mindsets & tools for collaborating in primary care 29 th march 2012 trish hall, director
TRANSCRIPT
Mindsets & Tools for Collaborating in Primary Care
29th March 2012
Trish Hall, Director
What I bring
• Experience in mentoring, facilitating and evaluating partnerships, brokers in NZ and globally.
• Twenty years of organisation, leadership development and facilitation in government, business and NGO sectors.
• International accreditation with distinction as Partnership Broker – now mentor on this scheme.
• Professional background in community development, and leadership roles in social services organisations.
Trish Hall
Collaborating Continuum - tool
Relationship Description
Relationship Characteristics
Coexistence
Self Reliance
PartnershipCo-ordination
and Collaboration
CooperationCommunication
Shared Information
Shared Resources
Shared WorkShared
Responsibility
No formal communication
Policies & services developed in isolation
Autonomy emphasised
May have common concerns
Informal meetings e.g. web exchanges
Irregular exchange of practices
Autonomy retained
Getting together on common interests.
Occasional . face-to-face meetings
Exchange of staff, info, practices
Autonomy reduced
Getting together on common projects
Sharing on a regular formal basis
Regular exchanges & specific undertakings
Autonomy further reduced
Working together on shared projects
Formal partnership
Working together to common goals
Shared policies & or practices and work plan
Shared risks and benefits
Balancing organisational and partnership interests
Adapted from: Eppel, E,; et al; (July 2008). Better Connected Services for Kiwis. Institute of Policy Studies, Victoria University of Wellington.
Cross-sector Partnerships – What they are
• Two or more cross-sector organisations working jointly to accomplish a compelling goal, which is unachievable by one organisation on its own
• Partners pool resources, talents, responsibilities for mutual benefits
• Share risks, benefits and success
Partnerships work best when
• Compelling goal is complex and most important to each partner
• Hooks into each organisation’s strategic direction
• Risks and costs in resources and time taken into account
• Benefits and opportunities strongly outweigh risks
• Innovation is needed on the goal
Goals of Partnerships – 3 Levels
Partnering Mindset
Organisation’s ‘Position’
Shared interestsPotential to extend shared interest
Specific Interests
“Scratch below the surface of any successful partnership and you will invariably find someone (indeed often more than one) who has taken on the role of partnership ‘broker’, even if intuitively or unofficially. Their hard work behind the scenes may not be formally acknowledged and it may not even be obvious, but without it the partnership would have been significantly less successful, if indeed it got
started at all. ”
Ros Tennyson in The Brokering Guidebook, 2005.
Ready to say “Yes” to partnering?
√ Can’t achieve what we want to on our own
√ Others can add significant value to our goals
√ Willing to help others achieve their goals
√ Willing to share power, decision making and accountability
√ In for the long term, want on-going relationships
√ Time and energy to give to partnering
√ Flexibility as to how goals are reached
√ Prepared to share risks and benefits
Lessons from Partnering
• Have a shared goal that also brings benefits to each partner.
• Time, energy and skill given to building partnership – commit people and time resources
• Flexibility and ‘space’ to be inventive together
• Continually take lessons from partnering back into your organisation
• Review, develop, refresh the partnership. Evolve, scale up or exit with care!
You’d like more? Visit…
www.thoughtpartners.co.nz www.partnershipbrokers.org/
CONTACT: TRISH [email protected] (04) 472 1212