PARTNERSHIPS AND COLLABORATION KYLIE HANSEN. BROUGHT TO YOU IN 50 MINUTES… What do we mean when we...

PARTNERSHIPS AND COLLABORATION

K Y L I E H A N S E N

BROUGHT TO YOU IN 50 MINUTES…

• What do we mean when we talk about collaboration?

• Why talk partnerships and collaboration?

• What kind of options are available?

• How do I create and maintain successful relationships?

• Other resources

WHO AM I?

WHAT DO WE MEAN BY COLLABORATION?

CO-DESIGN AND COLLABORATION

ENGAGEMENT CONSULTATION

COLLECTIVE IMPACT

COMMUNITY DEVELOPMENT, PARTICIPATION

IN PARTNERSHIP

‘WORKING TOGETHER’

Drawn loosely from IAP2, theories of community development and participation

Organisational/sectoral

Networking

Coordination of activity

Acquisitions

Mergers/Amalgamations

Collectiveimpact

Collaboration

Partnerships

WHY TALK PARTNERSHIPS AND COLLABORATION?

DRIVERS FOR CHANGE

Government policy and reform

Increasingly competitive funding environment (less $, largely tied)

Increasing focus on collaboration and collective impact (AND mergers…)

More funders (including government) are looking for demonstration of impact

Organisations are looking elsewhere to generate revenue and savings…

Increasingly need/demand AND recognition of unchanging systemic impact

MOVING THE NEEDLE – MENTAL HEALTH

Source: AIHW

MOVING THE NEEDLE – ATSI HEALTH AND WELFARE

Source: 2014 Overcoming Indigenous Disadvantage report

MOVING THE NEEDLE – HOMELESSNESS

Source: ABS, and 2014 Overcoming Indigenous Disadvantage report

Aboriginal and TSI Australians are 15x more likely to be staying in improvised dwellings tents or sleeping rough than non-Aboriginal or TSI Australians

INTERNAL QUESTIONS THAT MAY LEAD TO COLLABORATION• What is the BEST WAY to achieve our organisation’s

ultimate goal and vision?• Are we dealing with a complex problem?• Given everyone can’t do everything well,

• What one thing do we do brilliantly that we can offer for others?

• What one thing do we sometimes fall down on?• Can we complement our service to provide the best

possible value for clients?• Do we need some financial or non-financial

assistance in a particular area?• Is there a way to share compliance/administrative

costs?• Can we improve our governance and management?• Are we being called to expand regionally, inter-state,

internationally?

CHECK IN:WHAT KINDS OF

PARTNERSHIPS/COLLABORATION DO YOU HAVE IN PLACE?

WHAT ISSUES DO YOU FACE?

WHAT KIND OF OPTIONS ARE AVAILABLE?

HOW DO I CREATE THEM?

Organisational/sectoral

Networking

Coordination of activity

AcquisitionsMergers/Amalgamations

Collectiveimpact

Collaboration

Partnerships

NETWORKS

Formal/informal

Sector focused or Cross-sectoral

Owned or shared

Focused on client group, issue, area

Informing and coordinating activities

Face-to-face meetings, phone, online, informal

EFFECTIVE NETWORKS

People get value out of the network – personally or for the organisation

Secretariat or some follow-up

Topic focus rather than ONLY round-robin updates

Up-to-date information – funding, partnerships, etc

If it’s a longer meeting, have a break

People enjoy being a part of the network

Great facilitator/chair

Social feeling to the meetings/catch-upsFeeling of commitment and engagement, together

PARTNERSHIPS - SUB-CONTRACTS and FEE FOR SERVICE

A

B

SubContract

Adapted from Jackson McDonald WACOSS presentation

Service

$A B

AUSPICING

Adapted from Jackson McDonald WACOSS presentation

Fund Provider

Principal Organisation

Auspiced Organisation

$$ Services

Funded Project

MERGER

Adapted from Jackson McDonald WACOSS presentation

Assets & Liabilities

Winds Up

BA

Winds UpWinds UpA

NewEntity

B

KEY SUCCESS FACTORS

• Finding the right partner that adds value, spending time to do that

• A clear MoU • Includes dispute resolution or negotiation

processes• Consistency and clarity in roles and

responsibilities• Knowledge/understanding who might be out there

to complement your service offering• If funding bodies are involved, make sure they know

what you’re considering• Get the Board on board• Navigating desire for identity and brand recognition,

personalities and egos• Diverting energy and resources away from core

purpose or mission drift

MAINTAINING PARTNERSHIPSLESSONS LEARNT

OUTCOMES FOR CLIENTS/CONSUMERS/

SERVICE USERS

CONSTANT MONITORING, DEVELOPMENTAL EVALUATION, AND

CHECK IN ABOUT IT

RESOURCES

CollaborationNPC ‘Collaborating for Impact’http://www.thinknpc.org/publications/collaborating-for-impact/Collaboration for Impacthttp://www.collaborationforimpact.com/Collective Impacthttp://www.ssireview.org/articles/entry/collective_impactCynefin frameworkhttps://www.youtube.com/watch?v=N7oz366X0-8What is social network theory?http://socialnetworking.lovetoknow.com/What_is_Social_Network_TheoryOur Community – CIC conference (used to have tools and templates)https://www.ourcommunity.com.au/control/control_main.jsp

Tools and templatesDropIN – www.dropin.org.auManagement Support Online - http://www.wacoss.org.au/WACOSSManagementSupportOnline.aspx

RESOURCES

Collaboration and co-design with governmentDelivering Community Services in Partnership Policyhttps://www.finance.wa.gov.au/cms/Government_Procurement/Policies/Delivering_Community_Services_in_Partnership.aspxGuide to Partnering in Procurement (WACOSS and WA Health)http://www.wacoss.org.au/Libraries/Sector_Devel_Community_Sector_Funding_Reform_factsheets/12897_Partnering_in_Procurement.sflb.ashxFunding and Contracting Services – Engagement Principleshttps://www.finance.wa.gov.au/cms/Government_Procurement/Education_and_training/Not-for-profit_training/Not-for-Profit_Events.aspxAboriginal Youth Investment Principleshttps://www.dpc.wa.gov.au/Publications/Documents/Aboriginal%20Youth%20Services%20Investment%20Reforms.pdfDSS factsheets on collaborationhttps://www.dss.gov.au/our-responsibilities/families-and-children/programs-services/family-support-program/factsheet-collaboration