1. ACHIEVING INTEGRATION (COLLABORATION?): MODELS, METHODS & MISHAPS ROBYN KEAST CHAIR: COLLABORATIVE RESEARCH NETWORK POLICY & PLANNING FOR REGIONAL SUSTAINABILITY PROFESSOR, SCHOOL OF BUSINESS & TOURISM, SOUTHERN CROSS UNIVERSITY Early Childhood Intervention Australia – NSW Conference May 2015

2. BACKGROUND: MODELS, METHODS & MISHAPS Integration is the ‘holy grail’ of service delivery Integration occurs at several levels & takes many forms Complications – upsizing push & competition Lure of collaboration! But: Hard to achieve & even harder to sustain 50-70 % business collaborations fail Why? Mismatch of purpose to integration model Not really ready for collaboration & all it entails The key: Being strategic & deliberate!!! ECIA 29 May 2015: Keast

3. MODELS VERTICAL & HORIZONTAL ECIA 29 May 2015: Keast

4. INTEGRATION – DEFINED & UNPACKED ECIA 29 May 2015: Keast

5. Integration Continuum COOPERATIVECOORDINATIVECOLLABORATIVE Net Low trust — unstable relationsMedium trust — based on prior relationsHigh trust — stable relations Infrequent communication flowsStructured communication flowsThick communication flows Known information sharing ‘Project’ related and directed information sharing Tactical information sharing Adjusting actionsJoint projects, joint funding, joint policySystems change Independent/autonomous goalsSemi-independent goals Dense interdependent relations and goals Power remains with organisationPower remains with organisationsShared power Resources — remain ownShared resources around projectPooled, collective resources Commitment and accountability to own agency Commitment and accountability to own agency and project Commitment and accountability to the network first Relational time frame requirement — short term Relational time frame medium term — often based on prior projects Relational time frame requirement — long term 3-5 years ECIA 29 May 2015: Keast

6. EXPANDED – 5 CS ECIA 29 May 2015: Keast

7. FIT-FOR-PURPOSE DESIGNS All relations have merit & application Approaches & relational strength must be requisite to purpose Independent, adjusting actions & information sharing: cooperation Do same, but more efficiently through joint working, aligned resources & action: coordination Systems change: collaboration Also – need to consider the vertical relations! Linking across layers, into resources, legitimacy & power/influence ECIA 29 May 2015: Keast

8. INTEGRATION TERMS: Same or different & does it really matter? Partnerships Alliances Networks Networking Joint Ventures Coalitions Consortia Compacts Councils Collective Impact Collaboration ECIA 29 May 2015: Keast

9. WELL … YEAH … IT DOES! TermType /PurposeCharacteristics 5CsInter-organisational RelationshipsRelationships between entities Partnership Formal, legal association for the purpose of shared profit/loss b. informal connecting mechanism  Unincorporated  Smaller number of partners  Linked by written (formal) or verbal (informal) agreements  Incomplete contracts  Time limited by agreement Amalgamation/me rger Formed to achieve efficiency  One subsumes other into existing body; other brings together to create new entity  Vertical coordination via hierarchical /formalised authority Consortia Loose association for the purpose of engaging in a joint venture, work together to achieve chosen objective  Interagency agreements, such as MOUs  incomplete contractual agreements  members responsible to others in terms of agreed actions  Pooling of resources Coalition Temporary alliance formed for the purpose of defence against attack, advocacy/gain access/support  Inter-agency agreements such as MOUs  Clear rules and operating principles  Temporary or time limited arrangement Joint Venture Legal association for the purpose of mutual profit  Entity owned by two or more independent entities  Vary in terms of legal basis  Can be a product of alliance Alliance Joining of resources/forces to meet a common purpose (protection, trade)  Limited number of partners (exclusive)  Close relations by affinity, similar or shared interests (strong lock-in) NetworkAggregate grouping (three or more) of entities around a common function or task  Based on flow of resources & affect & cohesion of effort  Open system of interpersonal relationship  Self-organising (loose lock-in)  Inclusive membership ECIA 29 May 2015: Keast

10. EMERGING UPSIZING MODELS: SOME THOUGHTS Advantages Amalgamations & ‘Bigs’ Scale & scope expanded Greater capacity & capability for performance/competition Reduces number of smaller/ struggling bodies Easier for inter-sectoral liaison/coordination Possible consequences Loss of vibrancy & interaction & innovation Risk of concentrating on $ contracts rather than service Ongoing commitment … under strain Shadow government Competing modes ECIA 29 May 2015: Keast Issues: Competing modes & pursuing fads!

11. METHODS & MISHAPS ECIA 29 May 2015: Keast

12. COLLABORATION.... NOT BUSINESS AS USUAL ! Collaboration – brings together disparate & often previously competing agencies together to achieve what can’t be delivered by working alone. To be effective participating organisations must – realise their interdependency, let go of autonomy, share resources & power and risk & rewards – be willing to work for collective good Not always an easy undertaking! And might not be the correct model ECIA 29 May 2015: Keast

13. SOME QUESTIONS TO CONSIDER? Do we really need to do this? Are we ready for change? Do we have the capacity & capability to work collaboratively? Are we open to scrutiny? Are we able and willing to delegate decision-making & power ? ECIA 29 May 2015: Keast

14. CORE COLLABORATIVE COMPETENCIES ECIA 29 May 2015: Keast OrganisationalSystems & ProcessesPersonal Competencies Governance: fit-for-purpose designs Management : Across boundaries Driving, molding maneuvering Leadership: Dispersed & process catalyst Adjusted: Performance & measurement evaluation Accountability Processes HR approaches Culture of working together Nurturing Group work skills Negotiation skills (interest based) Political savvy Process analysis Listening, learning, linking & leveraging

15. PULLING IT ALL TOGETHER ECIA 29 May 2015: Keast Managing relations Bringing in people & organisations Mobilising resources Strategic relationship building Leveraging relationships Shared performance measures Knowledge Established decision making Joint budgets & clear agreed goals ; decision making processes; pooled funding Correct organisational structures form Right integration mechanism alignment of top down policies & bottom up issues New skills & training Shared Leadership Shared skills development Shared roles & responsibilities Collegiality Shared frames of reference Common language Culture of working together People & culture Structure, & governance New ways of working, managing and leading Processes & systems

16. TOOL http://etraining.communitydoor.org.au/course/view.php?id=15 ECIA 29 May 2015: Keast

17. BEING STRATEGIC & DELIBERATE ECIA 29 May 2015: Keast

18. SECTOR ASSESSMENT ECIA 29 May 2015: Keast

19. DARK NETWORKS : CAN WE LEARN FROM THEM? ECIA 29 May 2015: Keast

20. SOCIAL SERVICES NETWORK: JOINT PLANNING & PROGRAMMING ECIA 29 May 2015: Keast

21. COMPARISON Bright Aim for ^ dense interactions High reliance on interpersonal relationships as & reciprocity Take time to build & deliver results, high transaction costs (constant attention to relationship building) Vulnerable to changes in context, shifting of actors, funding (+ & -); poor design Easily disrupted, takes time to rebuild reputation etc. Dark Based on loose connections One way flows - Relationships less important – more the exchange & reputation Very resilient (last many years), flexible & act fast, low transaction costs ‘Ceramic’ – very strong - vulnerable to chinks on the edge or major attacks to the core Hard to disrupt – but easy to rebuild (exchange not trust based) ECIA 29 May 2015: Keast

22. LINKING INTEGRATION LEVELS: ECIA 29 May 2015: Keast

23. THE IMPORTANCE OF CONNECTORS How well you are connected and who you are connected to – helps to define outcomes Personally – wealth, education, happiness, health & life Professionally – career paths, resources, power & influence Service integration – link efficiently & reflexively, cross layers & necessary redundancy - connectors support, enhance & some times remove need for stronger integration mechanisms Strength of weak ties theory Particular configurations & where you are located that enables or constrains outcomes- patterns of the ties The value of connectors – hubs e.g. research career paths From cooperators to super-connectors From connectors to super-connectors!!! ECIA 29 May 2015: Keast

24. THE STRUCTURE / AGENCY RELATIONSHIP Structure is important Organisational & network Norms, procedures & culture as well as network topology (patterns of connections) Agency – people can override & positively or negatively shape their own structures - you’ve got the power! Motivations play a key role in enacting agency Level of identification with network & goal & people ECIA 29 May 2015: Keast

25. BEING STRATEGIC & DELIBERATE Crescendo of working together … whatever form Hyper connected 6-7 network /interagency meetings Mostly redundant information – not additional creating value Pick which meetings are most useful, understand, map & navigate & negotiate your systems Relationships are a resource & should be strategically leveraged – not exploited! Over-investment & toxic partners - Make your networks work for you & your clients - Collaboration is not always the good guy & competition not always the enemy Not always about being balanced but rather about change & shifts When to be competitive & when to be collaborative (and picking your partners) ECIA 29 May 2015: Keast

26. CLOSING THOUGHTS I Integration takes numerous forms – reflecting the many purposes Collaboration holds strong appeal - done well it produces great ‘breakthrough outcomes’ But: – not everything needs to be a collaboration & most collaborations will face challenges Task is to match the integration mode to the purpose sought – not be lured into fads & funding regimes Ask the big questions: is this right for us/clients now, have we the resources, the commitment, the skills needed for this mode? What are the potential benefits & challenges against business as usual Do your own diagnostics & assessments & choose the integration form that is best for you Be strategic & deliberate in your decision and actions - look to the future, be in charge of shaping service models & business models Stay focused on children and families! ECIA 29 May 2015: Keast

27. Keast, GP Network Roundtable September 2012 AM I A GOOD PARTNER? ARE YOU REALLY MY PARTNER? ?