Transcript Outcome Accountability for Prevention Programs

Keys to Collaboration
Julie Collins MSW, LCSW
Region IV CWCI Meeting
Charleston, SC
February 19-21, 2007
FRIENDS National Resource Center for Community Based Child Abuse Prevention
A Service of the Children’s Bureau
What we will cover:
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Purpose of this presentation
Where you have come
Definition of Collaboration
What it takes
Assessing your collaboration
Preparation for break out groups
Feedback
Wrap up
Purpose:
• Requirements for collaboration
• Work already going on as a result of
CWCI
• Feedback that there is a need for more
info about sustaining collaboration
• Assess process of the collaboration as a
way of identifying strengths and areas to
focus further work to sustain it
• Review of what has been found
• Planning for moving the collaboration
forward
Collaboration Continuum:
• Networking
– Exchanging information for mutual benefit
• Cooperation
– Exchanging information and altering activities for
mutual benefit and common purpose
• Coordination
– Exchanging information, altering activities, and
sharing resources for mutual benefit and a common
purpose
• Collaboration
– Exchanging information, altering activities, and
sharing resources, and enhancing each other’s
capacity for mutual benefit and a common purpose
Adapted from PCA presentation for FRIENDS
Collaboration
Continuum
Collaboration
Continuum
Collaborate
Cooperate
Coordinate
Communicate
Compete
Co-exist
Definition of Collaboration:
Collaboration 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 mutual relationships
and goals; a jointly developed structure
and shared responsibility; mutual
authority and accountability for success;
and sharing of resources and rewards.
Title II of CAPTA, reauthorized in June 2003
Definition of Collaboration
It is a mutually beneficial relationship between
two or more parties to achieve common
goals.
The relationship includes a commitment to
mutual relationship goals; a jointly developed
structure and shared responsibility; mutual
authority and accountability for success; and
sharing of resources and rewards.
(Collaboration: What Makes it Work, 2nd ed. 2001, p.4)
Collaboration Basics
The beginning of “togetherness”
• Build and maintain trust so collaborative partners are
able to share information, perceptions and feedback
and work as a cohesive team.
• Find common ground and commit to shared vision
• Agree on core values to guide collaborative work
• Enlist support and involvement of key partners
including community members and service
participants
• Understand how each service system works and
roles/responsibilities of your partners
• Develop a common language
Collaboration Basics
The beginning of “togetherness”
• Respect the knowledge and experience each
person brings
• Honor all voices and address the issues they
raise
• Assume best intentions of all partners
• Agree to recognize strengths, accept
limitations and address needs
• Agree to share decision making, risk taking
and accountability
• Establish method and entity to formalize
ongoing collaboration
Collaboration Basics
The business of “togetherness”
Developing the work plan
• Leadership – selecting a valued champion –
convener, catalyst, facilitator and shepherd
• Roles and Responsibilities – Delineating and
Codifying through Memoranda of
Agreements or Understanding (MOA/MOU)
and Protocols
• Policy changes – legislative, regulatory,
procedural
• Resources needs - $, staff, training, admin
costs, etc.
Collaboration Basics
The business of “togetherness”
Developing the work plan (cont.)
• Model development and strategies for
implementation
• Action steps, timelines and measurable goals
• Decision making, problem solving and
conflict resolution
• Information sharing and confidentiality
Collaboration Basics
The business of “togetherness”
Developing the work plan (cont.)
• Track, document and evaluate results
• Make mid-course corrections as warranted
• Nurture commitment and ability of all to carry
out the work
• Build capacity while implementing (if
possible)
• Celebrate each and every success
Collaboration Basics
The challenges of “togetherness”
• Reforms are inherently very difficult
• Takes time –
– to develop relationships and trust
– to design, implement, refine and “stick”
• Turf issues are continuously revisited
• Results determine viability
• Sustainability is contingent on $ and
leadership
• Change in political “winds” is always
disruptive
Lessons Learned for What Works
• Relationships and trust are key to making it
work
– This is what gets you through the rough spots and
the tough conversations
– Facilitator or neutral person can help with this
• Leadership
– At all levels
• Shared vision
– To get at interpersonal and turf issues
Lessons Learned for What Works
• Be result focused
– Make sure it is win-win for everyone
• Role of family
– Help maintain the focus and will become strong
advocates for what is created
• Training
– Needs to be ongoing
• Funding
– Not just about the money
– Many partners have resources that could be
helpful as well as many great ideas and energy
Handout
Cooperation, Coordination, Collaboration
ENVIRONMENT
• A. History of collaboration or
cooperation in the community
• B. Collaborative group seen as a
legitimate leader in the community
• C. Favorable political and social
climate.
MEMBERSHIP CHARACTERISTICS
• A. Mutual respect, understanding and
trust
• B. Appropriate cross section of
members
• C. Members see collaboration as in
their self-interest
• D. Ability to compromise
PROCESS AND STRUCTURE
• A. Members share a stake in both process
and outcome
• B. Multiple layers of participation
• C. Flexibility
• D. Development of clear roles and policy
guidelines
• E. Adaptability
• F. Appropriate pace of development
COMMUNICATION
• A. Open and frequent communication
• B. Established informal relationships
and communication links
PURPOSE
• A. Concrete, attainable goals and
objectives
• B. Shared vision
• C. Unique purpose
RESOURCES
• A. Sufficient funds, staff, materials and
time.
• B. Skilled leadership
Instructions
• Read each item
• Circle the number that indicates how much
you agree or disagree with each item
• Do not skip any items (if you do not know,
select 3)
• Do not pick between numbers, pick the lower
of the two if you cannot decide.
• Complete individually, then compile your
state’s scores for each factor.
Scoring your group
• Add together all the ratings for the items
related to each factor
• Divide by the total number of ratings for those
items.
• This will yield an average score for each
factor.
• You should end up with 20 numbers ranging
on a scale from 1 to 5.
Interpreting your scores
• Scores of 4.0 or higher show a strength
and don’t need special attention
• Scores from 3.0 to 3.9 are borderline
and should be discussed by the group
to see if they deserve attention
• Scores of 2.9 or lower reveal a concern
and should be addressed.
Contact Information:
• Julie Collins, FRIENDS NRC for CBCAP,
703-412-2411, [email protected]
• Alicia Luckie, FRIENDS T/TA
Coordinator, 334-567-3291,
[email protected]
• Theresa Costello, Director NRCCPS,
505-345, 2444, [email protected]
• www.friendsnrc.org
• www.nrccps.org