developing strong campus-community coalitions … strong campus-community coalitions ......
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Developing Strong Campus-Community Coalitions
Washington State College Coalitionfor Substance Abuse Prevention
September 8, 2006Western Washington University
Lara Welker, MPHWestern Washington University-Bellingham Campus Community Coalition
(360) 650-6863 [email protected]
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Principles of Collaboration
A continuum of “working together”Stages of collaborationElements of effective coalitionsBenefits and challenges of collaboration
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A continuum of “working together”
Networking Exchanging information for mutual benefit.
CoordinatingExchanging information and altering activities
for mutual benefit and to achieve a common purpose.
CooperationExchanging information, altering activities, and sharing resources for mutual benefit
and to achieve a common purpose.
CollaborationExchanging information,
altering activities, sharing resources, and enhancing the capacity
of another for mutual benefit and to achieve a common purpose.
Adapted from Collaboration For A Change, AT Himmelman, 2002.
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A continuum of “working together”
More involvement, personal contact More commitmentMore resources (time, money)More visibilityLess autonomy
Networking
Coordination
Cooperation
Collaboration
Adapted from Collaboration For A Change, AT Himmelman, 2002.
Less involvement, personal contact Less commitmentFewer resources (time, money)Less visibilityMore autonomy
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Stages of Collaboration
Stage 2Building Trust and Ownership
Stage 3Developing a Strategic Plan
Stage 1Getting Together
Adapted from Together We Can: A Guide for Crafting a Profamily System of Education and Human Service, 1993.
Stage 4Taking Action
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Stage 1 Getting Together
Decide to actInvolve the right peopleSet initial ground rules
Adapted from Together We Can: A Guide for Crafting a Profamily System of Education and Human Service, 1993.
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Stage 2 Building Trust and Ownership
Engage partnersDevelop a base of common knowledgeDefine a shared visionCommit to collaborateIdentify planning resources
Adapted from Together We Can: A Guide for Crafting a Profamily System of Education and Human Service, 1993.
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Stage 3Developing a Strategic Plan
Develop a mission statementAssess the environment and the collaborative’s resourcesEstablish well-formed goalsExamine and select strategiesDevelop a plan of action
Adapted from Together We Can: A Guide for Crafting a Profamily System of Education and Human Service, 1993.
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Stage 4Taking Action
Formalize interagency relationshipsImplement plan of actionDeepen collaborative cultureAdapt and expand initiative
Adapted from Together We Can: A Guide for Crafting a Profamily System of Education and Human Service, 1993.
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Stages of Collaboration
Stage 2Building Trust and Ownership
Stage 3Developing a Strategic Plan
Stage 1Getting Together
Adapted from Together We Can: A Guide for Crafting a Profamily System of Education and Human Service, 1993.
Stage 4Taking Action
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Collaboration BenefitsPool power and resourcesIncrease visibility and credibilityAccomplish goals beyond scope of individual entitiesReduce duplication of effortsEncourage a comprehensive approachEnhance ability to address complex issues
Collaboration: Concepts to Consider. Center for Collaborative Planning, Public Health Institute.
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Collaboration ChallengesTakes time and energyBalancing common issues and individual interests “Name only” commitmentPower dynamics/struggles, conflict among membersSustaining work to achieve long-term and/or complex goals
Collaboration: Concepts to Consider. Center for Collaborative Planning, Public Health Institute.
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Factors Influencing Coalition Effectiveness
We don’t really know!
What Explains Community Coalition Effectiveness? A Review of the Literature.Rhonda C. Zakocs and Erika M. Edwards. American Journal of Preventive Medicine 2006; 30(4).
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Factors Influencing Coalition Effectiveness
Some evidence for...
Conducive environmentCommitted membershipClear purposeDefined structure and processRegular communicationStrong leadershipAmple resourcesMeaningful evaluation
Adapted from:Collaboration: What Makes it Work? 2nd edition. Mattessich, Paul and Monsey, Barbara R. 2001.
Assessing Community Coalitions: Elements of Effectiveness. www.drugstrategies.org/commcoal/CC_Ch06.html.Keys to Successful Collaboration, Turning Point Initiative. http://www.turningpointprogram.org/Pages/leaddev.html
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Conducive Environment
Community history of collaborationReputation of coalitionPolitical and social climate
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Committed Membership
Diverse representation; members from multiple “layers” of organizationsCollaboration is in members’ self-interestMutual respect and trust; ability to compromiseActive involvement
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Clear Purpose
Shared visionMission statementPurpose unique to the coalition Specific, realistic goals
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Defined Structure and Process
Established governance proceduresDefined roles and responsibilitiesFlexibility and adaptabilityDifferent stages of collaboration may require different structure/process
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Regular Communication
Open and frequent communicationFormal and informal Internal and external
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Strong Leadership
Adequate timeContinuity Community organizing, group facilitation, “brokering” skillsBoard or committee
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Ample Resources
Adequate and diverse fundingTraining/capacity building
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Meaningful Evaluation
Informs strategic direction and goalsSupports continued/new fundingCelebrating successes
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Membership
Bringing and keeping people together The community organizing approach CommunicationsChallenges
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MembershipThe Community Organizing Approach
Self interest Basic principle of all community organizing“What’s in it for me/my organization?”
“One-on-ones” or “cup of coffee meetings”
First step in member involvementAsk and listen (vs. tell and sell)Consider how coalition can serve their interest
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Communications
Among coalition membersMeetings and meeting minutesIndividual phone calls, email, lettersNewslettersList serve, website
Outside the coalitionPress releasesSmall media (e.g. organizational newsletters)Website
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Membership Challenges
“Hard to reach” people/groupsKeeping people involvedMember turnoverWorking with “planners” vs. “doers”Identifying meaningful rolesConflict
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Coalition Structure and Process
Organizing people to get the work doneDecision makingMeeting planning and facilitation
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Organizing people
Not one “right way”Committees/work groups/action groups Diverse roles and levels of involvement
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Decision making
Who decides? Staff, committees, all membersLevels of involvement in decisions
Lower:Voting Decide and announce
Higher:ConsensusDelegate with constraints
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Meeting Planning and FacilitationMeetings are generally where people
Make decisions and “think together” Share ideas and expertiseGrow to know and understand each other Feel they are part of the effort
Good meeting planning and facilitation are critical!
Adapted from Interaction Associates Facilitative Leadership Training Manual.
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Meeting PlanningClarify the purpose of the meeting
Is there a need to meet?What needs to get done?
Decide who needs to be thereStakeholdersDecision makersInformation sources
Adapted from Interaction Associates Facilitative Leadership Training Manual.
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Meeting Planning
Prepare agendaDefine desired outcomes (what the meeting will accomplish)Design specific activities (process, e.g. presentation, review, brainstorm) Set time frames
LogisticsSign in sheet and name tagsAV equipment, flip charts, handoutsMeeting signs, refreshments
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Meeting Activities Lead to Outcomes
Desired outcomes
Common understanding of alcohol policy
Agreement on main strategies
List of ideas for student involvement
Revisions to draft brochure
Activity (process)
Present information
Prioritizing activity (from list)
Brainstorming
Review and discuss
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Meeting Facilitation
IntroductionsReview outcomes/purpose and agenda Establish ground rules and decision making process (new groups, potential conflict)Guide discussion to stay on topic/issueFollow time frameSummarize action items
Adapted from Interaction Associates Facilitative Leadership Training Manual.
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Meeting Follow Up
Write and send out meeting notesComplete action items and communicate results
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Collaborative Leadership
What is collaborative leadership?Benefits and drawbacksCollaborative leadership practicesLeadership challenges
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What is Collaborative Leadership?Leadership shown by a group that is acting collaboratively to solve agreed upon issues.
Collaborative Leadership Fundamental Concepts, Turning Point Initiative.
Facilitating mutual enhancement among those working together for a common purpose.
Collaboration for a Change, AT Himmelman, 2002.
A mutually beneficial relationship between two or more parties who work toward common goals by sharing responsibility, authority, and accountability for achieving results.
Collaborative Leadership: How Citizens and Civic Leaders Can Make a Difference. Chrislip, DD and Larson, CE. 1994.
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Traditional-Collaborative Leadership
Traditional Collaborative
Top down Self-governing
Few make decisions Broad participation
Unilateral action Guide & coordinate process
Win or shift power Build relationships
Linear thinking Systems thinking
Programs & products Process
Charisma Vision
Persuasive Empathetic
Group falls apart if leader leaves Group continues when leader leaves
Adapted from Collaborative Leadership Fundamental Concepts. Turning Point Initiative.
http://www.turningpointprogram.org/Pages/cl_download.html#fundamentals.
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Collaborative Leadership
Process Results
Relationships
Adapted from Interaction Associates Facilitative Leadership Training Manual.
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Leadership RolesConvenerCatalystFacilitatorConduitAdvocateCommunity organizerTechnical assistance provider Capacity builderPartner
Adapted from Collaboration For A Change, AT Himmelman, 2002.
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Collaborative Leadership Practices
Assessing the Environment: Understanding the context for change before you act.Creating Clarity: Defining shared values and engaging people in positive action.Building Trust: Creating safe places for developing shared purpose and action.Sharing Power and Influence: Developing synergy of people, organizations, and communities to accomplish a shared vision.Developing People: Committing to people as a key asset through coaching and mentoring.Self-Reflection: Understanding your own values, attitudes, and behaviors as they relate to your leadership style and its impact on others.
Adapted from Collaborative Leadership Fundamental Concepts. Turning Point Initiative,
http://www.turningpointprogram.org/Pages/cl_download.html#fundamentals
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Qualities of Collaborative LeadersCapacity to create a shared visionRespect for others’ point of view or experience Capacity for respectful assessmentAbility to communicate across boundariesSkills to create an open, supportive environment and manage conflict
Adapted from Collaborative Leadership Fundamental Concepts. Turning Point Initiative,
http://www.turningpointprogram.org/Pages/cl_download.html#fundamentals.
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Qualities of Collaborative Leaders
CreativityPatienceHumilityTolerance for uncertaintyCapacity for self reflection
Adapted from Collaborative Leadership Fundamental Concepts. Turning Point Initiative.
http://www.turningpointprogram.org/Pages/cl_download.html#fundamentals.
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Leadership StylesDirecting
Focuses communication on goal achievementGives instructions (what goals to achieve and how)Limited time on supportive behaviors
Leadership: Theory and Practice. Northouse, 1997.
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Leadership StylesCoaching
Focuses communication on both goal achievement and people’s needsGives encouragementAsks for inputUltimately, leader still makes final decision
Leadership: Theory and Practice. Northouse, 1997.
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Leadership Styles
SupportingDoes not focus just on goalsFocuses on tasks to be accomplishedUses supportive behaviors to bring out others’ skills
ListeningPraisingAsking for inputGiving feedback
Leadership: Theory and Practice. Northouse, 1997.
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Leadership StylesDelegating
Offers less input and social supportFacilitates others’ confidence and motivation to do tasksLeader not as involved in planning, details, or goal clarification
Leadership: Theory and Practice. Northouse, 1997.
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Leadership StylesSupportingHigh supportive & Low directive
CoachingHigh supportive&High directive
DelegatingLow supportive&Low directive
DirectingLow supportive&High directive
Supp
ortiv
e B
ehav
ior
Directive Behavior
Leadership: Theory and Practice. Northouse, 1997.
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Leadership Challenges
Mandates or pressure from “above”
Rapid/frequent change
Problems are complex and interdependent
Economic realities: doing more with less
Conflicting expectations
No time for critical reflection
Adapted from Collaborative Leadership Fundamental Concepts. Turning Point Initiative.
http://www.turningpointprogram.org/Pages/cl_download.html#fundamentals.
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Leadership Challenges
Apathy
Lack of trust
Hidden agendas
Lack of larger/common vision
Many people have power to say “No,” yet no one person or group has power to act alone
Others not willing to take on leadership roles
Adapted from Collaborative Leadership Fundamental Concepts. Turning Point Initiative. http://www.turningpointprogram.org/Pages/cl_download.html#fundamentals.
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Building Collaborative Leadership SkillsTrainingMentoringCoachingExposure to different ideas and culturesCritical ReflectionExperience / PracticeRewards
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A good leader talks little; but when his work is done,
his aim filled, all others will say, “We did this ourselves.”
Lao-Tse