Learning Objectivesby Karen McNamara

• Define ingredients to a successful collaborative

• How to establish a structure for a collaborative partnership

• Recognize leadership opportunities in forming a collaborative partnership

• Measuring the success of a collaborative

• a relationship resembling a legal partnership and usually involving close cooperation between parties having specified and joint rights and responsibilities

• to work jointly with others or together especially in an intellectual endeavor

• to cooperate with an agency or instrumentality with which one is not immediately connected

Partner………Collaborate

Strategies/Purposes• Coordinate services• Strengthen communication• Provide technical assistance/training• Organize resources – leverage - grants• Organize community • Conduct research• Promote service needs• Educate the community

Never doubt that a small group of thoughtful, committed citizens can change the world. Indeed, it is the only thing that ever has….

Margaret Mead

Define the Problem• Issues – immediate & urgent or long

range & comprehensive

• Root Cause

• Outcomes – What should change and why

• Setting a Vision

• Work Plan - Who will do

what by when

Machinery/Equipment People

Methods/Policies/

Procedures

Materials

Problem Statement

Effect or Outcome caused

Communication

Problem Statement:

Problem Statements

1. Repairs to vehicles are not completed within the timeframe promised

2. Citizen requests for service are often lost before they can be completed

3. Purchasing equipment for field staff takes too much time

Real Vs Perceived –Is there a difference in approach ?

Who’s At the Table

• Define the community• Identify – learn interests - WIFM

– Selective but inclusive– Diverse and non-traditional partners

• Outreach – Invite– Support from higher levels– Authority to make decisions

• Assemble – Mobilize

The Community

Regional

Statewide

Citywide

Neighborhood

Localized

Departmental

The physical or geographic community

Establish Structure• Formal vs. Informal

• Flexible - allow for expansion over time

• Enlist commitment [MOU?]

• Build relationships [trust]

• Determine resources

• Establish leadership

Level of Efforts

Short-Term Actions• Immediate action• Short-term solutions• Strike Team• Task force• Sunset• Single focused• Specialized

Long-Term Strategies• Sustained effort• Long-term – Long-

range• Strategic• Longitudinal• Involving many layers• Higher in complexity

Governance and Structure• Oversight Committee• Steering Committee• Management Group

Respond quicklyPractical governanceEstablish agendasSet logistics

• Participants• Collaborative membersSub-groups of specialized

areas – specific topics meeting interests and needs

Meet periodicallyReview recommendationsOffer expertise and adviceParticipate in strategic

initiatives

LogisticsWhere will we meetRotate facilities or one locationWho will attend Is child care needed?How often will the collaborative meet?Who will set and issue the agenda and other

materialsRecord keeping, meeting notesMeeting format and needs [i.e.flipcharts]

The First Meeting

• Basic Ground Rules

• Skilled Facilitation

• Substantive

• Overview of issue and problem statement– What do we need to understand about this issue?

– What are the barriers for the community to effectively resolve/address this issue?

– How do the organizations at the table work on the issues? What is their mission and what to they bring to the table?

– Do we have the right people at the table for this effort?

• Do we have sufficient shared understanding of the issues, the challenges and opportunities?

You only get one chance to make a good first impression

Item #Request

DateRequest

ByAssign

ToRequest/Action Needed Due Date Action/Status

12345678910111213141516

Meeting Actions

Measuring Success

• Define success

• Incremental and along the way

• At agreed upon and scheduled points

• At completion of designated milestones

• Benchmarks

• Baseline data for measurements – quantitative and qualitative

Committee--a group of people who individually can do nothing but as a group decide that nothing can be done

Lessons Learned• Don’t wait for all partners to get on board before

moving forward• Share the spotlight and celebrate success• Maintain non-hierarchical approach• Be prepared to lead if need be• Be realistic • Promote balance by setting goals

There is no monument dedicated to the memory of a committee

Meeting Date: __________________________________________

QUALITY RATING

Partnership Meeting Strongly Agree

Agree Neutral Disagree Strongly Disagree

Don’t Know

Was well-organized and planned

Stayed focused and on key items

Followed the planned agenda

Discussion was evenly balanced among all participants

Environment was open for discussion

Materials contributed to the meeting’s productivity

Accomplished useful work for the partnership

Produced specific action plans

Focused appropriately on follow up required after the meeting

Overall, was effective and worthwhile

MORE COMMENTS?

The three best things about the meeting were: 1. 2. 3. The three things about the meeting that need most improvement are: 1. 2. 3. The three most important items to follow up on after the meeting are: 1. 2. 3. My three most important recommendations for the next meeting are: 1. 2. 3.