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An Introduction to An Introduction to CollaborationCollaboration

Louis Rowitz, PhDLouis Rowitz, PhD

DirectorDirectorMid-America Regional Public HealthMid-America Regional Public Health

Leadership InstituteLeadership Institute

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Collaboration is a mutually beneficial Collaboration is a mutually beneficial relationship between two or more relationship between two or more

individuals in organizations who work individuals in organizations who work toward common goals by sharing toward common goals by sharing

responsibility, authority and accountability responsibility, authority and accountability for achieving resultsfor achieving results

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The purpose of collaboration The purpose of collaboration is to create a shared vision is to create a shared vision

and joint strategies to address and joint strategies to address concerns that go beyond the concerns that go beyond the

agenda of the particular agenda of the particular groups’ membersgroups’ members

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Through collaboration in addressing Through collaboration in addressing public concerns, citizens can and do public concerns, citizens can and do

develop a different kind of civic culture develop a different kind of civic culture that makes their agencies or communities that makes their agencies or communities and regions stronger and more effectiveand regions stronger and more effective

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UNDERSTANDING THE UNDERSTANDING THE CONTEXT OF CONTEXT OF

COLLABORATION:COLLABORATION: Identify the problem typeIdentify the problem type Understand what makes leadership difficultUnderstand what makes leadership difficult Identify the relevant communityIdentify the relevant community Assess the extent of shareholder agreementAssess the extent of shareholder agreement Evaluate the community’s capacity for changeEvaluate the community’s capacity for change Identify where the problem/issue can be most Identify where the problem/issue can be most

effectively addressedeffectively addressed

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THE KEYS TO SUCCESSFUL THE KEYS TO SUCCESSFUL COLLABORATION:COLLABORATION:

Good timing and clear needGood timing and clear need Strong stakeholder groupsStrong stakeholder groups Broad-based involvementBroad-based involvement Credibility and openness of processCredibility and openness of process Commitment and/or involvement of high level, Commitment and/or involvement of high level,

visible leaders (e.g. elected officials)visible leaders (e.g. elected officials) Support of acquiescence of established authority or Support of acquiescence of established authority or

powers (e.g. board of health or county board)powers (e.g. board of health or county board) Overcoming mistrust or skepticismOvercoming mistrust or skepticism

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ORGANIZATIONAL STEPS ORGANIZATIONAL STEPS IN COLLABORATIONIN COLLABORATION

(JOHNSON, GROSSMAN, AND CASSIDAY)(JOHNSON, GROSSMAN, AND CASSIDAY)

Agree on the mission, values, and Agree on the mission, values, and principles of the effortprinciples of the effort

Agree on a process with ground rules for Agree on a process with ground rules for working togetherworking together

Design organizational structureDesign organizational structure Determine meeting guidelinesDetermine meeting guidelines

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THE KEYS TO SUCCESSFUL THE KEYS TO SUCCESSFUL COLLABORATION (CONT’D):COLLABORATION (CONT’D):

Strong leadership of the process Strong leadership of the process (strategic leadership)(strategic leadership)

Interim successesInterim successes Shift to broader concerns of the Shift to broader concerns of the

communitycommunity

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ORGANIZATIONAL STEPS IN ORGANIZATIONAL STEPS IN COLLABORATION:COLLABORATION:

Define rules and responsibilitiesDefine rules and responsibilities Create an effective process for Create an effective process for

communicationcommunication Coordinate budget and fund developmentCoordinate budget and fund development Link with other effortsLink with other efforts

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ORGANIZATIONAL STEPS IN ORGANIZATIONAL STEPS IN COLLABORATION(CONT’D):COLLABORATION(CONT’D):

CelebrateCelebrate Promote the effortPromote the effort Build the leadership capacity of all Build the leadership capacity of all

stakeholdersstakeholders Enlist technical assistance and supportEnlist technical assistance and support

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CIVIC COMMUNITIES:CIVIC COMMUNITIES:

BUILDING SOCIAL CAPITALBUILDING SOCIAL CAPITAL

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STAKEHOLDER ISSUESSTAKEHOLDER ISSUES

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STAKEHOLDER DETERMINATION:STAKEHOLDER DETERMINATION:

What are the perspectives necessary to What are the perspectives necessary to credibly and effectively define credibly and effectively define problems/issues and create solutions?problems/issues and create solutions?

Who are the people who can speak for these Who are the people who can speak for these perspectives?perspectives?

What are the interests that must be represented What are the interests that must be represented in order to reach agreements that can be in order to reach agreements that can be implemented?implemented?

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MEMBERS SEE COLLABORATION MEMBERS SEE COLLABORATION AS IN THEIR SELF-INTERESTAS IN THEIR SELF-INTEREST

Collaborating partners believe the Collaborating partners believe the benefits of collaboration will benefits of collaboration will

offset costs such as loss of offset costs such as loss of autonomy and “turf”autonomy and “turf”

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ABILITY TO COMPROMISEABILITY TO COMPROMISE

Collaborating partners are able to Collaborating partners are able to compromise since the many compromise since the many

decisions within a collaborative decisions within a collaborative effort cannot possibly fit the effort cannot possibly fit the preferences of every member preferences of every member

perfectlyperfectly

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FACTORS INFLUENCING FACTORS INFLUENCING THE SUCCESS OF THE SUCCESS OF

COLLABORATION:COLLABORATION:

Factors related to Factors related to processes/structureprocesses/structure

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Models of CollaborationModels of Collaboration

Team Coalition Alliance Partnership

Multiple Organization Models

Single OrganizationModel

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MEMBERS SHARE A STAKE IN MEMBERS SHARE A STAKE IN BOTH PROCESSES ANDBOTH PROCESSES AND

OUTCOMEOUTCOME

Members of a collaborative group Members of a collaborative group feel “ownership” of both the way feel “ownership” of both the way the group works and the results or the group works and the results or

product of its workproduct of its work

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MULTIPLE LAYERS OF MULTIPLE LAYERS OF DECISION-MAKINGDECISION-MAKING

Every level (upper management, Every level (upper management, middle management, operations) middle management, operations) within each organization in the within each organization in the collaborative group participates collaborative group participates

in decision makingin decision making

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FLEXIBILITYFLEXIBILITY

The collaborative group remains The collaborative group remains open to varied ways of open to varied ways of organizing itself and organizing itself and

accomplishing its workaccomplishing its work

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DEVELOPMENT OF CLEAR DEVELOPMENT OF CLEAR ROLES AND POLICY GUIDELINESROLES AND POLICY GUIDELINES

The collaborating partners clearly The collaborating partners clearly understand their roles, rights, and understand their roles, rights, and responsibilities and how to carry responsibilities and how to carry

out these responsibilitiesout these responsibilities

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ADAPTABILITYADAPTABILITY

The collaborative group has the The collaborative group has the ability to sustain itself in the ability to sustain itself in the

midst of major changes, even if it midst of major changes, even if it needs to change some major needs to change some major

goals, members, etc. in order to goals, members, etc. in order to deal with changing situationsdeal with changing situations

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FACTORS INFLUENCING THE FACTORS INFLUENCING THE SUCCESS OF COLLABORATION:SUCCESS OF COLLABORATION:

Factors related to Factors related to communicationcommunication

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OPEN AND FREQUENT OPEN AND FREQUENT COMMUNICATIONCOMMUNICATIONCollaborative group members Collaborative group members

interact often, update one interact often, update one another, discuss issues openly, another, discuss issues openly,

convey all necessary information convey all necessary information to one another and to people to one another and to people

outside the groupoutside the group

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ESTABLISHED FORMAL ESTABLISHED FORMAL AND INFORMAL AND INFORMAL

COMMUNICATION LINKSCOMMUNICATION LINKSChannels of communication can exist Channels of communication can exist

on paper, so that information flow on paper, so that information flow occurs. In addition, members occurs. In addition, members

establish personal connections-establish personal connections-producing a better, more informed, producing a better, more informed, and cohesive group working on a and cohesive group working on a

common projectcommon project

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FACTORS INFLUENCING FACTORS INFLUENCING THE SUCCESS OF THE SUCCESS OF

COLLABORATION:COLLABORATION:

Factors related to Factors related to purposepurpose

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CONCRETE, ATTAINABLE CONCRETE, ATTAINABLE GOALS AND OBJECTIVESGOALS AND OBJECTIVES

Goals and objectives of the Goals and objectives of the collaborative group are clear to collaborative group are clear to all partners and can realistically all partners and can realistically

be attainedbe attained

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SHARED VISIONSHARED VISIONCollaborating partners have the Collaborating partners have the same vision, with clearly agreed same vision, with clearly agreed

upon mission, objectives, and upon mission, objectives, and strategy. The shared vision may strategy. The shared vision may

exist at the outset of the exist at the outset of the collaboration or the partners may collaboration or the partners may

develop a vision as they work develop a vision as they work together.together.

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UNIQUE PURPOSEUNIQUE PURPOSE

The mission and goals or The mission and goals or approach of the collaborative approach of the collaborative

group differ, at least in part, from group differ, at least in part, from the mission and goals or the mission and goals or

approach of member approach of member organizationsorganizations

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FACTORS INFLUENCING THE FACTORS INFLUENCING THE SUCCESS OF SUCCESS OF

COLLABORATIONCOLLABORATION

Factors related to Factors related to resourcesresources

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SUFFICIENT FUNDSSUFFICIENT FUNDS

The collaborative group has an The collaborative group has an adequate, consistent financial adequate, consistent financial base to support its operationbase to support its operation

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SKILLED CONVENERSKILLED CONVENER

The individual who convenes the The individual who convenes the collaborative group has collaborative group has

organizing and interpersonal organizing and interpersonal skills, and carries out the role skills, and carries out the role

with fairness. Because of these with fairness. Because of these characteristics (and others), the characteristics (and others), the convener is granted respect or convener is granted respect or

“legitimacy” from the “legitimacy” from the collaborative partnerscollaborative partners

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STRATEGIES FOR WORKING STRATEGIES FOR WORKING TOGETHERTOGETHER

NETWORKINGNETWORKING COORDINATIONCOORDINATION COOPERATIONCOOPERATION COLLABORATIONCOLLABORATION COLLABORATIVE NETWORKSCOLLABORATIVE NETWORKS

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GOVERNANCE BY NETWORKSGOVERNANCE BY NETWORKS(GOLDSMITH AND EGGERS)(GOLDSMITH AND EGGERS)

THIRD PARTY GOVERNMENTTHIRD PARTY GOVERNMENT JOINED-UP GOVERNMENTJOINED-UP GOVERNMENT THE DIGITAL REVOLUTIONTHE DIGITAL REVOLUTION CONSUMER DEMANDCONSUMER DEMAND

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Success in the public sector involves reshaping Success in the public sector involves reshaping public sector enterprises in ways that increase public sector enterprises in ways that increase public value in both the long and the short public value in both the long and the short termterm

Mark MooreMark Moore

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CDC GOALS IMPLEMENTATION CDC GOALS IMPLEMENTATION PLANPLAN

SYSTEMS THINKING IN ACTIONSYSTEMS THINKING IN ACTION

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LEADERSHIP

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VALU

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IMPLEMENTATION

EVALUATION

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POLICY DEVELOPMENT

POLI

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ASSESSMENT

POLICY

DEVELOPMENT

ASSURANCEPOLICY DEVELOPMENT

ASSU

RAN

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ASSU

RAN

CE

ASSURANCE

POLICY

DEVELOPMENT

A SYSTEM APPROACH TO PUBLIC HEALTH LEADERSHIP A SYSTEM APPROACH TO PUBLIC HEALTH LEADERSHIP

AND APPLICATIONS OF THE CORE FUNCTIONSAND APPLICATIONS OF THE CORE FUNCTIONS

Rowitz, p. 88, Figure 5-3

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CDC’S STRATEGIC IMPERATIVESCDC’S STRATEGIC IMPERATIVES

HEALTH IMPACT FOCUSHEALTH IMPACT FOCUS CUSTOMER-CENTRICITYCUSTOMER-CENTRICITY PUBLIC HEALTH RESEARCHPUBLIC HEALTH RESEARCH LEADERSHIPLEADERSHIP GLOBAL HEALTH IMPACTGLOBAL HEALTH IMPACT ACCOUNTABILITYACCOUNTABILITY

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HEALTH PROTECTION GOALS IHEALTH PROTECTION GOALS I

HEALTHY PEOPLE IN EVERY STAGE OF HEALTHY PEOPLE IN EVERY STAGE OF LIFELIFE

START STRONGSTART STRONG GROW SAFE AND STRONGGROW SAFE AND STRONG ACHIEVE HEALTHY INDEPENDENCEACHIEVE HEALTHY INDEPENDENCE LIVE A HEALTHY,PRODUCTIVE, ANDLIVE A HEALTHY,PRODUCTIVE, AND SATISFYING LIFESATISFYING LIFE LIVE BETTER LONGERLIVE BETTER LONGER

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HEALTH PROTECTION GOALS IIHEALTH PROTECTION GOALS II

HEALTHY PEOPLE IN HEALTHY PLACESHEALTHY PEOPLE IN HEALTHY PLACES HEALTHY COMMUNITIESHEALTHY COMMUNITIES HEALTHY HOMESHEALTHY HOMES HEALTHY SCHOOLSHEALTHY SCHOOLS HEALTHY WORKPLACESHEALTHY WORKPLACES HEALTHY HEALTHCARE SETTINGSHEALTHY HEALTHCARE SETTINGS

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HEALTHY INSTITUTIONSHEALTHY INSTITUTIONS HEALTHY TRAVEL ANDHEALTHY TRAVEL AND RECREATIONRECREATION

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HEALTH PROTECTION GOALS IIIHEALTH PROTECTION GOALS III

PEOPLE PREPARED FOR EMERGING HEALTH PEOPLE PREPARED FOR EMERGING HEALTH THREATSTHREATS

PREVENTIONPREVENTION DETECTION AND REPORTING(3 GOALS)DETECTION AND REPORTING(3 GOALS) INVESTIGATIONINVESTIGATION CONTROLCONTROL RECOVER(2 GOALS)RECOVER(2 GOALS) IMPROVEIMPROVE

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HEALTH PROTECTION GOALS IVHEALTH PROTECTION GOALS IV

HEALTHY PEOPLE IN A HEALTHY HEALTHY PEOPLE IN A HEALTHY WORLDWORLD

HEALTH PROMOTIONHEALTH PROMOTION HEALTH PROTECTIONHEALTH PROTECTION HEALTH DIPLOMACYHEALTH DIPLOMACY

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MoralMoralLeadership is always about Leadership is always about

collaboration. Successful leaders collaboration. Successful leaders never do it alone. never do it alone.