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.