Building healthy communities through collaborative leadership – a Tasmanian experience

1. 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@cqu.edu.au

3. “TT 2020” – brief description of set up community development strategies for social and economic partnership example of the need for collaborative leadership Tasmania Together 2020

4. 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

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

6. 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.

7. “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

8. What is working well • Organizational structure and governance • Longevity • Policy • Budget • Legislation • Senior people involved • Marketing and media • Logo and newsletter • Performance measurement - data

9. 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

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

11. 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

12. “coalition of interest”safer 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….

14. practice gap – employ a collaborative leader • Empowerment • Action learning

15. 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 other’s strengths and values their differences

16. 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

17. 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

18. The white board

19. The white board

20. Professional expertise Outcome Based Intervention model Expert knowledge Deductive analysis Community as consumer Competency as position Internal boundaries Instruction asleadership Collaborative expertise Process Based Involvement model Universal knowledge Inductive analysis Community as context Competency as skills External boundaries Dialogue as leadership

21. Partners have to be empowered to collaborate profitably assessment vision shared planning resources trust Empowerment

22. Action research process (Alston and Bowles, 1998) ACTION OBSERVING PLANNING REFLECTION

25. 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

27. 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

28. COLLABORATIVE PROCESS

29. 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

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

31. 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

32. constraints • Political • Competition • Risk management • Hierarchical model of leadership

33. 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

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