chapter 15 partnerships and collaboration: critical components to promoting health
DESCRIPTION
Chapter 15 Partnerships and Collaboration: Critical components to Promoting Health. “…partnerships successfully bring people together, expand resources, and focus on a problem of community concern better than any single group or agency could do alone….”. - PowerPoint PPT PresentationTRANSCRIPT
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Frances Butterfoss, Coalitions and Partnerships in Community Health, 2007
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Unclear, unrealistic or vague goals Unclear, unrealistic or vague roles,
responsibilities, processes Insufficient authority (or responsibility without
authority) Low trust; poor communication Poor follow-through Costs to members exceed benefits
Unclear, unrealistic or vague goals Unclear, unrealistic or vague roles,
responsibilities, processes Insufficient authority (or responsibility without
authority) Low trust; poor communication Poor follow-through Costs to members exceed benefits
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Environment Membership characteristics Process and Structure Communication Purpose Resources
Ref: Mattessich and Murray-Close, Collaboration: What Makes It Work? 2001
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History of community collaboration/ cooperation
Group seen as legitimate leader in community, reliable and competent
Favorable political & social climate
Mutual respect, understanding & trust
Appropriate cross-section of members
Members see collaboration as in their self-interest
Share a stake in both process & outcome
Ability to compromise Participation from
multiple levels of organizations
Source:: Mattessich and Murray-Close, Collaboration: What Makes It Work? 2001
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Clear roles, rights, and policy guidelines
Adaptability Appropriate pace of
development Open & frequent
communication Informal relationships
and communication links
Flexibility Concrete, attainable
goals and objectives Shared vision Unique purpose Sufficient funds, staff,
materials, time Skilled leadership
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Public’s Interests Partners’ Interests
Your Organization’s Interests
Common Interest Space
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1. Prepare/ Groundwork2. Organize Partnership/Develop Action
Plan3. Implement Action Plan/Monitor
Progress4. Evaluate5. Sustain Partnership
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Determine public health problem, goals, and affected populations
Conduct a preliminary analysis of the problem Assess the need for a partnership Identify potential partners/ stakeholders Assess potential partners’ appropriateness Convene a core group of potential partners Identify other potential members
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This step involves two simultaneous sets of activities:
developing an action plan
organizing the partnership
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Convene an initial meeting of the partnership
Systematically assess the problem
Identify leverage points and shared investments, partner skills and resources
Define a shared vision, mission, and goals supported by all members
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Develop an Action Plan: Outline specific objectives and steps to achieve each goal; set a timeframe for each objective
Identify quick wins: Decide which goals/strategies will be addressed first
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Ensure the partnership has characteristics for success not failure
Ensure that partners’ needs are met Delineate roles, responsibilities, and commitments Delineate financial needs and resources Prepare appropriate legal documents and obtain
approval
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Establish clear ground rules or by-laws
Determine: Governance structure Stable and committed leadership Roles, responsibilities and expectations of partners Decision-making processes Frequency, location, and duration of meetings Partners’ involvement in planning and priority
setting
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Establish clear ground rules or by-laws (cont.)
How work will be done (e.g., work groups, committees)
How progress will be communicatedHow basic tasks will be accomplishedHow to credit members’ contributionsHow to have clear lines of
communication
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Develop and maintain tracking system to record progress of partnership
Adjust goals, objectives and steps
Provide oversight to partner commitments and ensure adherence to action plan
Reward and recognize contributions of partners
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Maintain consistent communication
Ensure regular opportunities for informal contact
Publicize successes
Share new materials and information that are relevant to their organization and partnership
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Evaluation
should be planned from the beginning, not left until the end
should be on-going process throughout the life of the partnership.
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• Develop evaluation system that is S.M.A.R.T.
-- Specific,
-- Measurable,
-- Appropriate,
-- Realistic, and
-- Time-framed
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Determine: What will be measured, when, how, and by whom How the data will be collected and by whom Who will analyze the results How the results will be shared How the results will be used to modify the action plan
and partnership processes Evaluate: process, impact, outcome
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Factors important in planning and implementing a partnership continue to play a role in maintenance of a partnership
(e.g. leadership, degree of formalization, membership, management conflict, difference in member contributions and involvement)
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Common organizational problems once partnership is operationalized:
Failure to produce desired outcomesLack of administrative support for partnership
activitiesThreats to autonomy of membersLack of consensus about membership or
structureDisagreements about responsibilitiesInadequate attention to other priorities
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Focus on team-building, decision-making and consensus development
Adhere to established ground rules and lines of authority already established
Monitor progress of activities: Track evaluation measures and keep members informed through newsletters, special mailings, distribution of minutes, conference calls, etc.
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Be able to document or demonstrate outcomes of the partnership
Secure resources from internal and/or external sources
Review the range of partners Create processes for recognizing and celebrating
achievements Communicate clearly and frequently with members Communicate with the public and the press