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1 Win-Win-Win Partnerships: Sustainability for Social Transformation April 21, 2006 Daniella Levine, JD, MSW Founder and Executive Director Human Services Coalition www.hscdade.org www.imaginemiami.org www.prosperitycampaign.org

Win-Win-Win Partnerships: Sustainability for Social Transformation April 21, 2006

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Win-Win-Win Partnerships: Sustainability for Social Transformation April 21, 2006. Daniella Levine, JD, MSW Founder and Executive Director Human Services Coalition www.hscdade.org www.imaginemiami.org www.prosperitycampaign.org. Presentation Components. Why I Care - PowerPoint PPT Presentation

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Page 1: Win-Win-Win Partnerships: Sustainability for  Social Transformation April 21, 2006

1

Win-Win-Win Partnerships: Sustainability for

Social TransformationApril 21, 2006

Daniella Levine, JD, MSWFounder and Executive Director

Human Services Coalitionwww.hscdade.org

www.imaginemiami.org

www.prosperitycampaign.org

Page 2: Win-Win-Win Partnerships: Sustainability for  Social Transformation April 21, 2006

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Presentation ComponentsWhy I Care

Prosperity Campaign & Imagine Miami: Incubator for Change

Collaboration 101

Exercise: Evaluate Your Partnership

Appreciative Exercise: Building Strong Partnerships

University-Community Partnerships

Strategies for Social Change

Transactions Transformation

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Why I Care…Our democracy hangs in the balance

Our academic institutions play critical roles:

Allow us to keep America’s promise of opportunity for all, building bridges for diverse communities and individuals

Incubator for economic and social vitality

Shape and reflect America’s and community’s vision, values and strategies

Bring added value to communities increasingly squeezed for resources to address social need

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Prosperity CampaignLinks low wage workers and families to economic benefits to build economic sustainability

Earned Income Tax CreditFood StampsMedicaid and children’s health insuranceAffordable housingBanking, credit repair, financial educationEducation and workforce training

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Human Services Coalition

Born 10 years ago:Promote human worth and dignity

Promote effective, efficient, human health and human service

Focused on economic and social justice:Building community prosperity

Building capacity of individuals, organizations and community to build a just society

Creating pipeline for innovation

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Imagine MiamiCivic change initiative to “Build a Community and Economy that Work for All”

Move Miami from among poorest (#1 in 2000 census) to #1 in “community prosperity”

Addresses: economic prosperity, civic health/unity, environmental sustainability, opportunity

Sectoral and community-wide engagement

Builds on assets and hope

Creates pipeline for new kind of leadership

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Chaordic StructuresNon-hierarchical

Multiple levels of ownership and creativity

Knowledge flows from and to all levels

Consistency of values, vision and brand

Seeks deep personal, cultural, systemic, and structural change

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Collaboration 101

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Definition of Collaboration #1

Unnatural Act Among Consulting Adults

Mutually beneficial and well-defined relationship entered into by two or more organizations/groups/individuals to achieve common goals

Either/or

Both/and?

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Trends in CollaborationNo longer the exception

Multi-discipline, multi-sector

Multi-sized organizations

New leadership roles

Funders playing different roles

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Partnerships/CollaborationA Word By Any Other Name

• Alliance

• Coalition

• Commission

• Team

• Consolidation

• Consortium

• Cooperation

• Joint effort

• Joint powers

• League

• Merger

• Network

• Task force

• Confederation

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The “Intensity” of Collaboration

CooperationCooperation

shorter-term, informal relationships

shared information only

separate goals, resources and structures

CoordinationCoordination

longer-term effort around a project or task

some planning and division of roles

some shared resources, rewards and risk

CollaborationCollaboration

more durable and pervasive relationships

new structure with commitment to common goals

all partners contribute resources and share rewards & leadership

LowerIntensity

HigherIntensity

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Exercise

Identify partnerships that you are or have been involved in and place them using our intensity continuum.

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Definition of Collaboration #2Collaboration is a mutually beneficial and well-defined relationship entered into by two or more organizations to achieve common goals.

The relationship includes a commitment to:

shared goals

a jointly developed structure and shared responsibility

mutual authority and accountability for success

sharing of resources, risk, and reward

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Why we collaborateMandates: from funder or employer)

Community impact: increase scale and reach; more accessible, effective services; build community capacity

Capacity: can’t do it alone (knowledge, resources, skill)

Mutual gains: clear and tangible wins for all, including efficiency, learning and fun!

Self-interest and need: survival, shrinking resources

To cope with change

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Change--the only constantDiverse, complex social fabricExponential growth of knowledgeIncreased reliance on grants and

donationsMeasuring performance and impactRise in strategic alliancesAdaptation to technology-based worldBoundaries dissolving: reintegrationBlended Values

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Collaboration ChallengesCollaboration Challenges Time-consuming, over long periods

Process easily derailed by issues of competition, trust, mutuality

Complex layers of decision-making

Difficulties dividing benefits and responsibilities

Lack of skill, training and capacity to support collaboration

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The Focus of CollaborationAdministration

Development/ Advocacy Service Delivery

Low High

High

Difficulty, Time, Impact

• Centralized purchasing, benefits programs

• Shared staff (bookkeeping, proposal writer)

• Co-location

• Asset management

• Board/staff development

• New funding streams

• Packaged funding requests

• Advocacy on policy issues, e.g., welfare reform, community violence, privatization

• Media/marketing campaigns

• Community forums

• Region-wide service delivery system

• Niche specialties shared through contracts

• New program development

• Coordinated I & R

• Staff exchanges

Deg

ree

of I

nvol

vem

ent

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1. Create a vision & strategic framework

2. Organize the effort

3. Implement the plan

4. Ensure continuity

concept paper, strategic or business plan

operating agreement or charter

results

sustainability

Stages of a Collaborative Relationship

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Collaborative Structures

Equal partners

Honor different roles and strengths

Fiscal agent or sponsor

Convener

Meeting facilitator

Work groups or task forces

Supporting network of partners

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Elements of Collaboration Charter

Mission/Purpose

Values/Assumptions

Vision

Timeline, Milestones

Membership

Roles, responsibilities

PoliciesCompetition GuidelinesConflict of InterestFinancial relationships

NormsParticipationDecision-makingCommunicationConflictMeetings

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Wilder Research Center reviewed and summarized existing research (2001)

Examined 281 studies on collaboration

Identified 6 key areas (20 factors) that influence the success of collaborations

Keys to Success

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Supportive Environment

Success Factors

Leadership and Resources

The Right Membership

Appropriate Process and Structure

Effective Communication Clear, Shared Purpose

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20 FactorsInfluencing Successful Collaborations

The Environment1. History of collaboration or cooperation2. Collaborative group seen as a leader in the community3. Political/social climate favorable

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Purpose4. Concrete, attainable goals and objectives

5. Shared vision

6. Unique purpose

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Membership

7. Mutual respect, understanding, and trust

8. Appropriate representation

9. Members see collaboration as in their self-interest

10. Ability to compromise

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Process/Structure

11.Members share a stake in both process and outcomes

12.Multiple layers of decision making

13.Flexibility

14.Clear roles and policy guidelines

15.Adaptability

16.Appropriate pace of development

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Communication

17. Open and frequent communication18. Established informal and formal

communication links

Resources

19. Sufficient funds20. Skilled convener

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Assessment Tool Uses

Prior to forming a collaboration, use the tool to assess the readiness of your organization to participate in a collaboration

Once in a collaboration, use the tool to decide how you are doing as a group

Use the tool to begin discussion on tough issues

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Exercise: Evaluate Your Partnership

Use the tool to think through your partnership success factors. What is likely to work and what may cause some problems?

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Partnership Red Lights

A joint proposal without a common mission or strategy – divide the funding

Proposals that focus on process and not outcomes

Lack of board support for the collaboration

No plans or resources to build the structure and relationships over time

Funding one agency when effort is supported by several agencies

Fiscal agent/lead operates the program while the other collaborators watch

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Current ThinkingMeans to an end and not an end

Goal: greater results, scale, reach, efficiencies

Breakthrough results rather than small changes (e.g. scale, system’s change)

Forced marriages rarely work

Form follows function; only the structure needed

Few collaborations save money

Added costs: planning, coordination, staff time, promotion and communication

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Concept: Appreciative Inquiry

Invented at Case Western Business SchoolFocuses on what works, rather than what does notA positive approach to find solutionsEnergy liberated for creativity and new ideasOver focus on problems blocks solutions

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Partnerships that Work:Appreciative Reflection

Remember a time when you were in a partnership that was effective, rewarding and mutually beneficial

What did that feel like?

What were the features that made that partnership successful?

What might you apply from that partnership to your current partnership to enhance it?

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University-Community Partnership Challenges

University culture & bureaucracyUniversity incentivesUniversity scheduleUnequal resourcesUnequal rewardsOverwhelming community needCommunity suspicionPoliticsSustainability: More than a project?

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Positive PracticesCLIMATE:

Recognize, celebrate, mentor, reflect

COLLABORATE:Co-teach; formal agreements; clarify mutual expectations and benefits; joint proposal development; active advisory boards; plan evaluation at outset; build mutual trust & prepare for conflict

Share power, resources, control, credit; open & honest communication: TAKE TIME!

Volunteers vs. interns—prepare

Create resource guides, link websites, joint seminars, community access to university resources (e.g. library, gym), cut red tape

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Positive Practices

CURRICULAR INTEGRATION:Support faculty to integrate learning objectives; model syllabi; engage community in curricula design; alternative forums for reflection (brown bags, issue guides); clearly define purpose of community involvement; integrate interdisciplinary perspective; consider policy implications and advocacy.

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Positive PracticesFACULTY DEVELOPMENT:

Appoint faculty coordinator and faculty mentors; nurture those with community interests; externships in community; orientation; promotion incentives; job descriptions

PROGRAM DEVELOPMENT:Integrative empowerment evaluation with stakeholder feedback and ownership; designated space; annual work plan; marketing plan; focus on quality over quantity.

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Positive Practices

STUDENT PARTICIPATION:Program ambassadors and assistants; facilitate reflection; advisory boards; present to university and community groups and boards; development of collaborative leadership skills

In class presentations; school and community recognition; student designed projects

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Positive PracticesSUSTAINABILITY:

Incorporate into strategic framework; tie to recruitment, retention & workforce development; include in accreditation and other reportsAdequate staffing and high profile champions in school and community; mandatory community participationCommitment to academic excellenceDemonstrate value and reciprocity with community

CONTINOUSLY QUESTION REALITY!

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SO WHAT?

An end and a means…A laboratory for change &sustaining change…

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Social Change:--Levels

Individual

Cultural

Organizational

Systemic

Structural

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Social Change:--Individual

Resiliency: capacity to adapt to change

Attitude

Values

Culture

Behavior

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Social Change:--Systemic and Structural

PROCESS vs. PRODUCTCAPACITY BUILDING vs. RESULTS

IMAGINATION vs. IMPACT

Consensus buildingDirect action organizingPolicy advocacyCharismatic leadership

ALL NEEDED AT SOME POINT

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Transaction vs. TransformationOutputsOutcomesImpacts

How do we get there? Invest in building capacity…

Personal role (go back to individual change slide)Institutional role Community role Societal role

Resilience, spiral dynamics, integral theory, authentic leadership

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Thank you…

Daniella Levine

Human Services Coalition

260 NE 17th Terrace, Suite 200

Miami, Florida 33132

305 576 5001 x 19

[email protected]