What is a Rubric?

1. The Collaboration Rubric An action research approach to partnership building across community-based child and family networksACWA 14August 2014Gail Winkworth & Michael White

2. What is a Rubric? “The best of our collective and professional judgment at this point in time in our small spot on the planet” (Griffin, 2009:13) gail.winkworth@acu.edu.au and micwhite@iinet.net.au

3. What is the Collaboration Rubric? a framework which describes how effective partnerships are built and maintained. a blend of the leading research in collaboration and of deep practical experience. gail.winkworth@acu.edu.au and micwhite@iinet.net.au

4. four different types of partnerships and why they succeed or fail • Clarity for administrators, CEOs and government funders about expectations and accountabilities. • Answers the action research questions: “How is our collaboration going? What would it take to improve?” gail.winkworth@acu.edu.au and micwhite@iinet.net.au

5. ACT CYFSP Context Australia and Internationally • Massive growth contracted service delivery • Assumption – more creative with deep seated policy issues • Better able to implement system wide, place based and outcome focussed approaches • Collaboration is at the heart of this ACT • Partnerships between government funded agencies serving common clients - key element of public sector service delivery reform. • ACT government efforts to do this- Child Youth and Family Services Program - a significant example of public sector reform. gail.winkworth@acu.edu.au and micwhite@iinet.net.au

6. What the Networks did last year In May and August 2013 four CYFSP Networks participated in afour staged process - to analyse the status of their partnerships and identify ways to improve these over time. 27 agencies and four regions A year later (August 2014) this process is being repeated gail.winkworth@acu.edu.au and micwhite@iinet.net.au

7. The “What” and the “How” of Collaboration WHATtypes of partnerships? • Research- 4 functionally different forms of collaboration. • These increase in complexity as the needs of clients themselves become more complex. gail.winkworth@acu.edu.au and micwhite@iinet.net.au

8. gail.winkworth@acu.edu.au and micwhite@iinet.net.au

9. ACT is here gail.winkworth@acu.edu.au and micwhite@iinet.net.au

10. How Partnerships Succeed of Fail • (Mark) Moore identifies 3 key requirements for any public sector enterprise to succeed: • an authorising environment, (8 factors in Rubric) • the capacity to deliver the outcome (5 factors in Rubric) • a strong agreement on the shared value of the partnership. (5 factors in Rubric) gail.winkworth@acu.edu.au and micwhite@iinet.net.au

11. 3 Drivers of Success gail.winkworth@acu.edu.au and micwhite@iinet.net.au

12. 3 Drivers in the ACT Now 65% Authority 40% Shared Value 64% Capacity gail.winkworth@acu.edu.au and micwhite@iinet.net.au

13. The Action Learning Process gail.winkworth@acu.edu.au and micwhite@iinet.net.au

14. The survey Research questions 1) How do managers and staff of programs in the CYFSP Networks think partnerships are going in the Networks?  2) What strategies do managers and staff in the CYFSP Networks think could improve the way partnerships are going in the Networks? • 117 staff participated (55%) • 69% in jobs more than 12 months (85% more than 6 months) • Managers and senior executives 46%; front line 43%; team leaders, 11% • All programs participated, (almost) all agencies participated gail.winkworth@acu.edu.au and micwhite@iinet.net.au

15. In Detail - Authority gail.winkworth@acu.edu.au and micwhite@iinet.net.au

16. gail.winkworth@acu.edu.au and micwhite@iinet.net.au

17. In Detail – Shared Value gail.winkworth@acu.edu.au and micwhite@iinet.net.au

18. Strategies to improve partnerships • The open ended questions (the comments) seek to answer the second research question: What strategies do managers and staff think could improve the way partnerships are going in the Networks? • Open-ended questions allow participants to answer on their own terms, and are useful for exploring new areas. In this case these answers will be helpful for the 2014 planning process. • In all, 705 comments were received across the four Networks. A number of high-level categories have been developed to assist in the analysis, and identify the practice implications of survey responses gail.winkworth@acu.edu.au and micwhite@iinet.net.au

19. 5 key themes • Share and develop practice knowledge • Build Relationships • Keep up the momentum for partnerships • Improve accessibility of services for vulnerable clients • Strengthen role of governance group at local level • Increase knowledge of client issues and experiences gail.winkworth@acu.edu.au and micwhite@iinet.net.au

20. Implications and way forward • Foundations for effective collaborative work have been well established. • However partnerships will need continued support and leadership if they are to go beyond the ‘Communication’ stage. • There is a role for government in sustaining current achievements and in building what is needed for more complex levels of partnership. gail.winkworth@acu.edu.au and micwhite@iinet.net.au

21. Next Steps - Sustain • Good communication and a developing trust as a foundation for future work. • Senior executives “speak convincingly about the need to work with other agencies" and who lead by example in participating “in structured meetings to build partnerships” • Policy frameworks which support collaboration are in place and respondents to the survey believe that funders support collaborative partnering. • Staff provide direct lines of contact with each other, that agencies share basic physical resources such as meeting rooms and that staff know what services other agencies in the network provide. gail.winkworth@acu.edu.au and micwhite@iinet.net.au

22. Next Steps - Build • Network Coordination • Practice Framework • Purpose and Outcomes • Align purpose with levels of partnering • Role of networks in reducing tertiary involvement • Government provide critical place based data • Stronger focus on co design gail.winkworth@acu.edu.au and micwhite@iinet.net.au

23. References References • Huxham, C., & Vangen, S. (2005). Managing to Collaborate: The Theory and Practice of Collaborative Advantage. N.Y. Routledge. • Lloyd-Walker, B. & Walker, D. (2011) Authentic leadership for 21st century project delivery. International Journal of Project Management 29 (2011) 383–395 • Moore, M. 1995. Creating Public Value: Strategic Management in Government. Cambridge, MA Harvard University Press • Moore, M. H. (2000). Managing for value: Organisational strategy in for profit, non profit governmental organisations. Non Profit and Voluntary Sector Quarterly, 29, P. 196 • Scott, D. (2005). Inter-organisational collaboration in family-centred practice: A framework for analysis and action. Australian Social Work, 58(2), 132-141. gail.winkworth@acu.edu.au and micwhite@iinet.net.au

24. Our website will be live next week • White, M. & Winkworth, G. (2012) A Rubric for Building Effective Collaboration: Creating and Sustaining Multi Service Partnerships to Improve Outcomes for Clients – Concepts Paper and Full Rubric, June, 2012 ISBN 978-0-9873564-0-6 • Winkworth, G. & White, M. (2011) Australia’s Children Safe and Well? Collaborating with Purpose Across Commonwealth Family relationship and State Child Protection Systems, Australian Journal of Public Administration, 70 (3) • Winkworth, G & White, M. (2010) May Do, Should Do, Can Do: Collaboration between Commonwealth and State Service Systems for Vulnerable Children, Communities, Children & Families Australia, Vol 5, No. 1 • Winkworth, G (2005) Partnering the 800 pound gorilla: Centrelink working locally to create opportunities for participation Australian Journal of Public Administration, 64 (3) Thank You gail.winkworth@acu.edu.au and micwhite@iinet.net.au