DEFINITION PARTNERING INVOLVES TWO
OR MORE INDIVIDUALS WORKING COLLABORATIVELY TOWARD A DESIRED OUTCOME
PARTNERING CALLS FOR EACH PERSON TO SHOW RESPECT
FOR THE OTHER, TO PUT PERSONAL DIFFERENCES
ASIDE, AND FOCUS ON WHAT THE COMMUNITY AND THE
HEALTH AGENCY NEEDS FROM EACH OTHER
INGREDIENTS FOR EFFECTIVE PARTNERSHIPS
• A VISION OF WHAT THE PARTNERS WANT TO ACCOMPLISH AND HOW THEY WILL USE PARTNERING TO GET THERE
• A COMMITMENT TO SPECIFIC GOALS (ENDS) AS WELL AS TO THE PARTNERSHIP
• A PLAN OF ACTION TO ACCOMPLISH THESE GOALS INCLUDING RESPONSIBILITIES, PROJECT RESOURCES, AND DEADLINES
PROCEDURES FOR SUCCESSFUL PARTNERING BETWEEN A
LOCAL HEALTH DIRECTOR AND THE CHAIRPERSON OF A BOARD
OF HEALTH (MODIFIED FROM SUJANSKY)
TEN BEHAVIORS FOR SUCCESSFUL
PARTNERING
10. Evaluate the results and the partnership
9. Challenging one another.
8. Encouraging creativity.
7. Be willing to take risks.
6. Make ongoing corrections.
5. Recognize achievements
4. Assess needs.
3. Clarify roles.
2. Agree to make a difference
1. Identify the desired results.
DIAGNOSING PROBLEMS AND OPPORTUNITIES
• MONITOR LOCAL EVENTS ON A REGULAR BASIS
• FORECAST POTENTIAL PROBLEMS • ONGOING COMMUNITY ASSESSMENT • INTERVIEW KEY APPOINTMENTS • CHECK WITH OTHER COMMUNITY
PARTNERS • COORDINATE ACTIVITIES WITH POLITICAL
ENTITIES
SAMPLE STATEMENT OF PARTNERING • We understand how our work fits into the
big picture, and we challenged to make significant contributions.
• We believe in the agency and in its desire to produce the best programs or services.
• We feel recognized for our talents, experience, and contributions.
• We are willing to take risks to improve our programs and services.
• We know that making mistakes is part of the process of growing and innovating.
SAMPLE STATEMENT OF PARTNERING • We find that success is celebrated and
that rewards come to those who earn them.
• We are committed to making a difference. • We accept work-force diversity as an
advantage to the agency. • We agree to challenge one another in the
spirit of growth and improvement. • We know that the quality of each
employee’s work life is important to the organization.
PLANNING ACTIVITIES
• SET GOALS • IDENTIFY EACH PARTNERS ROLE • DETERMINE HOW TO ANALYZE A
SITUATION OR DIAGNOSE A PROBLEM. EXPLORE COSTS, TIMING, AND FEASABILITY. DECIDE WHO WILL CONDUCT THE DIAGNOSIS AND WHY.
PLANNING ACTIVITIES
• ESTABLISH REALISTIC TIMELINES • DETERMINE RESOURCES TO
ACCOMPLISH GOALS • DECIDE ON THE EVALUATION
PROCESS • DOCUMENT THE AGREEMENT
SAMPLE PARTNERING AGREEMENT Partnering Agreement
Problem or Opportunity Defined: Desired Outcome: Project Personnel: Primary Responsibilities: Diagnostic Methods to be Used:
Action Plan Activities: Resources: Target Dates: Evaluation Methods to be Used:
MAKING DECISIONS
• SUMMARIZING THE INFORMATION GATHERED IN THE DIAGNOSIS PHASE
• LIST ALL RECOMMENDED OPTIONS, INCLUDING THE PROS AND CONS OF EACH
• DEVELOP A SET OF POSSIBLE SCENARIOS THAT MAY IMPACT THE SELECTION OF THE BEST OPTION
• SELECT THE OPTION TO PRESENT FOR CONSIDERATION
MAKING DECISIONS
• PROVIDE THE DOCUMENTATION OF ALL OPTIONS, INCLUDING AN ANALYSIS OF RISKS AND GAINS BASED ON PROJECTED OUTCOMES
• CONSIDER WHAT WILL NEED TO BE DONE TO IMPLEMENT EACH OPTION, BECAUSE THIS MAY BE A DECIDING FACTOR IN CHOOSING IT
• CONDUCT THESE STEPS IN A MEETING OF ALL PARTNERS AND USE A WRITTEN DOCUMENT AS A RESOURCE DURING AND AFTER THE MEETING
IMPLEMENTING PLANS
• SELL THE NEW IDEAS-HEALTH COMMUNICATION STRATEGIES
• DETAIL A SPECIFIC PLAN FOR ALL INVOLVED, DESCRIBING WHAT IS TO BE DONE BY WHOM AND WHEN
• DETERMINE CHECKPOINTS TO ENSURE THAT THE PARTNERSHIP RELATIONSHIP IS ON COURSE
• ESTABLISH THE FINAL EVALUATION PROCESS
IMPLEMENTING PLANS
• MOVE AT AN APPROPRIATE RATE • DETERMINE FUNDING NEEDS IF
RELEVANT
EVALUATING RESULTS
EVALUATE THE PARTNERSHIP: • WHAT CONTRIBUTES TO THE
PARTNERSHIP? • WHAT HINDERS THE PARTNERSHIP? • WHAT CHANGES NEED TO BE MADE IN
THE PARTNERSHIP? • IS THE COMMITMENT UPHELD?
EVALUATING RESULTS
EVALUATE ACCOMPLISHMENTS: • WHAT ARE EVIDENCES OF SUCCESSES? • ARE SCHEDULES BEING MAINTAINED? • ARE PARTNERS WORKING WITH ALLOTED
RESOURCES? • HAVE THE MOST APPROPRIATE TECHNIQUES
BEEN USED?
Moral Collaboration allows all voices to
be heard.