Transcript Public Health - National Association Of Planning Councils

Collaboration
Dick Endress
President
Access DuPage
A Common Mindset
A conference is a place where people
who are individually powerless go to
decide collectively that they can’t do
anything.
Ambrose Bierce
But Consider This Possibility
A collaboration is a place where
people who are individually
powerless go to decide collectively
that they can make a significant
difference.
My Learning Curve – 4 Examples
Example #1 – Access DuPage
Inception: 2 DuPage County coalitions
identified the uninsured as a major issue
My Role: Process facilitator, then president
Current Outcome: 180 organizations,
working together, annually provide $33
million of medical care to the uninsured
My Learning Curve – 4 Examples
Example #2 – Positive Parenting DuPage
Inception: Topfer Family Foundation
identifies child abuse as a major concern
My Role: Process facilitator, then Chairman
of the Board
Current Outcomes: 85 organizations,
working together, provide education and
support to the parents of children 0-3
My Learning Curve – 4 Examples
Example #3 – DuPage Mental Health Access
Plan
Inception: DuPage County Chairman (with
orchestration) identifies mid-level mental
illness as a concern
My Role: Process facilitator
Current Outcomes: Phase I implemented &
working well; About 25 mental health
leaders form Mental Health Leadership
Council to plan for next phases
My Learning Curve – 4 Examples
Example #4 – DuPage Safety Net
Plan
Inception: DuPage County Chairman
(with orchestration) calls Healthcare
Summit to improve the Safety Net
My Role: Process facilitator
Current Outcomes: To be determined
Taking the DuPage County “Safety Net”
to the next plateau
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Jan. 18, 2007 – County Chairman
convenes Healthcare Summit
Assembled group agrees to form
Safety Net Council, responsible
for developing & funding improved
DuPage Safety Net
Safety Net Task Force chartered –
will make recommendations on May
30, 2007
Who attended the Healthcare Summit?
The Chief Executive Officers of:
 7 hospitals
 The county’s 2 largest physician groups (300+
physicians)
 DuPage County Government
 The Health Department
 The Medical Society
 The nation’s largest FQHC network (45 sites)
 The local “free clinic”
 DuPage Federation on Human Services
 The Illinois Hospital Association
 BlueCross/BlueShield of Illinois
 A large foundation
The vision of the future to which the
Safety Net Council committed itself
The DuPage County Safety Net
system will be a model for the
others to follow in managing the
health of low-income populations
effectively and efficiently across
the entire continuum of care
Strengths that the Safety Net Task
Force is building on
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Strong existing programs with
demonstrated results & credibility
Excellent set of existing partners
Culture of Collaboration
A developing integrated approach
Sufficient facilities & providers
Strong financial vitality
Strong internal & external relationships &
linkages
Some Probable Recommendations
from the Safety Net Task Force
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Rapid expansion of the FQHC network
Development of Specialty Clinic specifically
for low-income patients
Expansion of the Mental Health Access Plan
Initiation of a county-wide plan for oral
health
Adoption of “System integrators”
Expansion of Disease Management programs
Robust tracking and analysis capabilities
Coordinated political advocacy
The Basic Idea of Collaboration
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You can get a lot further addressing
a complex problem by working
together rather than by working
separately
Which of your organizations has all
of the resources required to
perfectly fulfill your organizational
mission?
Some Things that Enhance the
Prospect of Collaboration
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Trust
(noun) A firm belief in the honesty
and reliability of another.
(verb) To put something confidently in
the charge of another
Some Things that Enhance the
Prospect of Collaboration
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Trust
Relationships
How Change Really Works
Action
Opportunity
Possibility
Relationships
Some Things that Enhance the
Prospect of Collaboration
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Trust
Relationships
A strong sense of Mission
Why does your organization truly
exist? (Be honest)
Some Things that Enhance the
Prospect of Collaboration
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Trust
Relationships
A strong sense of Mission
“Enlightened” Self-Interest
Does anyone here not operate in their
own perceived self interest?
Some Things that Enhance the
Prospect of Collaboration
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Trust
Relationships
A strong sense of Mission
“Enlightened” Self-Interest
Leadership
The best definition of leadership I know
A leader is best
When people barely know that he exists,
Not so good when people obey and acclaim
him,
Worst when they despise him.
“Fail to honor people,
They fail to honor you;”
But a good leader, who talks little,
When his work is done, his aim fulfilled,
They will all say, “We did this ourselves.”
Lao Tzu Tao Te Ching (6th century B.C.)
Some things that diminish the prospect
of collaboration
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Fear
What exactly are you afraid of?
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Turf
What exactly are you protecting?
The Continuum of Collaboration
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Networking – Exchanging
information for mutual benefit
Cooperation – Exchanging
information and modifying activities
for mutual benefit
Coordination – Exchanging
information, modifying activities,
and sharing resources for mutual
benefit and to achieve a common
purpose
The Continuum of Collaboration
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Collaboration – Exchanging
information, modifying activities,
sharing resources, and enhancing
the capacity of another for mutual
benefit and to achieve a common
purpose by sharing risks, resources,
responsibilities, and rewards.
Asset Orientation
“If communities are viewed from their
needs, the policies and
interventions will be based on
needs. If they are viewed from
their assets, the policies and
interventions will be based on the
community’s capacities, skills, and
assets.”
Bernard J. Turnock, Public Health
Neighborhood Needs Map
Slum Housing
Pollution Drug
Abuse
Unemployment
Domestic
Violence
Broken
Alcoholism Families
Homelessness
Illiteracy
Child
Abuse
Abandonment
Dropouts
Teenage
Pregnancy
Crime
Truancy
Fear
Boarded-up
Buildings
Gangs
Lead Poisoning
Rat
Bites
Aids
Welfare
Dependency
Mental
Illness
Neighborhood Assets Map
Individual
Capacities
Religious
Organizations
Public
Schools
Personal
Income
Vacant Land,
Buildings, etc.
Libraries
Citizens
Associations
Associations of
Business
Energy/Waste Educational
Institutions
Resources
Interested individuals
Welfare
Expenditures
Police
Fire
Depts.
Hope
Individual
Cultural
Businesses
Organizations
Capital
Improvement
Expenditures
Parks
Hospitals Home-based
Enterprise
Social Service Agencies
Key Steps in Organizing Partnerships
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Recognize and define a concern
Get the right people involved
Get buy-in upfront
Organize the planning process
Develop a focus
Set goals and priorities
Develop a plan
Implement the plan
Evaluate outcomes
Refine & tinker towards success
Communicate successes and learning
Maintain commitments
Step One: Recognize and Define a
Concern
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Precisely what situation are you
trying to improve?
What is the “current reality”
regarding that situation?
 Fact
 Interpretation
Step One: Recognize and Define a
Concern
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How can you get other people to
recognize and believe your version
of current reality?
 The power of information,
succinctly and elegantly organized
 The power of stories
Data alone is not enough
Datum – a fact without relation to other
things
Information – Data that is processed to be
useful
Knowledge – A pattern of understanding
many elements within a broad yet defined
array of information that provides a high
level of predictability
Wisdom – A systemic understanding of the
fundamental principles embodied within
knowledge
Step Two: Get the Right People
Involved
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What organizations are crucial for the
success of the initiative?
What factors within those organizations
might influence the organization to
support the initiative?
Who are potential champions within each
organization? How can I get them
involved?
Who are my natural allies?
Step Two: Get the Right People
Involved
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Potential levers (i.e. why might someone
be willing to get involved?)
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Altruistic reasons
I believe in your cause
Pragmatic reasons
I can see some advantage for me
Personal reasons
I or someone I love has been affected by
this issue
Step Three: Get Buy-in Upfront
Step Three: Get Buy-in Upfront
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Call up and meet
Sit down and talk
The power of “conversations for
possibility”
Prepare and organize
The power of precise requests
Step Four: Design a Planning Process
Some elements of a well-designed
planning process
 Defined planning group composed of the
right people
 Regular meetings
 Clear and defined goal
 Specific timetable
 Accountability for a defined outcome
 Well-designed process
 Frequent communication & work between
meetings
Step Four: Design a Planning Process
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Who will play these key roles?
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Sponsor
Organizer
Facilitator
Leader
Worker
Advocate
Representative/liaison
Step Five: Develop a Focus
Answer:
One bit
at a time
Question:
How do
you eat an
elephant?
Step Six: Set Goals & Priorities
…she was a little startled by seeing the Cheshire
Cat on a bough of a tree a few yards off.
“Cheshire-Puss”, she began, rather timidly…
“Would you tell me, please, which way I ought
to go from here?”
“That depends a good deal on where you want to
get to”, said the Cat.
“I don’t much care where -----” said Alice.
“Then it doesn’t matter which way you go,” said
the Cat.
“----- so long as I get somewhere,” Alice added
as an explanation.
“Oh, you’re sure to do that,” said the Cat, “if you
only walk long enough.”
Lewis Carroll, Alice in Wonderland
Next Steps
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Develop a Plan
Implement the Plan
Evaluate Outcomes
How can you show me that things are
working well and that challenges
are being successfully addressed?
Tinker your way to Greatness
Remember:
The Titanic was
built by engineers
The Ark was built by
common folks
Don’t forget to:
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Celebrate successes
Learn from mistakes
Share your learning
Maintain commitments
Communicate…communicate…
communicate