1. Learning Objectives by Karen McNamara Define ingredients to a successful collaborative How to establish a structure for a collaborative partnership Recognize leadership opportunities in forming a collaborative partnership Measuring the success of a collaborative

2. a relationship resembling a legal partnership and usually involving close cooperation between parties having specified and joint rights and responsibilities to work jointly with others or together especially in an intellectual endeavor to cooperate with an agency or instrumentality with which one is not immediately connected Partner………Collaborate

3. Strategies/Purposes Coordinate services Strengthen communication Provide technical assistance/training Organize resources – leverage - grants Organize community Conduct research Promote service needs Educate the community. Never doubt that a small group of thoughtful, committed citizens can change the world. Indeed, it is the only thing that ever has…. Margaret Mead

4. Define the Problem Issues – immediate & urgent or long range & comprehensive Root Cause Outcomes – What should change and why Setting a Vision Work Plan - Who will do what by when

5. Machinery/Equipment People Methods/Policies/ Procedures Materials Problem Statement Effect or Outcome caused Communication

6. Problem Statement:

7. Problem Statements 1.Repairs to vehicles are not completed within the timeframe promised 2.Citizen requests for service are often lost before they can be completed 3.Purchasing equipment for field staff takes too much time Real Vs Perceived –Is there a difference in approach ?

8. Who’s At the Table Define the community Identify – learn interests - WIFM –Selective but inclusive –Diverse and non-traditional partners Outreach – Invite –Support from higher levels –Authority to make decisions Assemble – Mobilize

9. The Community Regional Statewide Citywide Neighborhood Localized Departmental The physical or geographic community

10. Establish Structure Formal vs. Informal Flexible - allow for expansion over time Enlist commitment [MOU?] Build relationships [trust] Determine resources Establish leadership

11. Level of Efforts Short-Term Actions Immediate action Short-term solutions Strike Team Task force Sunset Single focused Specialized Long-Term Strategies Sustained effort Long-term – Long- range Strategic Longitudinal Involving many layers Higher in complexity

12. Governance and Structure Oversight Committee Steering Committee Management Group Respond quickly Practical governance Establish agendas Set logistics Participants Collaborative members Sub-groups of specialized areas – specific topics meeting interests and needs Meet periodically Review recommendations Offer expertise and advice Participate in strategic initiatives

13. Logistics Where will we meet Rotate facilities or one location Who will attend Is child care needed? How often will the collaborative meet? Who will set and issue the agenda and other materials Record keeping, meeting notes Meeting format and needs [i.e.flipcharts]

14. The First Meeting Basic Ground Rules Skilled Facilitation Substantive Overview of issue and problem statement –What do we need to understand about this issue? –What are the barriers for the community to effectively resolve/address this issue? –How do the organizations at the table work on the issues? What is their mission and what to they bring to the table? –Do we have the right people at the table for this effort? Do we have sufficient shared understanding of the issues, the challenges and opportunities? You only get one chance to make a good first impression

15. Meeting Actions

16. Measuring Success Define success Incremental and along the way At agreed upon and scheduled points At completion of designated milestones Benchmarks Baseline data for measurements – quantitative and qualitative Committee--a group of people who individually can do nothing but as a group decide that nothing can be done

17. Lessons Learned Don’t wait for all partners to get on board before moving forward Share the spotlight and celebrate success Maintain non-hierarchical approach Be prepared to lead if need be Be realistic Promote balance by setting goals There is no monument dedicated to the memory of a committee