How to Collaborate Effectively Appalachian Higher Education Network Martin Blank Director, Coalition for Community Schools Institute for Educational Leadership June 28, 2017 www.communityschools.org

Context for Collaboration In a tumultuous swiftly changing environment, in a world of multiple colliding systems, the hierarchical position of leaders within their own system is of limited value, because some of the most critically important tasks require lateral leadership -- cross boundary leadership --involving groups over whom they have no control.

Context for Collaboration (2) Leaders who do not collaborate are not serving the long-term interests of their constituents. Leaders must live harmoniously with the systems that impinge on their institution. Leaders work across boundaries not only to achieve the goals of their own system, but to help our communities and our nation to survive and flourish.

What is Collaboration? Collaboration: An unnatural act among consenting adults Collaboration: Entities recognize none can succeed without others. Each has unique capabilities others need. Collaboration: Tailor made for needs, problems, and opportunities that manifest novelty, complexity, uncertainty, and interdependent relationships.

Cooperation v. Collaboration Partners using a cooperative strategy to work together to meet their individual goals. Partners using a collaborative strategy establish common goals and agree to their personal and institutional power to achieve them.

Your Turn: What does collaboration mean to you?

Keys to Collaboration Right People at the Table Trusting Relationships Open Communications Jointly defined results/indicators Shared data Effective Leadership Shared Decision-Making – Shared Power and Authority

Collective Impact Framework Common Agenda Measuring Results Consistently Mutually Reinforcing Activities Continuous Communications Backbone Organization

Your Turn: What have been the keys to successful collaboration in your experience

Contribution Relationships (and associated measurement) Community School Contribution Relationships (and associated measurement) School District (Performance measures) Community Quality of Life (indicators) Partners include: Parents Families Health Mental Health Recreation Youth Development Higher Education Museums Libraries United Way Businesses Media etc. Community School Measures (How much? How well? Better off?) Attendance Reading & Math proficiency Grades Health/wellness Risk/Protective factors Family relations Social & Emotional Competencies etc. School Partners (Performance Measures) (Performance Measures) Performance Measure Baseline FPSI == = Contribution

Performance Measures How much did we do? How well did we do it? # Customers Served (by customer characteristic) #Activities (by type of activity) How well did we do it? % Common Measures workload ratio, staff turnover, staff morale, percent of staff fully trained, worker safety, unit cost, customer satisfaction. % Activity-Specific Measures Percent of actions timely and correct, percent clients completing activity, percent of actions meeting standards # skills and knowledge # attitude/opinion # behavior # circumstance % skills and knowledge % attitude/opinion Including customer satisfaction (did we help you with your problem?) % behavior % circumstance Is Anyone Better Off? Performance Measures

Performance Accountability Customers Performance Measures Baselines How much do we do? How well did we do it? Is anyone better off? (Data Development Agenda) Story Behind the Baselines (Information and Research Agenda about Causes) Partners What Works (Information and Research about Solutions) Criteria Strategy and Action Plan Performance Accountability

How to Collaborate Effectively What’s Your Next Step? www.communityschools.org

Thank you! Martin Blank Director, Coalition for Community Schools Institute for Educational Leadership BlankM@iel.org 202-822-8405 x 140 www.communityschools.org