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COLLABORATIOCOLLABORATION 101N 101: :

AKA The Art of

Collaboration

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SESSION PURPOSESESSION PURPOSE

To provide participants with the basic information needed to successfully link services with other community child and family services

To provide participants with the skills needed to improve coordination and delivery of child and family services in communities.

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SESSION AGENDASESSION AGENDA

Overview of SessionWhat is Collaboration?Pre-Collaboration Assessment

The Collaborative ProcessPartnership Success Principles

Wrap Up

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ACTIVITYACTIVITY

MY HOME IS MY CASTLE

Why is your home your castle?Why is this important to you?Why would I want to come live with

you at your house?What would be the benefits to me?What would be the challenges if I

came to live with you?

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COLLABORATION IS …COLLABORATION IS …Collaboration is the most intense level of

working together. It is a structure & a process for creating CHANGE.

A collaborative effort is driven by partners who agree to share information, activities, resources, influence, power & decision-making authority to achieve common goals – goals that no single partner or program could achieve by acting alone.

From Community Partnerships Working Together, US DHHS

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BARRIERS/SANDTRAPSBARRIERS/SANDTRAPS

Turf-ismHistory of unresolved

conflict/Hidden agendas

Lack of communication

Lack of clear purposeLack of leadership Ineffective inter- OR

intra- agency structures

Resistance to changeLack of time/resourcesConflicting

requirementsParents/Staff not

involved in decisionsUnequal distribution of

work/recognitionNo clear ground rules

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BENEFITS TO BENEFITS TO COLLABORATIONCOLLABORATION

Increased access to additional services for children & families

Full day/yearContinuity of careExpanding

services in cost effective manner

Serving a wider range of children

Improving qualityReaching new

communitiesProviding more

flexibilityStrengthening

local community systems

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COLLABORATION SKILLS:COLLABORATION SKILLS:PRINCIPLES OF PRINCIPLES OF

COMMUNICATIONCOMMUNICATION1. Relationships created

by communication.2. Intrapersonal

communication is a major factor affecting interpersonal communication.

3. Relationships should be defined by both persons.

4. Each is 100% responsible for nature of the relationship.

5. Relationships change when communication changes.

6. To change a relationship requires persistence.

7. Most options = the best odds of getting what is wanted.

8. Communication is most effective when it reflects intentions for the relationship.

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COLLABORATION SKILLS: COLLABORATION SKILLS: COMMUNICATIONCOMMUNICATION … …

WHAT LANGUAGE ARE YOU SPEAKING?

A. Cross program/cross agency language barriers, i.e., use of acronyms

B. Articulation of agency mission, goals, and philosophy

C. Active listeningD. ResearchE. Written, verbal, and bodyF. Ongoing

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COLLABORATION SKILLS:COLLABORATION SKILLS:NEGOTIATIONNEGOTIATIONA WORD ABOUT POWER:

Negative & positive usesSame characteristics can be negative or positiveSunshine/Shadow

Charisma – winning/beguilingExpertise – apply & share/withholdPersuasion – convincing/bullyingPosition/”turf” – knowing boundaries or demanding control

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COLLABORATION SKILLS: COLLABORATION SKILLS: NEGOTIATINGNEGOTIATING COMMON COMMON GROUND GROUND

POSITIONS = regulations, beliefs, demands

INTERESTS = what you care about, concerns, what matters

MUST come to middle/common ground

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COLLABORATION SKILLS: COLLABORATION SKILLS: NEGOTIATINGNEGOTIATING COMMON COMMON GROUNDGROUND

Position

What’s your demand?

Is it regulatory or belief based?

Interest

What do you care about?

What worries you?

COMMONGROUND

Interest

What are your biggest concerns?

Why does it matter?

Position

What do you believe?

Why is it right?

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COLLABORATION SKILLS:COLLABORATION SKILLS:NEGOTIATIONNEGOTIATION

WHEN NEGOTIATING:Honor the relationshipBe realistic & fairKnow your bottom lineCome prepared to commit

resourcesExplain what you’re doingEngage in active listening

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COLLABORATION SKILLS: COLLABORATION SKILLS: NEGOTIATIONNEGOTIATION

Work toward a group outcomeWork toward the Mission, not self-

interestFacilitate – don’t manipulateTake a fresh look at practices &

standards – remember the difference between positions/interests

Take PLENTY of TIME to get it right!

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INTRA-AGENCY PRE-ASSESSMENTINTRA-AGENCY PRE-ASSESSMENT

LOOKING INWARD:

HOW ARE WE DOING ON OUR OWN?Look at own mission, integration, evaluation

DO WE NEED TO CHANGE?

What needs to change & how?What’s in it for you?

LOOKING OUTWARD:

HOW WELL ARE WE CONNECTED?How connected & where

HOW READY ARE WE TO COLLABORATE?

Common vision, how strong are connections?

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STAGE 1:STAGE 1: Getting Together Getting Together

MILESTONESDECIDING TO ACT

SELECTING PARTNERSSET GROUND RULES

EVALUATE/CELEBRATE

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DECIDING TO ACTDECIDING TO ACT

HAVE YOU COMPLETED YOUR PRE-ASSESSMENT WORK?

HAVE YOU DETERMINED A NEED & FOCUS FOR COLLABORATING?

THEN, YOU’RE READY TO MOVE ON …

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SELECTING SELECTING PARTNERSPARTNERS

CONSIDER:Who you

know/share a positive relationship

Who you needWho has the

expertise & skills you need

Diversity

Power – who has it/what do you need

Who can block itWho will be

affectedHow big should

the group be - numbers

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SETTING GROUND SETTING GROUND RULESRULES

DISCUSS/DECIDE:

Meetings: when, where, how often, who does agenda,

Rules to guide decision-making

Rules to protect confidentiality

Responsibilities

Length of timeHow to resolve

conflictHow to keep

records, gather data, share information

How to evaluate work

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STAGE 2:STAGE 2: Building Trust & Building Trust &

OwnershipOwnershipMILESTONES

Engage PartnersBuild Common Base of Knowledge

Develop Shared VisionRevisit & Revise Ground Rules

ID Planning ResourcesEvaluate/Celebrate

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ENGAGING ENGAGING PARTNERSPARTNERSBUILD TRUST/OWNERSHIP WITH PARTNERS BY:

Face to face individual meetingsVisit them on their “turf,” at their

“home”Share information & tentative

“dream”Clear the airDON’T apply pressure

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BUILD A BASE OF BUILD A BASE OF KNOWLEDGEKNOWLEDGEBUILD TRUST/OWNERSHIP WITH KNOWLEDGE BY:

Work to understand self-interest & personal similarities & differences

Apply no PRESSUREAccept divergent point of viewPresume the positiveAvoid “1 right answer” thinking

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BUILD BASE OF KNOWLEDGE BUILD BASE OF KNOWLEDGE (continued)(continued)Encourage risk takingFigure out what’s in it for them!Share information about your services,

program culture, etc. Find out about theirs.

Focus on their skillsClear the airThink and act “win-win”

TAKE YOUR TIME

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DEFINING A SHARED DEFINING A SHARED VISIONVISIONVISION = Clear picture of what you

hope to create.

SHARED VISION SHOULD:Get partners to “knit” own visions into

ONEFocus on possibilities for children &

familiesGenerate energy & motivationTell everyone where collaborative is

going

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ACTIVITYACTIVITY

DREAM HOUSEHow does the group dream house compare to your own dream house?

What was hard about the process?

What did you notice about behaviors during the activity that helped/hindered it?

What would have made it better?

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In Stage In Stage 22, don’t forget , don’t forget to:to:

Assess the group to ensure there is commitment to the collaboration & the Vision.

Revisit your Ground Rules – revise & renegotiate until all partners are satisfied.

ID planning resources before you move into the planning of Stage 3.

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STAGE 3:STAGE 3: Developing a Strategic Developing a Strategic

PlanPlan

MILESTONESDevelop a Mission

Environmental & Capacity Assessment

Establish Goals & StrategiesWrite Plan of Action

Evaluate & Celebrate

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DEVELOP THE DEVELOP THE MISSIONMISSION

MISSION = captures the SHARED VISION, UNIQUE PURPOSE & VALUES of the collaboration, and should:

State the direction, rationale & what will be achieved by the collaboration

Describe what (will be accomplished) & for whom

Suggest the scope of work – how big, how many/much

Convey the VisionBe easy to UNDERSTAND and REMEMBERNot include the “how-to’s” for achieving results

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ENVIRONMENTAL ENVIRONMENTAL ANALYSISANALYSIS

Consider:Economic/population

changesFunding trendsPolitical & social

forcesLaws/regulationsPolicies/proceduresExisting

collaborationsShare info about

these & impact on the collab

What other needs?

What is happening in the community that will affect your plan?

1.2.3.4.

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CAPACITY ASSESSMENTCAPACITY ASSESSMENTCentral

Question: Does the collaboration have the ability to accomplish its mission?

Review the Environmental Analysis & prioritize which factors will have the greatest impact on the collaboration

Discuss strengths each partner brings individually & collectively to the collaboration

Discuss/list what is lacking.

Consider benefits of collaborative action & what might happen if you take no action in the immediate future

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ESTABLISH WELL-ESTABLISH WELL-FORMED GOALSFORMED GOALS

GOAL = specific statement of what collaborative partners intend to do.

GOALS ARE …Indicators of what partners want to

achieveMeasures for evaluating a

collaboration’s progressMeasures for holding partners

accountable

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GOALS (continued)GOALS (continued)LONG TERM GOALS – results partners

hope to see in 2-3 or more yearsSHORT TERM GOALS – focus on more

specific, immediate results

In developing GOALS, use the following:

Does the goal focus on the positive?Is it realistic & achievable?Can it be measured?Is it clear & specific?

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GOALS (continued) & GOALS (continued) & AFTERAFTER

GOALS:1.

2.

3.

4.

AFTER goals are decided:

Compare them to the environmental analysis & capacity assessment

If large gaps are found – revise the goals until gaps are minimized

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SELECT STRATEGIESSELECT STRATEGIES

Brainstorm strategies or routes to achieve goals

Look at potential impacts, benefits & costs of each

Select those that are feasible

Review Mission & see if strategies fit

GOAL 1:Strategy 1Strategy 2Strategy 3GOAL 2:Strategy 1Strategy 2Strategy 3

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DEVELOP A PLAN OF DEVELOP A PLAN OF ACTIONACTION

Map out actions to implement strategies

Decide who will take responsibility for each action

Set target dates for completing each action

Decide on accountability/evaluation measures or standards

Prepare a budget

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CASE STUDIESCASE STUDIES

There are 5 case studies.Case Studies 1 & 2: A Partnership at

Work2 different perspectives

Case Study 3: Discord in Harmony

Case Studies 4 & 5: Metro-City Head Start

Scenes 1 & 2

In groups of 5-7, take 30 minutes to review, discuss & answer the questions.

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STAGE 4STAGE 4 Taking ActionTaking Action

MILESTONESWritten Agreement

Implement Plan of ActionAdapt/Expand

Monitor & EvaluateCelebrate

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COMPONENTS OF A COMPONENTS OF A WRITTEN AGREEMENTWRITTEN AGREEMENT

Identity/legal status of signers.Period of agreement.Scope/Vision.Statement of performance/services/plan.Compliance with regulations.Financial agreement/payment

procedures.Prior approval requirements/authority.Management.Equipment/materials ownership.

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AGREEMENT COMPONENTS AGREEMENT COMPONENTS (CON’T.)(CON’T.)

Liability/Insurance.Record Keeping/Confidentiality.Monitoring/Evaluation.Public/Community Relations.Conflict of Interest/Prohibited Activities.Changes/Amendments.Dispute Resolution.Renewal/Termination.Contact Person.Signatures.

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WRITTEN WRITTEN AGREEMENTS:AGREEMENTS:

REMEMBER, it is always advised to

consult an attorney!

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WHY A WRITTEN WHY A WRITTEN AGREEMENT?AGREEMENT?

To write & agree to shared vision

To write & agree to goals, strategies – plan

To spell out resultsTo spell out

responsibilitiesTo spell out servicesTo define partnership

management

To commit to “what,” “when,” & “how”

To hold people accountable

For audit & legal purposes

To provide “escape” in case of failure

To commit resourcesFor monitoring &

evaluation

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OPERATIONAL TIPS – OPERATIONAL TIPS – ASK:ASK:Is the Written Agreement in place?Has the case management & record

keeping system been revised?Are there policies & procedures in

place?Is there a system for access to needed

records & information?Are confidentiality protocols in place &

understood?Does the database include the

collaboration?

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OPERATIONAL TIPS – OPERATIONAL TIPS – ASK:ASK:Does the collaboration team meet

regularly?Are communication systems used

effectively?Is conflict appropriately addressed?Have job descriptions been revised?Is there a collaboration manager with

appropriate support/authority?Are we doing cross training?

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OPERATIONAL TIPS, OPERATIONAL TIPS, ASK:ASK:Have the goals been communicated

effectively?Is the team regularly assessing

progress on the plan?Is data being collected & analyzed?Are team members following through?Is the community aware of the

collaboration?Are you evaluating for outcomes?

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EVALUATIONEVALUATIONEvaluation is an ongoing processTells how well the strategies are

workingGuides changes/modifications to

the planDOES NOT need to be complexFind out what’s working & what’s

notFix what’s not

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EVALUATING EVALUATING EFFORTEFFORT

ASK:Are our efforts achieving our

Mission?What environmental factors have

inhibited or helped?Do we need new partners?Is our Plan being implemented?

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EVALUATING EVALUATING EFFECTIVENESSEFFECTIVENESS

ASK:Are we reaching the right people?Are we making an impact?What are the child/family

outcomes?What’s different?What happened that we didn’t

expect?Is our Plan still appropriate?

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EVALUATING EVALUATING EFFICIENCYEFFICIENCY

ASK:Are our goals attainable? Are

they being attained?Are our resources sufficient?Are we making the best use of

our talents & strengths?What can we do to be more

efficient?

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PARTNERSHIP SUCCESS PARTNERSHIP SUCCESS PRINCIPLESPRINCIPLES

TAKE YOUR TIME – DEVELOP THE PARTNERSHIP

DRAW FROM STRENGTHS OF ALLOPENNESS, HONESTY, MUTUAL RESPECT

ATMOSPHERE OF POSITIVE THINKING

RECOGNIZE & SEEK EXCELLENCE

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PARTNERSHIP SUCCESS PARTNERSHIP SUCCESS PRINCIPLESPRINCIPLES

HOLD TO THE VISIONABIDE BY RULESHONOR AGREEMENTSSYSTEMS-FOCUSED APPROACH

ADAPT TO CHANGEHAVE A SENSE OF HUMOR!

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BE A STAR! BE A STAR! COLLABORATION COMMERCIALCOLLABORATION COMMERCIAL

With a team, take 5 minutes to develop a 60 second commercial promoting and selling collaboration.

Commercials should be ONLY a paragraph, catchy, and include concepts learned.