In order to successfully implement Blueprint 2000, educators must be willing to alter their past practices and develop new skills. One of the skills most critical to their success will be the ability to collaborate with organizations outside the school.
The outcomes that are delineated in Blueprint 2000 clearly indicate that school and school district personnel must collaborate with representatives from health, human service, criminal justice, parent, and business organizations.
Unfortunately, many educators have little experience with the development of collaborative initiatives. Past practices seldom called for school personnel to initiate efforts that would result in the achievement of common goals developed in partnership with other organizations.
In fact, earlier reform efforts focused on improving education by looking inward or by addressing issues that were "within the four walls" of the education institution.
The purpose for this section on "Collaboration" is to offer insight into the process of collaborating. The intent is to provide Community and Adult Education practitioners and advisory council members with ideas that will help them more successfully develop collaborative initiatives.
What Is Collaboration?
According to the National Assembly of National Voluntary Health and Social Welfare Organizations, collaboration is "the process by which organizations make formal or informal commitments to work together over a period of time on one or more identified needs or problems." In order to collaborate, representatives of these organizations must possess the ability to: (1) identify needs or problems, (2) facilitate a process for envisioning how the collaborating organizations can collectively respond to the needs, (3) utilize a variety of decision-making processes, and (4) provide or seek resources that can be used to work on mutually agreed upon strategies that are developed to address the identified needs.
Another definition of collaboration, written by former Iowa Senator Charles Bruner, suggests that "collaboration is a process to obtain goals that cannot be obtained singly. As a process, collaboration is a means to an end, not an end in itself." This second definition seems most appropriate for use by Community and Adult Education practitioners and advisory council members in relationship to Blueprint 2000. Blueprint 2000 recognizes that schools alone cannot attain Florida's education goals.
Once agreement regarding a collaborative vision is reached by a key leader or steering committee, use their willingness to address the problem to "sell" the vision to others. Recruit assistance and gather testimony from a key leader or steering committee to influence the decisions of others who may be willing to become part of a collaborative effort.
Use your key leaders or members of your steering committee to form a larger group of individuals who are likely to be most interested in the issue. Recruit members who have access to resources, can make connections with other stakeholders, and have demonstrated a keen interest in the "hot" issue. Make one-to-one contacts to discuss the process of collaboration and "sell" your vision of the collaborative solution to the problem that has been identified.
Convene representatives of the organizations and facilitate a planning process that allows them to leave the meeting with a clear understanding of the purpose of the collaborative effort and their commitment to the process. Representatives should leave the meeting with their plan of action-the steps that will be taken by each member of the group prior to their next meeting.
When introducing a collaborative initiative, it is always helpful to provide representatives of the collaborating organizations with examples of other successful collaborative projects. Identify and share other collaboration projects in your community.
Examples of such collaborative efforts might include: community clean-ups in blighted neighborhoods; building neighborhood coalitions to combat alcohol, tobacco, and other drug abuse; the formation of food banks or clothing cooperatives; or business/school partnership projects that have served at-risk youth.
When using successful models to illustrate the benefits of collaborating, be prepared to describe the problem that was identified or the need that existed, the vision that was developed in order to promote the collaborative effort, the decision-making process that the group utilized, and resources secured to implement the collaborative project.
Work with the organizations in your group to create a vision and develop long-term goals. However, you must be sure to plan for many small and visible successes for the group as it grows and matures. Celebrate the group's accomplishments often and visibly. The accomplishments might include reaching consensus on their vision, establishing long-term and short-term goals, selecting leadership for committees or task forces, and implementing initial collaborative activities.
Every successful collaborative effort requires the completion of tasks such as facilitating meeting times and places, maintaining communication among the collaborating members, coordinating the work of task groups or committees, and recording the decisions or directions agreed upon by the group. Key staff persons from the organizations participating in the collaborative initiative must be identified. Furthermore, they must agree to accept partial responsibility for the aforementioned tasks.
One way to develop and maintain broad-based support for the collaborative effort is to encourage broad-based participation from community members. "Town meetings" are an excellent vehicle for involving all segments of a community in the discussion of issues that are important to many collaborative initiatives. The use of such meetings also provides a unique opportunity to get media coverage for your groups. Invite the media to "town meetings" and solicit their help in reporting the issues or concerns that are identified to the larger community.
Involving members of a collaborative initiative in annual or semiannual workshops or retreats helps to maintain their commitment to the collaborative effort. Retreats provide members with an opportunity to discuss their vision, mission, goals, objectives, and strategies. This reinforces and renews their understanding of the collaborative effort and more clearly focuses the direction of the group. Making adjustments to initially established priorities is critical to maintaining the commitment of the members of collaborative initiative.
Work within your community systems to institutionalize the changes that are desired by the organization involved with your collaborative project. This is accomplished by affecting policy changes by governing boards, passing ordinances through elected officials, modifying standard operating procedures enforced by key administrators, initiating petition drives, and lobbying for the passage of legislation.
Key leaders, catalysts who helped initiate a collaborative effort, or informal "power brokers," who helped form a collaborative effort may not remain involved in its day-to-day operations. However, it is necessary to keep these individuals well-informed of efforts that transpire through the collaborative initiative. Their support may be especially important during critical periods such as times when you are seeking to institutionalize procedural changes.
Stakeholders will remain advocates for your collaborative effort only if they are informed and believe that they are included in delivering programs, activities, or services. You must encourage their involvement.
It is common for collaborative efforts to experience conflict, barriers, "turfism," and a need to periodically refocus their direction. Sometimes this can be most effectively accomplished by using experts from outside the group or community. Do not hesitate to utilize consultants or technical assistants who have not been involved in the collaborative venture.