Building healthy communities through collaborative leadership

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Building healthy communities through
collaborative leadership a Tasmanian experience

• Dr Steven Rogerson
• Senior Lecturer
• Social Work and Human Services
• Faculty of Sciences, Engineering and Health
• Central Queensland University
• s.rogerson_at_cqu.edu.au

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Tasmania Together 2020

• TT 2020 brief description of set up community
  development strategies for social and economic
  partnership
• example of the need for collaborative leadership

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• In September 2001, as Premier, Jim Bacon signed
  off on the Tasmania Together Vision
• "Together we will make Tasmania an icon for the
  rest of the world by creating a proud and
  confident society where our people live in
  harmony and prosperity"
• Tasmania Together planning took more than two
  years to complete

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• Initial premier consultations
• Community Leaders group
• Search conference
• Community consultation
• Partners program
• Progress Board

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Partners program

• The Partners Program allows business and
  community organizations to speak with authority
  on the benchmarks and gives the Tasmania Together
  Progress Board a clearer picture of the issues to
  be overcome and alliances to be developed to
  achieve particular benchmarks.

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• Tasmania Together is an ambitious long-term
  plan developed by Tasmanians for Tasmanians. It
  outlines what we want for ourselves and our
  children in the year 2020.
• Tasmania Together is about change changing
  what we do now to achieve the future we all want
  
• TT aims to develop a healthy social and economic
  community

• measuring and reporting progress
• informed decision-making
• social and economic planning for change
• framework for cooperation

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What is working well

• Organizational structure and governance
• Longevity
• Policy
• Budget
• Legislation
• Senior people involved
• Marketing and media
• Logo and newsletter
• Performance measurement - data

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Why work together?

• Publicity
• Raise the profile of the partner organizations
• Promote the community at large
• Access to new expertise and new knowledge
• Use of the TT logo
• Integrating social and economic development
• Business have a financial interest in supporting
  sports / tourism / local councils and TT 2020

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• TT 2020 an example of social and economic change
  development
• 12 goals and headline indicators
• 143 benchmarks

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• Goal 2
• Confident friendly and safe communities
• Headline indicator 2
• Reducing juvenile crime
• Cluster benchmark 1
• To support young people who have challenging
  behaviour or who are at risk

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coalition of interestsafer communities
partnership

• Despite the language and promise of
• partners, clusters, coalitions of interests,
  whole of government, collective benchmarks,
  sustainable coordination, frameworks for
  coordination
• despite all the best will in the world, all the
  policies, brochures, structures, data, research
  collaboration did not happen.

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practice gap employ a collaborative leader

• Empowerment
• Action learning

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The collaborative leader some tasks

• Establishes meetings and administration for
  facilitating communication
• Makes explicit team/group coordination, roles and
  responsibilities
• Reinforces the importance of organisational
  structure and support
• Values commitment by diverse groups to a common
  mission
• Discusses each others strengths and values their
  differences

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The collaborative leader key tasks

• Convene and facilitate the meeting
• Coordinate the collaboration
• Who does what
• When do they do it
• When will we report back
• Maintain and distribute records

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The collaborative leader at the table

• Participants table progress
• Participants identify aims
• Participants identify risks
• Participants identify impediments in meeting aims
• Externalise ideas and explanations for deficits
• Evaluate future provision and actions on deficits
• All on the white board
• Document and circulate

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The white board
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The white board
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• Professional
• expertise
• Outcome Based
• Intervention model
• Expert knowledge
• Deductive analysis
• Community as consumer
• Competency as position
• Internal boundaries
• Instruction as leadership

• Collaborative
• expertise
• Process Based
• Involvement model
• Universal knowledge
• Inductive analysis
• Community as context
• Competency as skills
• External boundaries
• Dialogue as leadership

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Empowerment

• Partners have to be empowered to collaborate
  profitably

• assessment
• vision
• shared planning
• resources
• trust

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Action research process (Alston and Bowles, 1998)
ACTION
OBSERVING
PLANNING
REFLECTION
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Aims of successful collaborative expertise

• The opportunity to participate in decision making
• The opportunity to influence decision making
• The quantity of information exchanged
• The quality of information exchanged
• The handling of conflict
• The sharing of vision and values
• The satisfaction with and commitment to the
  project
• Gaining community support
• Gaining new consciousness of issues
• Creating lasting networks
• Attaining longevity
• Acquiring new skills

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• Need senior people in ther
• Need policy
• Need collaborative authority
• See agency collaborative strategy
• How to move forward
• Social and economic concepts
• Given changes in projected social and economic
  infrastructure (e.g. labour shortage, planning
  for change, community participation
• Examples this is conference stuff (safer
  communities yj sector budging / grants / uturn ?
• Acky city
• Need facilitator
• Processes governance organisation
• Expertise needed

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COLLABORATIVE PROCESS
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Process at the table

• Identify needs stakeholders responsibilities
• Table assessments
• Identify needs
• Identify risks
• Identify current and previous responses be
  specific
• Identify deficits in meeting needs
• Externalise ideas and explanations for deficits
• Evaluate future provision and actions on deficits
• All on the white board
• Document and circulate

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• One of the most important elements we had to put
  in placewas collabraotve leader a facititator
  whose job it was to encourage / develop
  collaboration

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• Using the media message acoss
• Long term 10 20 years
• Newsletter
• Logo
• Northern safer communities partnership
• Intergecy support panels
• We found business had an interest in supporting
• Sports / tourism / local councilvs
• Theme / concepts
• Dialogue stuff

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constraints

• Political
• Competition
• Risk management
• Hierarchical model of leadership

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Aims of successful collaborative expertise

• opportunity to participate in decision making
• The opportunity to influence decision making
• The quantity of information exchanged
• The quality of information exchanged
• The handling of conflict
• The sharing of vision and values
• The satisfaction with and commitment to the
  project
• Gaining community support
• Gaining new consciousness of issues
• Creating lasting networks
• Attaining longevity
• Acquiring new skills

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• Research an stats turning data into facts to
  inform panning and decision making
  http//www.communitybuilders.nsw.gov.au/getting_st
  arted/statistics/cptool.html
• Action research
• http//www.communitybuilders.nsw.gov.au/getting_st
  arted/statistics/rask.html