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Building healthy communities through collaborative leadership – a Tasmanian experience. Dr Steven Rogerson Senior Lecturer Social Work and Human Services Faculty of Sciences, Engineering and Health Central Queensland University [email protected]. - PowerPoint PPT Presentation
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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
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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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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 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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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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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