MODELS OF MODELS OF COLLABORATICOLLABORATI

ONON Louis Rowitz, PhDLouis Rowitz, PhD

DirectorDirectorMid-America Regional Public HealthMid-America Regional Public Health

Leadership InstituteLeadership Institute

Models of CollaborationModels of Collaboration

Team Coalition Alliance Partnership

Multiple Organization Models

Single OrganizationModel

Cautionary NOTECautionary NOTE

• It is important to remember that It is important to remember that structure alone is of limited utility. structure alone is of limited utility. The level of commitment of the The level of commitment of the individual members of the individual members of the collaborative is probably a more collaborative is probably a more critical factor.critical factor.

COALITIONSCOALITIONS

A COALITION IS A LOOSELY A COALITION IS A LOOSELY KNIT GROUP INVOLVING KNIT GROUP INVOLVING

MULTIPLE SECTORS OF THE MULTIPLE SECTORS OF THE COMMUNITY, COMING COMMUNITY, COMING

TOGETHER TO ADDRESS TOGETHER TO ADDRESS COMMUNITY NEEDS AND COMMUNITY NEEDS AND

SOLVING COMMUNITY SOLVING COMMUNITY PROBLEMSPROBLEMS

(ADAPTED FROM BERKOWITZ AND WOLFF, 2000)(ADAPTED FROM BERKOWITZ AND WOLFF, 2000)

ADVANTAGES OF COALITIONSADVANTAGES OF COALITIONS

• REDUCE THE FRAGMENTATION AMONG LOCAL SERVICES

• REDUCE DUPLICATION AMONG THESE SERVICES

• PROVIDE FOR BETTER COORDINATION OF EXISTING SERVICES

ADVANTAGES OF COALITIONSADVANTAGES OF COALITIONS

• MONITOR THE QUALITY OF MONITOR THE QUALITY OF THOSE SERVICESTHOSE SERVICES

• EVALUATE THE QUALITYEVALUATE THE QUALITY• ASSESS THE NEED FOR NEW ASSESS THE NEED FOR NEW

SERVICES IN THE COMMUNITYSERVICES IN THE COMMUNITY

ADVANTAGES OF COALITIONSADVANTAGES OF COALITIONS

• RAISE PUBLIC AWARENESS RAISE PUBLIC AWARENESS ABOUT NEW SERVICE NEEDSABOUT NEW SERVICE NEEDS

• ADVOCATE FOR THOSE NEW ADVOCATE FOR THOSE NEW SERVICESSERVICES

• GENERATE THE FISCAL AND GENERATE THE FISCAL AND PERSONNEL RESOURCES TO PERSONNEL RESOURCES TO BRING THOSE SERVICES TO LIFEBRING THOSE SERVICES TO LIFE

ADVANTAGES OF COALITIONSADVANTAGES OF COALITIONS

• PROVIDE A COMMUNITY FORUM PROVIDE A COMMUNITY FORUM FOR DIVERSE MEMBERS OF THE FOR DIVERSE MEMBERS OF THE COMMUNITY TO COME TOGETHER COMMUNITY TO COME TOGETHER FOR PROBLEM SOLVINGFOR PROBLEM SOLVING

• FOSTER DEVELOPMENT OF TRUST FOSTER DEVELOPMENT OF TRUST AMONG THOSE DIVERSE AMONG THOSE DIVERSE MEMBERS AND GROUPSMEMBERS AND GROUPS

ADVANTAGES OF COALITIONSADVANTAGES OF COALITIONS

• SUPPLY A NON PARTISAN STRUCTURE SUPPLY A NON PARTISAN STRUCTURE FOR THE IDENTIFICATION AND FOR THE IDENTIFICATION AND ACHIEVEMENT OF COMMUNITY GOALSACHIEVEMENT OF COMMUNITY GOALS

• GIVE OPPORTUNITIES FOR GIVE OPPORTUNITIES FOR PREVIOUSLY INACTIVE MEMBERS IN PREVIOUSLY INACTIVE MEMBERS IN THE COMMUNITY TO BECOME THE COMMUNITY TO BECOME ENGAGED IN COMMUNITY LIFEENGAGED IN COMMUNITY LIFE

• DEVELOP LEADERSHIP SKILLS AMONG DEVELOP LEADERSHIP SKILLS AMONG PARTICIPANTSPARTICIPANTS

ADVANTAGES OF COALITIONSADVANTAGES OF COALITIONS

• OFFER A PLEASANT PLACE TO MEET OFFER A PLEASANT PLACE TO MEET AND ENJOY THE COMPANY OF OTHERSAND ENJOY THE COMPANY OF OTHERS

• PROMOTE THE DEVELOPMENT OF PROMOTE THE DEVELOPMENT OF ADDITIONAL, INDEPENDENT ADDITIONAL, INDEPENDENT COMMUNITY ACTIVITIES STEMMING COMMUNITY ACTIVITIES STEMMING FROM INFORMAL CONTACTFROM INFORMAL CONTACT

• RAISE COMMUNITY COMPTENCE, RAISE COMMUNITY COMPTENCE, SELF-SUFFICIENCY, AND SPIRITSELF-SUFFICIENCY, AND SPIRIT

REASONS FOR STARTING A REASONS FOR STARTING A COALITIONCOALITION

• A LIVE ISSUEA LIVE ISSUE• NEW MONEY ON THE TABLENEW MONEY ON THE TABLE• MANDATEDMANDATED• LEARN WHAT OTHERS ARE DOINGLEARN WHAT OTHERS ARE DOING• COMMUNITY CRISISCOMMUNITY CRISIS• NEW NON-MONEY RESOURCESNEW NON-MONEY RESOURCES• LOSS OF RESOURCESLOSS OF RESOURCES• OPPORTUNITY FROM OUTSIDE THE OPPORTUNITY FROM OUTSIDE THE

COMMUNITYCOMMUNITY

ALLIANCESALLIANCES

COMMUNITY HEALTH COMMUNITY HEALTH ALLIANCES ARE ALLIANCES ARE

COORDINATED EFFORTS COORDINATED EFFORTS AMONG HEALTH CARE AMONG HEALTH CARE

ORGANIZATIONS TO ORGANIZATIONS TO ADDRESS HEALTH ADDRESS HEALTH

PROBLEMS AND RISKS PROBLEMS AND RISKS FACED BY BROAD FACED BY BROAD SEGMENTS OF A SEGMENTS OF A COMMUNITY’S COMMUNITY’S POPULATIONPOPULATION

ACTIVITIES OF AN ALLIANCEACTIVITIES OF AN ALLIANCE

• SERVICE DELIVERYSERVICE DELIVERY• PLANNING AND POLICY PLANNING AND POLICY

DEVELOPMENTDEVELOPMENT• SURVEILLANCE AND SURVEILLANCE AND

ASSESSMENTASSESSMENT• EDUCATION AND OUTREACHEDUCATION AND OUTREACH

OBJECTIVES OF AN ALLIANCEOBJECTIVES OF AN ALLIANCE

• ACQUIRING NEEDED ACQUIRING NEEDED ORGANIZATIONAL KNOWLEDGE ORGANIZATIONAL KNOWLEDGE AND SKILLSAND SKILLS

• ADDRESSING COMMON ADDRESSING COMMON RESOURCE NEEDSRESOURCE NEEDS

• PURSUING A SHARED PURSUING A SHARED ORGANIZATIONAL MISSIONORGANIZATIONAL MISSION

COORDINATIONCOORDINATION

LOOSELY STRUCTURED LOOSELY STRUCTURED AGREEMENTS BETWEEN AGREEMENTS BETWEEN

ORGANIZATIONSORGANIZATIONS

ISSUES IN ALLIANCE ISSUES IN ALLIANCE DEVELOPMENTDEVELOPMENT

• IDENTIFY A BOUNDARY SPANNERIDENTIFY A BOUNDARY SPANNER• SECURE BUY-IN FROM KEY SECURE BUY-IN FROM KEY

STAKEHOLDERS AND OPINION STAKEHOLDERS AND OPINION LEADERSLEADERS

• RECOGNIZE AND RESPOND TO RECOGNIZE AND RESPOND TO PARTICIPATOR CONSTRAINTSPARTICIPATOR CONSTRAINTS

• KEEP THE STRUCTURE SIMPLEKEEP THE STRUCTURE SIMPLE

ISSUES IN ALLIANCE ISSUES IN ALLIANCE DEVELOPMENTDEVELOPMENT

• ENSURE INCENTIVE COMPATIBILITY ENSURE INCENTIVE COMPATIBILITY AMONG PARTICIPANTSAMONG PARTICIPANTS

• ENSURE EFFECTIVE COMMUNICATION ENSURE EFFECTIVE COMMUNICATION AND INFORMATION FLOW AMONG AND INFORMATION FLOW AMONG PARTICIPANTSPARTICIPANTS

• DEVELOP AND EXPLICIT EVALUATION DEVELOP AND EXPLICIT EVALUATION STRATEGYSTRATEGY

• MAINTAIN MOMENTUM THROUGH MAINTAIN MOMENTUM THROUGH STAGED SUCCESSSTAGED SUCCESS

TYPES OF ALLIANCESTYPES OF ALLIANCES

• OPPORTUNISTIC ALLIANCESOPPORTUNISTIC ALLIANCES• RESOURCE DEPENDENCY RESOURCE DEPENDENCY

ALLIANCESALLIANCES• STAKEHOLDER ALLIANCESTAKEHOLDER ALLIANCE

PARTNERSHIPPARTNERSHIP

DEFINITIONDEFINITIONPARTNERING INVOLVES PARTNERING INVOLVES

TWO OR MORE TWO OR MORE INDIVIDUALS WORKING INDIVIDUALS WORKING

COLLABORATIVELY COLLABORATIVELY TOWARD A DESIRED TOWARD A DESIRED

OUTCOMEOUTCOME

PARTNERING CALLS FOR PARTNERING CALLS FOR EACH PERSON TO SHOW EACH PERSON TO SHOW

RESPECT FOR THE OTHER, RESPECT FOR THE OTHER, TO PUT PERSONAL TO PUT PERSONAL

DIFFERENCES ASIDE, AND DIFFERENCES ASIDE, AND FOCUS ON WHAT THE FOCUS ON WHAT THE COMMUNITY AND THE COMMUNITY AND THE

HEALTH AGENCY NEEDS HEALTH AGENCY NEEDS FROM EACH OTHERFROM EACH OTHER

INGREDIENTS FOR INGREDIENTS FOR EFFECTIVE PARTNERSHIPSEFFECTIVE PARTNERSHIPS

• A VISION OF WHAT THE PARTNERS A VISION OF WHAT THE PARTNERS WANT TO ACCOMPLISH AND HOW THEY WANT TO ACCOMPLISH AND HOW THEY WILL USE PARTNERING TO GET THEREWILL USE PARTNERING TO GET THERE

• A COMMITMENT TO SPECIFIC GOALS A COMMITMENT TO SPECIFIC GOALS (ENDS) AS WELL AS TO THE (ENDS) AS WELL AS TO THE PARTNERSHIPPARTNERSHIP

• A PLAN OF ACTION TO ACCOMPLISH A PLAN OF ACTION TO ACCOMPLISH THESE GOALS INCLUDING THESE GOALS INCLUDING RESPONSIBILITIES, PROJECT RESPONSIBILITIES, PROJECT RESOURCES, AND DEADLINESRESOURCES, AND DEADLINES

PROCEDURES FOR PROCEDURES FOR SUCCESSFUL PARTNERING SUCCESSFUL PARTNERING BETWEEN A LOCAL HEALTH BETWEEN A LOCAL HEALTH

DIRECTOR AND THE DIRECTOR AND THE CHAIRPERSON OF A BOARD CHAIRPERSON OF A BOARD

OF HEALTHOF HEALTH(MODIFIED FROM SUJANSKY)(MODIFIED FROM SUJANSKY)

TEN BEHAVIORS TEN BEHAVIORS FOR SUCCESSFUL FOR SUCCESSFUL

PARTNERINGPARTNERING

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 DIAGNOSING PROBLEMS AND OPPORTUNITIESAND OPPORTUNITIES

• MONITOR LOCAL EVENTS ON A MONITOR LOCAL EVENTS ON A REGULAR BASISREGULAR BASIS

• FORECAST POTENTIAL PROBLEMSFORECAST POTENTIAL PROBLEMS• ONGOING COMMUNITY ASSESSMENTONGOING COMMUNITY ASSESSMENT• INTERVIEW KEY APPOINTMENTSINTERVIEW KEY APPOINTMENTS• CHECK WITH OTHER COMMUNITY CHECK WITH OTHER COMMUNITY

PARTNERSPARTNERS• COORDINATE ACTIVITIES WITH COORDINATE ACTIVITIES WITH

POLITICAL ENTITIESPOLITICAL ENTITIES

SAMPLE STATEMENT OF SAMPLE STATEMENT OF PARTNERINGPARTNERING• 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 SAMPLE STATEMENT OF PARTNERINGPARTNERING

• 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 ACTIVITIESPLANNING ACTIVITIES

• SET GOALSSET GOALS• IDENTIFY EACH PARTNERS ROLEIDENTIFY EACH PARTNERS ROLE• DETERMINE HOW TO ANALYZE A DETERMINE HOW TO ANALYZE A

SITUATION OR DIAGNOSE A SITUATION OR DIAGNOSE A PROBLEM. EXPLORE COSTS, PROBLEM. EXPLORE COSTS, TIMING, AND FEASABILITY. TIMING, AND FEASABILITY. DECIDE WHO WILL CONDUCT THE DECIDE WHO WILL CONDUCT THE DIAGNOSIS AND WHY.DIAGNOSIS AND WHY.

PLANNING ACTIVITIESPLANNING ACTIVITIES

• ESTABLISH REALISTIC TIMELINESESTABLISH REALISTIC TIMELINES• DETERMINE RESOURCES TO DETERMINE RESOURCES TO

ACCOMPLISH GOALSACCOMPLISH GOALS• DECIDE ON THE EVALUATION DECIDE ON THE EVALUATION

PROCESSPROCESS• DOCUMENT THE AGREEMENTDOCUMENT THE AGREEMENT

SAMPLE PARTNERING AGREEMENTSAMPLE PARTNERING AGREEMENT

Partnering AgreementPartnering Agreement

Problem or Opportunity Defined:Problem or Opportunity Defined:

Desired Outcome:Desired Outcome:

Project Personnel:Project Personnel: Primary Primary Responsibilities:Responsibilities:

Diagnostic Methods to be Used:Diagnostic Methods to be Used:

Action PlanAction Plan

Activities:Activities: Resources:Resources: Target Target Dates:Dates:

Evaluation Methods to be Used:Evaluation Methods to be Used:

MAKING DECISIONSMAKING DECISIONS

• SUMMARIZING THE INFORMATION SUMMARIZING THE INFORMATION GATHERED IN THE DIAGNOSIS PHASEGATHERED IN THE DIAGNOSIS PHASE

• LIST ALL RECOMMENDED OPTIONS, LIST ALL RECOMMENDED OPTIONS, INCLUDING THE PROS AND CONS OF INCLUDING THE PROS AND CONS OF EACHEACH

• DEVELOP A SET OF POSSIBLE DEVELOP A SET OF POSSIBLE SCENARIOS THAT MAY IMPACT THE SCENARIOS THAT MAY IMPACT THE SELECTION OF THE BEST OPTIONSELECTION OF THE BEST OPTION

• SELECT THE OPTION TO PRESENT FOR SELECT THE OPTION TO PRESENT FOR CONSIDERATIONCONSIDERATION

MAKING DECISIONSMAKING DECISIONS

• PROVIDE THE DOCUMENTATION OF ALL PROVIDE THE DOCUMENTATION OF ALL OPTIONS, INCLUDING AN ANALYSIS OF OPTIONS, INCLUDING AN ANALYSIS OF RISKS AND GAINS BASED ON PROJECTED RISKS AND GAINS BASED ON PROJECTED OUTCOMESOUTCOMES

• CONSIDER WHAT WILL NEED TO BE DONE CONSIDER WHAT WILL NEED TO BE DONE TO IMPLEMENT EACH OPTION, BECAUSE TO IMPLEMENT EACH OPTION, BECAUSE THIS MAY BE A DECIDING FACTOR IN THIS MAY BE A DECIDING FACTOR IN CHOOSING ITCHOOSING IT

• CONDUCT THESE STEPS IN A MEETING CONDUCT THESE STEPS IN A MEETING OF ALL PARTNERS AND USE A WRITTEN OF ALL PARTNERS AND USE A WRITTEN DOCUMENT AS A RESOURCE DURING DOCUMENT AS A RESOURCE DURING AND AFTER THE MEETINGAND AFTER THE MEETING

IMPLEMENTING PLANSIMPLEMENTING PLANS

• SELL THE NEW IDEAS-HEALTH SELL THE NEW IDEAS-HEALTH COMMUNICATION STRATEGIESCOMMUNICATION STRATEGIES

• DETAIL A SPECIFIC PLAN FOR ALL DETAIL A SPECIFIC PLAN FOR ALL INVOLVED, DESCRIBING WHAT IS TO INVOLVED, DESCRIBING WHAT IS TO BE DONE BY WHOM AND WHENBE DONE BY WHOM AND WHEN

• DETERMINE CHECKPOINTS TO DETERMINE CHECKPOINTS TO ENSURE THAT THE PARTNERSHIP ENSURE THAT THE PARTNERSHIP RELATIONSHIP IS ON COURSERELATIONSHIP IS ON COURSE

• ESTABLISH THE FINAL EVALUATION ESTABLISH THE FINAL EVALUATION PROCESSPROCESS

IMPLEMENTING PLANSIMPLEMENTING PLANS

• MOVE AT AN APPROPRIATE RATEMOVE AT AN APPROPRIATE RATE• DETERMINE FUNDING NEEDS IF DETERMINE FUNDING NEEDS IF

RELEVANTRELEVANT

EVALUATING RESULTSEVALUATING RESULTS

EVALUATE THE PARTNERSHIP:• WHAT CONTRIBUTES TO THE WHAT CONTRIBUTES TO THE

PARTNERSHIP?PARTNERSHIP?• WHAT HINDERS THE WHAT HINDERS THE

PARTNERSHIP?PARTNERSHIP?• WHAT CHANGES NEED TO BE WHAT CHANGES NEED TO BE

MADE IN THE PARTNERSHIP?MADE IN THE PARTNERSHIP?• IS THE COMMITMENT UPHELD?IS THE COMMITMENT UPHELD?

EVALUATING RESULTSEVALUATING RESULTS

EVALUATE ACCOMPLISHMENTS:• WHAT ARE EVIDENCES OF WHAT ARE EVIDENCES OF

SUCCESSES?SUCCESSES?• ARE SCHEDULES BEING MAINTAINED?ARE SCHEDULES BEING MAINTAINED?• ARE PARTNERS WORKING WITH ARE PARTNERS WORKING WITH

ALLOTED RESOURCES?ALLOTED RESOURCES?• HAVE THE MOST APPROPRIATE HAVE THE MOST APPROPRIATE

TECHNIQUES BEEN USED?TECHNIQUES BEEN USED?

MoralMoral

Collaboration allows all Collaboration allows all voices to be heard.voices to be heard.