Upload
donny
View
37
Download
3
Tags:
Embed Size (px)
DESCRIPTION
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
Citation preview
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
2
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
3
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
4
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
5
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
6
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
7
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
8
Collaboration 101
9
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?
10
Trends in CollaborationNo longer the exception
Multi-discipline, multi-sector
Multi-sized organizations
New leadership roles
Funders playing different roles
11
Partnerships/CollaborationA Word By Any Other Name
• Alliance
• Coalition
• Commission
• Team
• Consolidation
• Consortium
• Cooperation
• Joint effort
• Joint powers
• League
• Merger
• Network
• Task force
• Confederation
12
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
13
Exercise
Identify partnerships that you are or have been involved in and place them using our intensity continuum.
14
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
15
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
16
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
17
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
18
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
19
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
20
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
21
Elements of Collaboration Charter
Mission/Purpose
Values/Assumptions
Vision
Timeline, Milestones
Membership
Roles, responsibilities
PoliciesCompetition GuidelinesConflict of InterestFinancial relationships
NormsParticipationDecision-makingCommunicationConflictMeetings
22
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
23
Supportive Environment
Success Factors
Leadership and Resources
The Right Membership
Appropriate Process and Structure
Effective Communication Clear, Shared Purpose
24
20 FactorsInfluencing Successful Collaborations
The Environment1. History of collaboration or cooperation2. Collaborative group seen as a leader in the community3. Political/social climate favorable
25
Purpose4. Concrete, attainable goals and objectives
5. Shared vision
6. Unique purpose
26
Membership
7. Mutual respect, understanding, and trust
8. Appropriate representation
9. Members see collaboration as in their self-interest
10. Ability to compromise
27
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
28
Communication
17. Open and frequent communication18. Established informal and formal
communication links
Resources
19. Sufficient funds20. Skilled convener
29
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
30
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?
31
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
32
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
33
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
34
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?
35
University-Community Partnership Challenges
University culture & bureaucracyUniversity incentivesUniversity scheduleUnequal resourcesUnequal rewardsOverwhelming community needCommunity suspicionPoliticsSustainability: More than a project?
36
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
37
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.
38
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.
39
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
40
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!
41
SO WHAT?
An end and a means…A laboratory for change &sustaining change…
42
Social Change:--Levels
Individual
Cultural
Organizational
Systemic
Structural
43
Social Change:--Individual
Resiliency: capacity to adapt to change
Attitude
Values
Culture
Behavior
44
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
45
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
46
Thank you…
Daniella Levine
Human Services Coalition
260 NE 17th Terrace, Suite 200
Miami, Florida 33132
305 576 5001 x 19