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Dont Go It Alone: Engaging System Partners in Reform


What We are Doing ... Reviewed our results. Convened a strategic planning meeting ... Instead, keep them informed of your doings. Unsuccessful sharing of information ... – PowerPoint PPT presentation

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Title: Dont Go It Alone: Engaging System Partners in Reform

Dont Go It Alone Engaging System Partners in
  • ICCA Conference
  • October 31, 2007
  • Cheryl Barrett
  • Administrative Office of the Illinois Courts
  • Meghan Howe
  • Crime and Justice Institute
  • Lore Joplin
  • Crime and Justice Institute

Implementing Effective Correctional Management
of Offenders in the Community NIC/CJI Project
What is Collaboration?
  • Collaboration is a mutually beneficial and
    well-defined relationship entered into by two or
    more organizations to achieve common goals.
  • the Wilder Foundation
  • The relationship includes a commitment to
  • a definition of mutual relationships and goals
  • a jointly developed structure and shared
  • mutual authority and accountability for success
  • the sharing of resources and rewards.

- The Wilder Foundation
What is Collaboration?
  • Collaboration is frequently misunderstood
  • Everyone thinks theyre collaborating!
  • The term collaboration is mistakenly used to
    describe individual agency relationships at
    varying stages of development.

Continuum of Involvement
(No Transcript)
The Illinois Experience
Administrative Office of the Illinois Courts
  • Administrative arm of the Illinois Supreme Court
  • Statutory authority to promulgate standards for
    probation and court service departments
  • Probation and detention staff employees of
    Chief Circuit Judge
  • Funding state and local partnership
  • State reimbursement of salaries of eligible court
    services personnel
  • County support
  • Probation Fees

Illinois Probation Judicial Branch Function
  • Five Court Districts
  • 23 Circuits Serving 102 Counties
  • 64 Probation Departments
  • 16 Juvenile Detention Centers
  • Cook County Temporary Detention Center

Evidence Based Practice in Illinois
  • 1990s Probation Leaders Introduction to EBP
  • Dr. Donald Andrews James Bonta
  • What Works Grant
  • Re-designed 40 hour Basic Training
  • Five EBP Pilot Sites
  • Implementation of Advance Offender Risk/Needs
    Assessment Tools

Illinois EBP Collaboration Efforts
  • Five Pilot Sites
  • Rural and Urban
  • Included Cook County Adult Probation
  • EBP State Policy Team
  • EBP Coordinating Council

EBP Coordinating Council
  • Representation of Every Circuit in the State
  • Created a Charter
  • Quarterly Meetings
  • Strengthened State and Local Partnership

Working Together A Profile of Collaboration
  • Developed from Collaborative Leadership How
    Citizens and Civic Leaders Can Make A Difference
    by Carle E. Larsen and David Chrislip
  • The CC was surveyed using the tool to record
    individual perceptions about items that measure a
    collaborative groups effectiveness

Working Together A Profile of Collaboration
  • Five Categories of Measurement
  • The Context of Collaboration
  • The Structure of Collaboration
  • Collaboration Members
  • The Collaboration Process
  • The Results of the Collaboration

Collaboration Surveys
  • Conducted in 2005 2007

What We Learned-2005 Survey Results
  • Strengths
  • Now is a good time to collaborate
  • Access to credible information
  • Agreement to make decision as a group
  • Clearly defined roles and responsibilities
  • Members have good communication skills trust
  • Ground rules have been set
  • Strong recognized leaders who support the effort

What We Learned-2005 Survey Results
  • Areas of Improvement
  • Frequently discuss how the group works together
  • Ensure that divergent opinions are listened to
  • Develop concrete measurable goals
  • Identify interim goals
  • Monitor performance

What We Learned 2007 Results
  • Strengths
  • Now is a good time to address the issue
  • Collaboration started because certain individuals
    wanted to do something
  • Adequate physical facilities
  • Method of communicating the activities and
    decisions of the group members

What We Learned 2007 Results
  • Areas of Improvement
  • There are clearly defined goals
  • We have concrete Measurable goals to judge the
    success of our collaboration
  • There is an established method for monitoring
    performance and providing feedback

What We are Doing …
  • Reviewed our results
  • Convened a strategic planning meeting
  • Addressed the structure and content of the
  • Minutes shared statewide and available on
  • Agenda - information sharing and problem solving
  • Discussions on intermediate and long term
    measures of success
  • Created sub-committees
  • Training, communication and quality assurance
    issues, EBP regional focus groups

Henry Ford Said…..
  • Coming together is a beginning. Keeping together
    is progress. Working together is success.

Building Collaboration
Essential Elements of Successful Collaboration
  • Common Vision
  • Purpose
  • Clarity of Roles Responsibilities
  • Healthy Communication Pathways
  • Membership
  • Respect and Integrity
  • Accountability
  • Data-Driven Process
  • Effective Problem Solving
  • Resources
  • Environment

1. Common Vision
  • Define a commonly understood problem or task
  • Seek agreement regarding a shared vision
  • Develop commitment
  • Develop strategies for achieving vision
  • Ensure a safe environment for vocalizing
  • Find common ground
  • Keep all partners engaged

2. Purpose
  • Develop a unique purpose clarify the need for
  • Build concrete, attainable goals and objectives
  • Seek agreement between partners regarding
  • Create incentives for collaboration and change

3. Clarity of Roles Responsibilities
  • Value the unique strengths of each partner
  • Clarify who does what
  • Create a sense of accountability
  • Develop principles for how partners will work
    together revisit them often
  • Listen to, acknowledge and validate all ideas
    Be inclusive

4. Healthy Communication Pathways
  • Ensure open and frequent communication
  • Establish formal and informal communication links
  • Strengthen team bonds
  • Direct the process

5. Membership
  • Develop an atmosphere of mutual respect,
    understanding and trust
  • Help partners see collaboration as in their
  • Develop multiple layers of decision-making
  • Ensure all members share a stake in both process
    and outcomes

6. Respect and Integrity
  • Ensure that respect and integrity are integral to
    the collaborative relationship
  • View all partners as representatives of
    organizations and as Centers of Excellence
  • Ensure that all partners offer each other role
    respect and procedural respect
  • Overcome feelings of skepticism and mistrust

7. Accountability
  • Partners must explicitly understand
  • The accountability they have to each other
  • The collaborations accountability as a whole
  • The accountability of each participant to his/her
    own organization
  • Understand each partners accountability
  • Modes of attaining accountability should be
    developed among partners

8. Data-Driven Process
  • Focus on data
  • Maintain a process that is flexible adaptable
    to obstacles barriers
  • Utilize process improvement strategies
  • Identify collect outcome data
  • Utilize data to refine review processes and
  • Evaluate the process

9. Effective Problem Solving
  • Identify problems in a safe way and before they
    become crises
  • Offer an agreed-upon process to resolve problems
    effectively and efficiently
  • Continually assess team effectiveness

10. Resources
  • Provide sufficient funds and staffing necessary
    to maintain the momentum
  • Use skilled conveners to help keep leadership and
    working groups on task and grounded

11. Environment
  • Develop a reputation for collaborating with the
  • Be seen as a leader of collaborative work within
    the community
  • Develop a climate of trust
  • Develop a favorable political/social climate

Phase 1 Establishing a Collaborative Team
  • Identify who needs to be involved secure their
    agreement to participate
  • Articulate the purpose of the teams work
  • Establish a structure that facilitates progress
  • Clarify the roles expectations of team members
  • Identify those who will fill leadership,
    facilitation staff support functions
  • Establish ground rules

Phase 2 Building the Team
  • Clearly define the vision and mission of the
  • what precisely are we trying to do?
  • Re-examine membership once the vision and mission
    is clear
  • do we have everyone we need at the table?
  • Define the work the team will undertake.

Phase 3 Solidifying the Team
  • Together
  • Gather analyze information
  • Determine whats working whats not
  • Agree on priorities
  • Consider solutions to address problems gaps
  • Decide which solutions are likely to net the best

Phase 3 Solidifying the Team (cont.)
  • Garner support from outside the team as needed
  • Develop impactful change strategies
  • Assemble the resources needed to make change
  • Plan carry out change
  • Monitor evaluate the impact of these changes
  • Determine what needs to be done next

Barriers to Successful Collaboration
  • Lack of clarity in roles and responsibilities
  • Unclear expectations for accountability
  • Power and control issues
  • Negative attitudes
  • Unsuccessful sharing of information
  • Inability to create transparency within agencies

Barriers to Successful Collaboration
  • Not being thoughtful about bringing all key
    players to the table at the same time
  • Leaving stakeholders who decide not to
    participate out of the loop can impede your
    groups efforts
  • Instead, keep them informed of your doings.
  • Unsuccessful sharing of information
  • Negative attitudes

Lessons Learned in Collaboration
  • Start wherever you can.
  • Communication is key.
  • Forming a collaborative group is extremely hard
    work and will take longer than you think Be
  • Focus on building trust and relationships -
    Remember that dialog anchors beliefs.

Lessons Learned in Collaboration
  • Capacity for change must be built it is not
    a naturally occurring phenomenon.
  • Remember that no one person or partner is in
  • Develop consensus about what should change and
    how it should change.
  • Theres no real collaboration without negotiation
    and willingness to compromise.

Lessons Learned in Collaboration
  • Have leaders who see the vision, know how to
    articulate it and can motivate and inspire
  • If a pivotal leader is not on board, the ship
    wont sail.
  • Capacity for change must be built it is not a
    naturally occurring phenomenon.
  • Leaders must attend to both process and outcomes.

Sustaining Collaboration and Agreement Between
  • Acknowledge the inevitability of obstacles.
  • Create incentives for collaboration and change.
  • Build upon small wins. - Celebrate and
  • Institutionalize changes quickly.
  • Maintain the momentum for change.
  • Address leadership changes.
  • Take risks.

Tangible Outcomes of Collaborative Teams
Increased knowledge understanding, - better
decisions -greater political support.
Resource sharing rather than competition.
Effective system change.
Example Redeployment of monies to support a
needed project
Example Full team press conference.
Example Reallocation of jail bed space.