MODELS OF COLLABORATION€¦ · service delivery • planning and policy ... identify a boundary spanner • secure buy-in from key stakeholders and opinion leaders • recognize

MODELS OF COLLABORATION

Louis Rowitz, PhD

Director Mid-America Regional Public Health

Leadership Institute

COLLABORATION IS A MUTUALLY BENEFICIAL RELATIONSHIP BETWEEN TWO OR MORE INDIVIDUALS IN ORGANIZATIONS WHO

WORK TOWARD COMMON GOALS BY SHARING RESPONSIBILITY, AUTHORITY AND ACCOUNTABILITY FOR ACHIEVING RESULTS

STAKEHOLDER DETERMINATION:

• WHAT ARE THE PERSPECTIVES NECESSARY TO CREDIBLY AND EFFECTIVELY DEFINE PROBLEMS/ISSUES AND CREATE SOLUTIONS?

• WHO ARE THE PEOPLE WO CAN SPEAK FOR THESE PERSPECTIVES?

• WHAT ARE THE INTERESTS THAT MUST BE REPRESENTED IN ORDER TO REACH AGREEEMENTS THAT CAN BE IMPLEMENTED?

THE PURPOSE OF COLLABORATION IS TO CREATE

A SHARED VISION AND JOINT STRATEGIES TO ADDRESS

CONCERNS THAT GO BEYOND THE AGENDA OF THE

PARTICULAR GROUP’S MEMBERS

THROUGH COLLABORATION IN ADDRESSING PUBLIC CONCERNS, CITIZENS CAN AND DO DEVELOP

A DIFFERENT KIND OF CIVIC CULTURE THAT MAKES THEIR AGENCIES OR COMMUNITIES

AND REGIONS STRONGER AND MORE EFFECTIVE

UNDERSTANDING THE CONTEXT OF COLLABORATION:

• IDENTIFY THE PROBLEM TYPE • UNDERSTAND WHAT MAKES LEADERSHIP

DIFFICULT • IDENTIFY THE RELEVANT COMMUNITY • ASSESS THE EXTENT OF SHAREHOLDER

AGREEMENT • EVALUATE THE COMMUNITY’S CAPACITY

FOR CHANGE • IDENTIFY WHERE THE PROBLEM/ISSUE

CAN BE MOST EFFECTIVELY ADDRESSED

THE KEYS TO SUCCESSFUL COLLABORATION:

• GOOD TIMING AND CLEAR NEED • STRONG STAKEHOLDER GROUPS • BROAD-BASED INVOLVEMENT • CREDIBILITY AND OPENNESS OF PROCESS • COMMITMENT AND/OR INVOLVEMENT OF

HIGH LEVEL, VISIBLE LEADERS (e.g. ELECTED OFFICIALS)

• SUPPORT OF AQUIESCENE OF ESTABLISHED AUTHORITY OR POWERS (e.g.) BOARD OF HEALTH OR COUNTY BOARD)

• OVERCOMING MISTRUST OR SKEPTICISM

THE KEYS TO SUCCESSFUL COLLABORATION (CONT’D):

• STRONG LEADERSHIP OF THE PROCESS (STRATEGIC LEADERSHIP)

• INTERIM SUCCESSES • SHIFT TO BROADER CONCERNS

OF THE COMMUNITY

ORGANIZATIONAL STEPS IN COLLABORATION

(JOHNSON, GROSSMAN, AND CASSIDAY)

• AGREE ON THE MISSION, VALUES, AND PRINCIPLES OF THE EFFORT

• AGREE ON A PROCESS WITH GROUND RULES FOR WORKING TOGETHER

• DESIGN ORGANIZATIONAL STRUCTURE

• DETERMINE MEETING GUIDELINES

ORGANIZATIONAL STEPS IN COLLABORATION:

• DEFINE RULES AND RESPONSIBILITIES

• CREATE AND EFFECTIVE PROCESS FOR COMMUNICATION

• COORDINATE BUDGET AND FUND DEVELOPMENT

• LINK WITH OTHER EFFORTS

ORGANIZATIONAL STEPS IN COLLABORATION:

• CELEBRATE • PROMOTE THE EFFORT • BUILD THE LEADERSHIP

CAPACITY OF ALL STAKEHOLDERS

• ENLIST TECHNICAL ASSISTANCE AND SUPPORT

CIVIC COMMUNITIES

STAKEHOLDER ISSUES


• WHO ARE THE PEOPLE WHO CAN SPEAK FOR THESE INTERESTS?

• WHO ARE THE PEOPLE, INTEREST GROUPS OR ORGANIZATIONS WHO ARE NECESSARY TO IMPLEMENT SOLUTIONS, CAN BLOCK ACTION, AND CONTROL RESOURCES?


• WHO ARE THE PEOPLE WHO CAUSE OR ARE AFFECTED BY THE PROBLEMS/ISSUES, AND WHO WILL BE AFFECTED BY THE SOLUTIONS?

• WHO ARE THE PEOPLE WHO, IF THEY COULD REACH AGREEMENT ABOUT PROBLEMS AND SOLUTIONS, COULD GENERATE POLITICAL AND INSTITUTIONAL WILL TO CREATE SIGNIFICANT CHANGE?

EXTENT OF STAKEHOLDER AGREEMENT:

• HAVE THE STAKEHOLDERS AGREED THERE IS A PROBLEM THAT NEEDS ATTENTION?

• HAVE STAKEHOLDERS AGREED TO WORK TOGETHER ON THE PROBLEM/ISSUE?

• HAVE STAKEHOLDERS AGREED ON HOW TO WORK TOGETHER ON THE PROBLEM/ISSUE?

EXTENT OF STAKEHOLDER AGREEMENT:

• HAVE STAKEHOLDERS AGREED ON THE DEFINITION OF THE PROBLEM/ISSUE?

• HAVE STAKEHOLDERS AGREED ON THE SOLUTION(S) TO THE PROBLEM/ISSUE?

• HAVE STAKEHOLDERS AGREED ON THE IMPLEMNTATION PLAN AND ACTION STEPS?

COMMUNITY’S CAPACITY TO CHANGE:

• WHAT IS THE LEVEL OF CONFLICT, MISTRUST, AND DISUNITY THAT EXISTS AMONG STAKEHOLDERS?

• TO WHAT EXTENT DO THE SKILLS NECESSARY FOR COLLABORATION EXIST IN THE COMMUNITY?

• ARE THERE LEADERS WITH THE CREDIBLITY AND RESPECT TO CONVENE STAKEHOLDERS AROUND THE PROBLEMS OR ISSUES? WHO ARE THEY?


• ARE THERE CITIZENS WITH THE LEADERSHIP CAPACITIES TO INITIATE AND SUSTAIN A COLLABORATIVE PROCESS? WHO ARE THEY?

• ARE THERE PEOPLE OR GROUPS IN THE COMMUNITY WITH THE EXPERTISE TO DESIGN AND FACILITATE THE COLLABORATIVE PROCESS?


• ARE THERE PEOPLE OR GROUPS WHO CAN PROVIDE INFORMATION NECESSARY TO MAKE GOOD DECISIONS? WHO ARE THEY? IF THEY DO NOT EXIST WITHIN THE COMMUNITY, WHAT ARE OTHER SOURCES FOR THIS INFORMATION?

THREE TYPES OF LEADERS:

• GRASSROOTS LEADERS • AGENCY LEADERS • ELECTED OR APPOINTED

OFFICIALS

KEYS TO SUCCESSFUL COLLABORATION:

• THE ENVIRONMENT • MEMBERSHIP CHARACTERISTICS • PROCESS AND INFRASTRUCTURE • COMMUNICATIONS STRATEGIES • FACTORS RELATED TO PURPOSE • RESOURCES

FACTORS INFLUENCING THE SUCCESS OF COLLABORATION:

FACTORS RELATED TO THE ENVIRONMENT

HISTORY OF COLLABORATION OR COOPERATION IN THE

COMMUNITY

A HISTORY OF COLLABORATION OR COOPERATION EXISTS IN THE COMMUNITY AND OFFERS THE POTENTIAL COLLABORATIVE PARTNERS AN UNDERSTANDING OF THEIR ROLES AND EXPECTATIONS REQUIRED IN THE COLLABORATION AND ENABLES THEM T0 TRUST THE PROCESS

COLLBORATIVE GROUP SEEN AS A LEADER IN THE

COMMUNITY:

THE COLLABORATIVE GROUP (AND BY IMPLICATION, THE AGENCIES IN THE GROUP) IS

PERCEIVED WITHIN THE COMMUNITY AS A LEADER-AT LEAST RELATED TO THE GOALS

AND ACTIVITIES IT INTENDS TO ACCOMPLISH

POLITICAL/SOCIAL CLIMATE FAVORABLE:

POLITICAL LEADERS, OPINION-MAKERS, PERSONS WHO CONTROL RESOURCES, AND

THE GENERAL PUBLIC SUPPORT (OR AT LEAST DO NOT OPPOSE) THE MISSION OF THE

COLLABORATIVE GROUP


FACTORS RELATED TO MEMBERSHIP CHARACTERISTICS

MUTUAL RESPECT, UNDERSTANDING, AND

TRUST

MEMBERS OF THE COLLABORATIVE GROUP SHARE AN UNDERSTANDING AND RESPECT FOR EACH OTHER AND THEIR RESPECTIVE

ORGANIZATIONS: HOW THEY OPERATE, THEIR CULTURAL NORMS AND VALUES, LIMITATIONS,

AND EXPECTATIONS

APPROPRIATE CROSS-SECTION OF MEMBERS

THE COLLABORATIVE GROUP INCLUDES REPRESENTATIVES FROM EACH

SEGMENT IN THE COMMUNITY WHO WILL BE AFFECTED BY ITS ACTIVITIES.

MEMBERS SEE COLLABORATION AS IN THEIR SELF-INTEREST

COLLABORATING PARTNERS BELIEVE THE BENEFITS OF COLLABORATION

WILL OFFSET COSTS SUCH AS LOSS OF AUTONOMY AND “TURF”

ABILITY TO COMPROMISE

COLLABORATING PARTNERS ARE ABLE TO COMPROMISE, SINCE THE MANY DECISIONS

WITHIN A COLLABORATIVE EFFORT CANNOT POSSIBLY FIR THE PREFERENCES OF EVERY

MEMBER PERFECTLY


FACTORS RELATED TO PROCESSES/STRUCTURE

MEMBERS SHARE A STAKE IN BOTH PROCESSES AND OUTCOME

MEMBERS OF A COLLABORATIVE GROUP FEEL “OWNERSHIP” OF BOTH THE WAY GROUP

WORKS AND THE RESULTS OR PRODUCT OF ITS WORK

MULTIPLE LAYERS OF DECISION-MAKING

EVERY LEVEL (UPPER MANAGEMENT, MIDDLE MANAGEMENT, OPERATIONS) WITHIN EACH

ORGANIZATION IN THE COLLABORATIVE GROUP PARTICIPATES IN DECISION MAKING

FLEXIBILITY

THE COLLABORATIVE GROUP REMAINS OPEN TO VARIED WAYS OF ORGANIZING ITSELF AND

ACCOMPLISHING ITS WORK

DEVELOPMENT OF CLEAR ROLES AND POLICY GUIDELINES

THE COLLABORATING PARTNERS CLEARLY UNDERSTAND THEIR ROLES, RIGHTS, AND

RESPONSIBLITIES; AND HOW TO CARRY OUT THESE RESPONSIBILTIES

ADAPTABILITY

THE COLLABORATIVE GROUP HAS THE ABILITY TO SUSTAIN ITSELF IN THE MIDST OF

MAJOR CHANGES, EVEN IF IT NEEDS TO CHANGE SOME MAJOR GOALS, MEMBERS, ETC.,

IN ORDER TO DEAL WITH CHANGING SITUATIONS


FACTORS RELATED TO COMMUNICATION

OPEN AND FREQUENT COMMUNICATION

COLLABORATIVE GROUP MEMBERS INTERACT OFTEN, UPDATE ONE ANOTHER, DISCUSS ISSUES OPENLY, CONVEY ALL NECESSARY

INFORMATION TO ONE ANOTHER AND TO PEOPLE OUTSIDE THE GROUP

ESTABLISHED FORMAL AND INFORMAL COMMUNICATION LINKS

CHANNELS OF COMMUNICATION CAN EXIST ON PAPER, SO THAT INFORMATION FLOW OCCURS. IN

ADDITION, MEMBERS ESTABLISH PERSONAL CONNECTIONS-PRODUCING A BETTER, MORE

INFORMED, AND COHESIVE GROUP WORKING ON A COMMON PROJECT


FACTORS RELATED TO PURPOSE

CONCRETE, ATTAINABLE GOALS AND OBJECTIVES

GOALS AND OBJECTIVES OF THE COLLABORATIVE GROUP ARE CLEAR TO ALL

PARTNERS AND CAN REALISTICALLY BE ATTAINED

SHARED VISION

COLLABORATING PARTNERS HAVE THE SAME VISION, WITH CLEARLY AGREED UPON MISSION,

OBJECTIVES, AND STRAGEGY. THE SHARED VISION MAY EXIST AT THE OUTSET OF THE

COLLABORATION; OR THE PARTNERS MAY DEVELOP A VISION AS THEY WORK TOGETHER

UNIQUE PURPOSE

THE MISSION AND GOALS OR APPROACH OF THE COLLABORATIVE GROUP DIFFER, AT LEAST IN PART, FROM THE MISSION AND

GOALS OR APPROACH OF MEMBER ORGANIZATIONS

FACTORS INFLUENCING THE SUCCESS OF COLLABORATION

FACTORS RELATED TO RESOURCES

SUFFICENT FUNDS

THE COLLABORATIVE GROUP HAS AN ADEQUATE, CONSISTENT FINANCIAL BASE TO

SUPPORT ITS OPERATION

SKILLED CONVENER

THE INDIVIDUAL WHO CONVENES THE COLLABORATIVE GROUP HAS ORGANIZING AND INTERPERSONAL SKILLS, AND CARRIES OUT THE

ROLE WITH FAIRNESS. BECAUSE OF THESE CHARACTERISTICS (AND OTHERS), THE CONVENER IS GRANTED RESPECT OR “LEGITIMACY” FROM THE

COLLABORATIVE PARTNERS

MODELS OF COLLABORATION

ADD DIAGRAM HERE

COALITIONS

A COALITION IS A LOOSELY KNIT GROUP INVOLVING MULTIPLE SECTORS OF THE

COMMUNITY, COMING TOGETHER TO ADDRESS COMMUNITY NEEDS AND SOLVING

COMMUNITY PROBLEMS (ADAPTED FROM BERKOWITZ AND WOLFF, 2000)

ADVANTAGES OF COALITIONS

• REDUCE THE FRAGMENTATION AMONG LOCAL SERVICES

• REDUCE DUPLICATION AMONG THESE SERVICES

• PROVIDE FOR BETTER COORDINATION OF EXISTING SERVICES


• MONITOR THE QUALITY OF THOSE SERVICES

• EVALUATE THE QUALITY • ASSESS THE NEED FOR NEW

SERVICES IN THE COMMUNITY


• RAISE PUBLIC AWARENESS ABOUT NEW SERVICE NEEDS

• ADVOCATE FOR THOSE NEW SERVICES

• GENERATE THE FISCAL AND PERSONNEL RESOURCES TO BRING THOSE SERVICES TO LIFE


• PROVIDE A COMMUNITY FORUM FOR DIVERSE MEMBERS OF THE COMMUNITY TO COME TOGETHER FOR PROBLEM SOLVING

• FOSTER DEVELOPMENT OF TRUST AMONG THOSE DIVERSE MEMBERS AND GROUPS


• SUPPLY A NON PARTISAN STRUCTURE FOR THE IDENTIFICATION AND ACHIEVEMENT OF COMMUNITY GOALS

• GIVE OPPORTUNITIES FOR PREVIOUSLY INACTIVE MEMBERS IN THE COMMUNITY TO BECOME ENGAGED IN COMMUNITY LIFE

• DEVELOP LEADERSHIP SKILLS AMONG PARTICIPANTS


• OFFER A PLEASANT PLACE TO MEET AND ENJOY THE COMPANY OF OTHERS

• PROMOTE THE DEVELOPMENT OF ADDITIONAL, INDEPENDENT COMMUNITY ACTIVITIES STEMMING FROM INFORMAL CONTACT

• RAISE COMMUNITY COMPTENCE, SELF-SUFFICIENCY, AND SPIRIT

REASONS FOR STARTING A COALITION

• A LIVE ISSUE • NEW MONEY ON THE TABLE • MANDATED • LEARN WHAT OTHERS ARE DOING • COMMUNITY CRISIS • NEW NON-MONEY RESOURCES • LOSS OF RESOURCES • OPPORTUNITY FROM OUTSIDE THE

COMMUNITY

ALLIANCES

COMMUNITY HEALTH ALLIANCES ARE COORDINATED EFFORTS AMONG HEALTH

CARE ORGANIZATIONS TO ADDRESS HEALTH PROBLEMS AND RISKS FACED BY BROAD

SEGMENTS OF A COMMUNITY’S POPULATION

ACTIVITIES OF AN ALLIANCE

• SERVICE DELIVERY • PLANNING AND POLICY

DEVELOPMENT • SURVEILLANCE AND

ASSESSMENT • EDUCATION AND OUTREACH

OBJECTIVES OF AN ALLIANCE

• ACQUIRING NEEDED ORGANIZATIONAL KNOWLEDGE AND SKILLS

• ADDRESSING COMMON RESOURCE NEEDS

• PURSING A SHARED ORGANIZATIONAL MISSION

COORDINATION

LOOSELY STRUCTURED AGREEMENTS BETWEEN ORGANIZATIONS

ISSUES IN ALLIANCE DEVELOPMENT

• IDENTIFY A BOUNDARY SPANNER

• SECURE BUY-IN FROM KEY STAKEHOLDERS AND OPINION LEADERS

• RECOGNIZE AND RESPOND TO PARTICIPATOR CONSTRAINTS

• KEEP THE STRUCTURE SIMPLE

ISSUES IN ALLIANCE DEVELOPMENT

• ENSURE INCENTIVE COMPATIBILITY AMONG PARTICIPANTS

• ENSURE EFFECTIVE COMMUNICATION AND INFORMATION FLOW AMONG PARTICIPANTS

• DEVELOP AND EXPLICIT EVALUATION STRATEGY

• MAINTAIN MOMENTUM THROUGH STAGED SUCCESS

TYPES OF ALLIANCES

• OPPORTUNISTIC ALLIANCES • RESOURCE DEPENDENCY

ALLIANCES • STAKEHOLDER ALLIANCE

PARTNERSHIP

DEFINITION

PARTNERING INVOLVES TWO OR MORE INDIVIDUALS WORKING COLLABORATIVELY

TOWARD A DESIRED OUTCOME

PARTNERING CALLS FOR EACH PERSON TO SHOW RESPECT FOR THE OTHER, TO PUT

PERSONAL DIFFERENCES ASIDE, AND FOCUS ON WHAT THE COMMUNITY AND THE HEALTH

AGENCY NEEDS FROM EACH OTHER

INGREDIENTS FOR EFFECTIVE PARTNERSHIPS

• A VISION OF WHAT THE PARTNERS WANT TO ACCOMPLISH AND HOW THEY WILL USE PARTNERING TO GET THERE

• A COMMITMENT TO SPECIFIC GOALS (ENDS) AS WELL AS TO THE PARTNERSHIP

• A PLAN OF ACTION TO ACCOMPLISH THESE GOALS INCLUDING RESPONSIBILITIES, PROJECT RESOURCES, AND DEADLINES

PROCEDURES FOR SUCCESSFUL PARTNERING BETWEEN A LOCAL HEALTH DIRECTOR AND THE CHAIRPERSON OF A BOARD OF HEALTH

(MODIFIED FROM SUJANSKY)

TEN BEHAVIORS FOR SUCCESSFUL PARTNERING

ADD DIAGRAM HERE

DIAGNOSING PROBLEMS AND OPPORTUNITIES

• MONITOR LOCAL EVENTS ON A REGULAR BASIS

• FORECAST POTENTIAL PROBLEMS • ONGOING COMMUNITY ASSESSMENT • INTERVIEW KEY APPOINTMENTS • CHECK WITH OTHER COMMUNITY

PARTNERS • COORDINATE ACTIVITIES WITH

POLITICAL ENTITIES

SAMPLE STATEMENT OF PARTNERING

•ADD STATEMENTS HERE

A LOCAL HEALTH DEPARTMENT DIRECTOR DEVELOPS A CLEAR STRATEGIC DIRECTION AND GAINS COMMITMENT WITH THE

BOARD OF HEALTH CHAIR BY TAKING THE FOLLOWING STEPS:

• CLARIFY THE PROBLEM OR OPPORTUNITY • AGREE TO MAKE A DIFFERENCE, WHICH SETS THE

TONE FOR HIGH ACHIEVING PARTNERSHIP • ENVISION THE SUCCESS OF THE PARTNERSHIP BY

EMPLOYING PARTNERSHIP BEHAVIORS THROUGHOUT THE RELATIONSHIP

PLANNING ACTIVITIES

• SET GOALS • IDENTIFY EACH PARTNERS

ROLE • DETERMINE HOW TO ANALYZE

A SITUATION OR DIAGNOSE A PROBLEM. EXPLORE COSTS, TIMING, AND FEASABILITY. DECIDE WHO WILL CONDUCT THE DIAGNOSIS AND WHY.

PLANNING ACTIVITIES

• ESTABLISH REALISTIC TIMELINES

• DETERMINE RESOURCES TO ACCOMPLISH GOALS

• DECIDE ON THE EVALUATION PROCESS

• DOCUMENT THE AGREEMENT

SAMPLE PARTNERING AGREEMENT

ADD DOCUMENT HERE

MAKING DECISIONS

• SUMMARIZING THE INFORMATION GATHERED IN THE DIAGNOSIS PHASE

• LIST ALL RECOMMENDED OPTIONS, INCLUDING THE PROS AND CONS OF EACH

• DEVELOP A SET OF POSSIBLE SCENARIOS THAT MAY IMPACT THE SELECTION OF THE BEST OPTION

• SELECT THE OPTION TO PRESENT FOR CONSIDERATION

MAKING DECISIONS

• PROVIDE THE DOCUMENTATION OF ALL OPTIONS, INCLUDING AN ANALYSIS OF RISKS AND GAINS BASED ON PROJECTED OUTCOMES

• CONSIDER WHAT WILL NEED TO BE DONE TO IMPLEMENT EACH OPTION, BECAUSE THIS MAY BE A DECIDING FACTOR IN CHOOSING IT

• CONDUCT THESE STEPS IN A MEETING OF ALL PARTNERS AND USE A WRITTEN DOCUMENT AS A RESOURCE DURING AND AFTER THE MEETING

IMPLEMENTING PLANS

• SELL THE NEW IDEAS-HEALTH COMMUNICATION STRATEGIES

• DETAIL A SPECIFIC PLAN FOR ALL INVOLVED, DESCRIBING WHAT IS TO BE DONE BY WHOM AND WHEN

• DETERMINE CHECKPOINTS TO ENSURE THAT THE PARTNERSHIP RELATIONSHIP IS ON COURSE

• ESTABLISH THE FINAL EVALUATION PROCESS

IMPLEMENTING PLANS

• MOVE AN APPROPRIATE RATE • DETERMINE FUNDING NEEDS IF

RELEVANT

EVALUATING RESULTS

• EVALUATE THE PARTNERSHIP: • WHAT CONTRIBUTES TO THE

PARTNERSHIP? • WHAT HINDERS THE

PARTNERSHIP? • WHAT CHANGES NEED TO BE

MADE IN THE PARTNERSHIP? • IS THE COMMITMENT UPHELD?

EVALUATING RESULTS

• EVALUATE ACCOMPLISHMENTS: • WHAT ARE EVIDENCES OF

SUCCESSES? • ARE SCHEDULES BEING MAINTAINED? • ARE PARTNERS WORKING WITH

ALLOTED RESOURCES? • HAVE THE MOST APPROPRIATE

TECHNIQUES BEEN USED?

HAGEMAN PARTNERSHIP PRINCIPLES

ADAPTED FROM ROWITZ FROM THE LIFE OF REV. EVERETT HAGEMAN

1. YOUR SUPPORT OF FAMILY SHOWS YOU HAVE YOUR VALUES IN THE RIGHT PLACE

2. RESPECT FOR YOUR COMMUNITY SHOULD GUIDE YOUR PROFESSIONAL LIFE

3. LEAVE TIME TO GET TO KNOW YOUR COMMUNITY PARTNERS ON A PERSONAL LEVEL


4. USE YOUR SKILLS TO PROVIDE

MENTORING TO NEW LEADERS 5. PARTNERSHIP IS PART OF THE

HUMAN CONDITION 6. WORKING TOGETHER IS BETTER

THAN FIGHTING 7. PROTECTION OF THE HEALTH OF

THE COMMUNITY IS OUR WAY TO THANK GOD FOR OUR SKILLS


8. WE ARE UNDER OBLIGATION

TO EDUCATE AND TRAIN OURSELVES ON AN ONGOING BASIS

9. LEARN BY LISTENING TO YOUR PARTNERS

10. TRUE PARTNERSHIP IS THE GOURMET APPROACH TO ORGANIZATION

MODELS OF COLLABORATION€¦ · service delivery • planning and policy ... identify a boundary spanner • secure buy-in from key stakeholders and opinion leaders • recognize

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