Presentation on theme: "1 Win-Win-Win Partnerships: Sustainability for Social Transformation April 21, 2006 Daniella Levine, JD, MSW Founder and Executive Director Human Services."— Presentation transcript:
1 Win-Win-Win Partnerships: Sustainability for Social Transformation April 21, 2006 Daniella Levine, JD, MSW Founder and Executive Director Human Services Coalition
2 Presentation Components Why I Care Prosperity Campaign & Imagine Miami: Incubator for Change Collaboration 101 Exercise: Evaluate Your Partnership Appreciative Exercise: Building Strong Partnerships University-Community Partnerships Strategies for Social Change Transactions Transformation
3 Why I Care… Our democracy hangs in the balance Our academic institutions play critical roles: Allow us to keep Americas promise of opportunity for all, building bridges for diverse communities and individuals Incubator for economic and social vitality Shape and reflect Americas and communitys vision, values and strategies Bring added value to communities increasingly squeezed for resources to address social need
4 Prosperity Campaign Links low wage workers and families to economic benefits to build economic sustainability Earned Income Tax Credit Food Stamps Medicaid and childrens health insurance Affordable housing Banking, credit repair, financial education Education and workforce training
5 Human Services Coalition Born 10 years ago: Promote human worth and dignity Promote effective, efficient, human health and human service Focused on economic and social justice: Building community prosperity Building capacity of individuals, organizations and community to build a just society Creating pipeline for innovation
6 Imagine Miami Civic change initiative to Build a Community and Economy that Work for All Move Miami from among poorest (#1 in 2000 census) to #1 in community prosperity Addresses: economic prosperity, civic health/unity, environmental sustainability, opportunity Sectoral and community-wide engagement Builds on assets and hope Creates pipeline for new kind of leadership
7 Chaordic Structures Non-hierarchical Multiple levels of ownership and creativity Knowledge flows from and to all levels Consistency of values, vision and brand Seeks deep personal, cultural, systemic, and structural change
8 Collaboration 101
9 Definition of Collaboration #1 Unnatural Act Among Consulting Adults Mutually beneficial and well-defined relationship entered into by two or more organizations/groups/individuals to achieve common goals Either/or Both/and?
10 Trends in Collaboration No longer the exception Multi-discipline, multi-sector Multi-sized organizations New leadership roles Funders playing different roles
11 Partnerships /Collaboration A Word By Any Other Name Alliance Coalition Commission Team Consolidation Consortium Cooperation Joint effort Joint powers League Merger Network Task force Confederation
12 The Intensity of Collaboration Cooperation Gshorter-term, informal relationships Gshared information only Gseparate goals, resources and structuresCoordination G longer-term effort around a project or task G some planning and division of roles G some shared resources, rewards and risk Collaboration G more durable and pervasive relationships G new structure with commitment to common goals G all partners contribute resources and share rewards & leadership Lower Intensity Higher Intensity
13 Exercise Identify partnerships that you are or have been involved in and place them using our intensity continuum.
14 Definition of Collaboration #2 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: F shared goals F a jointly developed structure and shared responsibility F mutual authority and accountability for success F sharing of resources, risk, and reward
15 Why we collaborate Mandates: from funder or employer) Community impact: increase scale and reach; more accessible, effective services; build community capacity Capacity: cant do it alone (knowledge, resources, skill) Mutual gains: clear and tangible wins for all, including efficiency, learning and fun! Self-interest and need: survival, shrinking resources To cope with change
16 Change--the only constant Diverse, complex social fabric Exponential growth of knowledge Increased reliance on grants and donations Measuring performance and impact Rise in strategic alliances Adaptation to technology-based world Boundaries dissolving: reintegration Blended Values
17 Collaboration Challenges F Time-consuming, over long periods F Process easily derailed by issues of competition, trust, mutuality F Complex layers of decision-making F Difficulties dividing benefits and responsibilities F Lack of skill, training and capacity to support collaboration
18 The Focus of Collaboration Administration Development/ Advocacy Service Delivery Low High Difficulty, Time, Impact Centralized purchasing, benefits programs Shared staff (bookkeeping, proposal writer) Co-location Asset management Board/staff development New funding streams Packaged funding requests Advocacy on policy issues, e.g., welfare reform, community violence, privatization Media/marketing campaigns Community forums Region-wide service delivery system Niche specialties shared through contracts New program development Coordinated I & R Staff exchanges Degree of Involvement
19 1.Create a vision & strategic framework 2.Organize the effort 3.Implement the plan 4.Ensure continuity concept paper, strategic or business plan operating agreement or charter results sustainability Stages of a Collaborative Relationship
20 Collaborative Structures Equal partners Honor different roles and strengths Fiscal agent or sponsor Convener Meeting facilitator Work groups or task forces Supporting network of partners
21 Elements of Collaboration Charter Mission/Purpose Values/Assumptions Vision Timeline, Milestones Membership Roles, responsibilities Policies Competition Guidelines Conflict of Interest Financial relationships Norms Participation Decision-making Communication Conflict Meetings
22 Wilder Research Center reviewed and summarized existing research (2001) Examined 281 studies on collaboration Identified 6 key areas (20 factors) that influence the success of collaborations Keys to Success
23 Supportive Environment Success Factors Leadership and Resources The Right Membership Appropriate Process and Structure Effective Communication Clear, Shared Purpose
24 20 Factors Influencing Successful Collaborations The Environment 1.History of collaboration or cooperation 2.Collaborative group seen as a leader in the community 3.Political/social climate favorable
26 Membership 7.Mutual respect, understanding, and trust 8.Appropriate representation 9.Members see collaboration as in their self-interest 10.Ability to compromise
27 Process/Structure 11.Members share a stake in both process and outcomes 12.Multiple layers of decision making 13.Flexibility 14.Clear roles and policy guidelines 15.Adaptability 16.Appropriate pace of development
28 Communication 17. Open and frequent communication 18. Established informal and formal communication links Resources 19. Sufficient funds 20. Skilled convener
29 Assessment Tool Uses Prior to forming a collaboration, use the tool to assess the readiness of your organization to participate in a collaboration Once in a collaboration, use the tool to decide how you are doing as a group Use the tool to begin discussion on tough issues
30 Exercise: Evaluate Your Partnership Use the tool to think through your partnership success factors. What is likely to work and what may cause some problems?
31 Partnership Red Lights A joint proposal without a common mission or strategy – divide the funding Proposals that focus on process and not outcomes Lack of board support for the collaboration No plans or resources to build the structure and relationships over time Funding one agency when effort is supported by several agencies Fiscal agent/lead operates the program while the other collaborators watch
32 Current Thinking Means to an end and not an end Goal: greater results, scale, reach, efficiencies Breakthrough results rather than small changes (e.g. scale, systems change) Forced marriages rarely work Form follows function; only the structure needed Few collaborations save money Added costs: planning, coordination, staff time, promotion and communication
33 Concept: Appreciative Inquiry Invented at Case Western Business School Focuses on what works, rather than what does not A positive approach to find solutions Energy liberated for creativity and new ideas Over focus on problems blocks solutions
34 Partnerships that Work: Appreciative Reflection Remember a time when you were in a partnership that was effective, rewarding and mutually beneficial What did that feel like? What were the features that made that partnership successful? What might you apply from that partnership to your current partnership to enhance it?
35 University-Community Partnership Challenges University culture & bureaucracy University incentives University schedule Unequal resources Unequal rewards Overwhelming community need Community suspicion Politics Sustainability: More than a project?
36 Positive Practices CLIMATE: Recognize, celebrate, mentor, reflect COLLABORATE: Co-teach; formal agreements; clarify mutual expectations and benefits; joint proposal development; active advisory boards; plan evaluation at outset; build mutual trust & prepare for conflict Share power, resources, control, credit; open & honest communication: TAKE TIME! Volunteers vs. internsprepare Create resource guides, link websites, joint seminars, community access to university resources (e.g. library, gym), cut red tape
37 Positive Practices CURRICULAR INTEGRATION: Support faculty to integrate learning objectives; model syllabi; engage community in curricula design; alternative forums for reflection (brown bags, issue guides); clearly define purpose of community involvement; integrate interdisciplinary perspective; consider policy implications and advocacy.
38 Positive Practices FACULTY DEVELOPMENT: Appoint faculty coordinator and faculty mentors; nurture those with community interests; externships in community; orientation; promotion incentives; job descriptions PROGRAM DEVELOPMENT: Integrative empowerment evaluation with stakeholder feedback and ownership; designated space; annual work plan; marketing plan; focus on quality over quantity.
39 Positive Practices STUDENT PARTICIPATION: Program ambassadors and assistants; facilitate reflection; advisory boards; present to university and community groups and boards; development of collaborative leadership skills In class presentations; school and community recognition; student designed projects
40 Positive Practices SUSTAINABILITY: Incorporate into strategic framework; tie to recruitment, retention & workforce development; include in accreditation and other reports Adequate staffing and high profile champions in school and community; mandatory community participation Commitment to academic excellence Demonstrate value and reciprocity with community CONTINOUSLY QUESTION REALITY!
41 SO WHAT? An end and a means… A laboratory for change & sustaining change…
42 Social Change: --Levels Individual Cultural Organizational Systemic Structural
43 Social Change: --Individual Resiliency: capacity to adapt to change Attitude Values Culture Behavior
44 Social Change: --Systemic and Structural PROCESS vs. PRODUCT CAPACITY BUILDING vs. RESULTS IMAGINATION vs. IMPACT Consensus building Direct action organizing Policy advocacy Charismatic leadership ALL NEEDED AT SOME POINT
45 Transaction vs. Transformation Outputs Outcomes Impacts How do we get there? Invest in building capacity… Personal role (go back to individual change slide) Institutional role Community role Societal role Resilience, spiral dynamics, integral theory, authentic leadership
46 Thank you… Daniella Levine Human Services Coalition 260 NE 17 th Terrace, Suite 200 Miami, Florida x 19