Mindsets & Tools for Collaborating in Primary Care29th March 2012Trish Hall, Director

What I bring

• Experience in mentoring, facilitating and evaluating partnerships, brokers in NZ and globally.

• Twenty years of organisation, leadership development and facilitation in government, business and NGO sectors.

• International accreditation with distinction as Partnership Broker – now mentor on this scheme.

• Professional background in community development, and leadership roles in social services organisations.

Trish Hall

Collaborating Continuum - tool

Relationship Description

Relationship Characteristics

Coexistence

Self Reliance

PartnershipCo-ordination

and Collaboration

CooperationCommunication

Shared Information

Shared Resources Shared Work Shared

Responsibility

No formal communication

Policies & services developed in isolation

Autonomy emphasised

May have common concerns

Informal meetings e.g. web exchanges

Irregular exchange of practices

Autonomy retained

Getting together on common interests.

Occasional . face-to-face meetings

Exchange of staff, info, practices

Autonomy reduced

Getting together on common projects

Sharing on a regular formal basis

Regular exchanges & specific undertakings

Autonomy further reduced

Working together on shared projects

Formal partnership

Working together to common goals

Shared policies & or practices and work plan

Shared risks and benefits

Balancing organisational and partnership interests

Adapted from: Eppel, E,; et al; (July 2008). Better Connected Services for Kiwis. Institute of Policy Studies, Victoria University of Wellington.

Cross-sector Partnerships – What they are• Two or more cross-sector organisations working

jointly to accomplish a compelling goal, which is unachievable by one organisation on its own

• Partners pool resources, talents, responsibilities for mutual benefits

• Share risks, benefits and success

Partnerships work best when

• Compelling goal is complex and most important to each partner

• Hooks into each organisation’s strategic direction

• Risks and costs in resources and time taken into account

• Benefits and opportunities strongly outweigh risks

• Innovation is needed on the goal

Goals of Partnerships – 3 Levels

Partnering Mindset

Organisation’s ‘Position’

Shared interestsPotential to extend shared interest

Specific Interests

“Scratch below the surface of any successful partnership and you will invariably find someone (indeed often more than one) who has taken on the role of partnership ‘broker’, even if intuitively or unofficially. Their hard work behind the scenes may not be formally acknowledged and it may not even be obvious, but without it the partnership would have been significantly less successful, if indeed it got started at all. ”

Ros Tennyson in The Brokering Guidebook, 2005.

Ready to say “Yes” to partnering?√ Can’t achieve what we want to on our own

√ Others can add significant value to our goals

√ Willing to help others achieve their goals

√ Willing to share power, decision making and accountability

√ In for the long term, want on-going relationships

√ Time and energy to give to partnering

√ Flexibility as to how goals are reached

√ Prepared to share risks and benefits

Lessons from Partnering

• Have a shared goal that also brings benefits to each partner.

• Time, energy and skill given to building partnership – commit people and time resources

• Flexibility and ‘space’ to be inventive together• Continually take lessons from partnering back

into your organisation• Review, develop, refresh the partnership.

Evolve, scale up or exit with care!

You’d like more? Visit…

www.thoughtpartners.co.nz www.partnershipbrokers.org/

CONTACT: TRISH HALLtrish@thoughtpartners.co.nz (04) 472 1212