DiverseAbilities:
An Outcome of Organizational Collaboration and Operational Integration
1999
by Mark T. Obatake, Rebecca Rude-Ozaki, Ph.D., Barbara Fischlowitz-Leong,
Donna D. Fouts, and Victoria Suyat
BACKGROUND
Non-profit organizations in Hawaii experienced increased competition
for scarce financial resources. Agencies serving persons with disabilities
were no exception. Local government reduced financial support for human
services, and private donors were urged to increase their charitable giving.
In response, donors looked for effective ways to leverage their resources,
and they expected measurable outcomes for their investment.
The Hawaii Centers for Independent Living (HCIL) laid off 25 percent
of independent living services personnel and the United Cerebral Palsy
Association Hawaii (UCPA-HI) closed a nationally recognized supported
living program for adults with cerebral palsy in the wake of state purchase
of service cuts. The resounding mandate that non-profit human service
agencies should do more with less was heard repeatedly. It became clear
through strategic planning that individual agencies could not do any more
without serious injury to the integral structure of their organizations.
The question was raised, "How can we continue to develop and deliver
needed services while maintaining sound organizational health?"
THE PROCESS OF CHANGE: A COLLABORATIVE RESPONSE
Coming to the Table
In 1996, HCIL invited administrators of several agencies for a brainstorming
session. After a few initial meetings, the players were narrowed from
ten agencies to HCIL, the Hawaii Assistive Technology Training & Services
(HATTS), UCPA-HI and Winners at Work. Each organization brought specific
experiences, knowledge and skills to the table.
The process of collaboration was not simple. It required a strong commitment
of time, a release of notions around turf issues, and most importantly,
the ability to trust the partners. Some of us did not know each other
when the project started. It was our commitment to the project that brought
us along so fast and so far. During the first year, we were fortunate
to have a person who was committed to the project, but not aligned to
one agency, join all of our meetings. This unbiased opinion was greatly
appreciated and needed during fevered discussions and tense sessions.
For as you can imagine, all of the chief executive officers had strong
opinions about most subjects.
The issue of shared leadership was essential to our success. As a team,
we willingly made a commitment to learn from and teach each other along
this less traveled path. Each member would take on specific responsibilities
that related to fields in which they had knowledge or wanted to learn
more information. In the beginning, the monthly meetings were hosted by
a different agency. This established equality in the group that was important
during all levels of negotiations. Ground rules were set and adhered to
strictly. This was a team effort and there were times when decisions were
made as to whether to proceed with the collaboration or fold. It was the
trust that was established through the shared leadership that held us
fast.
In the process of developing the conceptual framework, the agencies identified
community leaders who would also play a significant role. The Aloha United
Way triggered information that focused on the development of entrepreneurial
projects. The Weinberg Fellows Program, a local training initiative for
executive directors, presented issues of capacity building, assets planning
and community outcomes. Local business representatives were invited to
attend some brainstorming sessions to further clarify the vision of resources,
services and the collaborative process.
The Concept of a Place
The initial focus was to investigate the possibility of shared office
space, driven by a joint capital campaign. While evaluating potential
sites, a UCPA-HI Board member identified a charitable foundation with
warehouse space to lease. The group recognized the value of the foundation
as a partner and began to solicit information regarding the facilities.
Leasing re-designed warehouse space seemed the best option as funding,
lease rates and time elements were considered. We met with an architect
to discuss essential design elements, space allocation and operational
workflow procedures. Each agency had to barter space and manage budgets
simultaneously. Numerous blueprints later, the build-out construction
commenced in the empty warehouse.
The Organizational Structure
The facilities, however, were only one part of the total picture. It
was clear that the partners wanted to accomplish something more than co-location
and sharing defined resources. It was important, however, that we did
not lose our individual agency identities. We were not interested in a
merger.
Hours were spent identifying principles from mission statements and the
philosophical beliefs of the different organizations. Several main principles
were identified as "standing ground" for developing the collaboration.
If one agency could not identify and commit to the practice of a principle,
it would be time to stop. HCIL constructed a survey tool which was completed
by those defining themselves as stakeholders. Consumers, family members,
staff, board members, business associates, funding source liaisons, and
policy-makers were asked to share their insights about the conceptual
framework. We asked questions about services, the facilities and organizational
interaction. It became clear that consumers and the community wanted convenience
and comprehensiveness, a place where most of their needs could be met.
Our group conceived of doing business in an "unusual" manner.
What began as a fact-finding effort among the three non-profit agencies
and the federal project led to the development of a new non-profit known
as DiverseAbilities. Various organizational structures were considered.
When researching coalitions, associations, different types of non-profits
and for-profit businesses, we realized that they each brought certain
advantages and disadvantages. In the end, we decided to form a 501(c)3
organization for two primary reasons: the formal structure would encourage
further collaboration and the charitable status would leverage fundraising
possibilities. Each chief executive officer of the four partner agencies
is a board member of DiverseAbilities.
DiverseAbilities was conceived as a platform organization--as opposed
to an umbrella--to promote the individual missions of its member organizations.
HCIL, HATTS, UCPA-HI, and Winners strongly believe that we can best meet
the current economic challenge and accomplish our individual missions
through collaboration with one another.
How the Collaboration Works
On a practical level, communication is the primary means for accomplishing
activities. The chief executive officers meet on a weekly basis and have
assigned formal leadership roles. Agenda items for these meetings include
facility operations, program development, fundraising, advocacy issues,
and staff morale. Staff members from each of the agencies participate
at the committee level, bringing recommendations for implementation to
the DiverseAbilities board.
The communication infrastructure also includes informal gatherings in
the 8-foot wide hallways and a wide area network Intranet telecommunication
system. The extra wide hallways invited staff and consumers of the partner
agencies to mingle with each other, casually talking about available services
and resources. This natural process of relationship development paved
the way for formal protocols to be developed. When finding the time for
meetings became a constraint, joint projects were expedited with the use
of the Intranet. Presentations, grant proposals, position papers, and
other documents were collectively completed by e-mail and file transfer
protocols.
One of the critical aspects of DiverseAbilities is the mindset of the
chief executive officers. We continue to think in individual terms, while
simultaneously considering the well-being of the collaboration. We take
into account the welfare of the other individual agencies involved in
the partnership. It is common practice for each of the chief executive
officers to network with people, read informational literature, and attend
professional development seminars, then share what he or she has learned
through these various activities with the other agencies of DiverseAbilities.
As an example, HCIL informed Winners of a request for proposal. Winners
applied for and was awarded a grant for a Parent Information Center from
the Rehabilitation Services Administration. HCIL could have applied for
the grant competition. Instead, we realized the capacity of Winners, their
agency's strategic plan and program strengths, and positioned the grant
application accordingly. This collaborative mindset provides each executive
the benefit of valuable advice, a wealth of experience and the added insight
of a would-be competitor.
Leveraging strategies have provided a fundamental benefit for program
development. Each of the partner agencies possesses facilities and equipment
specific to the individual agency. Among the four agencies, and within
the DiverseAbilities facility, various mixed-use rooms and equipment are
collectively made available for program activities. HCIL could not afford
to own or lease all of the shared resources that DiverseAbilities has
to offer. HCIL is able to plan for a wider range of program activities--consumers
service meetings, skills training classes, workshops, public forums, professional
consultations, recreational activities, focus groups, picnics, etc by
scheduling the available resources of DiverseAbilities. Thus, resource
usage becomes mainly an issue for scheduling, not costs. Program related
activities have increased for HCIL by 30 percent after the development
of DiverseAbilities, while total HCIL revenues have remained the same.
HCIL is considered a smaller-sized business as an individual agency.
With the advent of DiverseAbilities, the buying power and cost leveraging
capacity for HCIL has increased. Several purchasing accounts and service
accounts were consolidated to save costs. Vendors and other for-profit
service companies have begun to perceive of HCIL as a bigger business
(e.g., personnel, revenue base) whenever DiverseAbilities is involved.
Better cost-effective accounts can be negotiated. In another regard, HCIL
and the other agencies of DiverseAbilities have been viewed as being more
representative of the general disability community. From the infants of
the 0-3 program through vocational development, assistive technology and
independent living, DiverseAbilities covers all phases of human development.
Other service agencies and the general public have sought the involvement
of one or more of the DiverseAbilities agencies to access the larger disability
community.
The DiverseAbilities service integration is still in its infancy. Simple
information and referral is, however, more qualitative. As consumers within
an individual agency identify goals, other service needs (beyond the scope
and mission of the agency) become apparent. Consumers are then informed
of additional service options from the partner agencies and asked if referral
is wanted. The initial staff member can immediately go with the consumer
across the hall to meet a staff member from the partner agency and begin
to discuss possible service requests. Accountability is improved and service
lapses can be resolved more quickly. The consumer is not separated into
service pieces, but provided with a continuity of options in a friendly
manner. In essence, quality (defined by convenience, accuracy of information,
timeliness, and relationship focused) is maintained and delivered. Not
only does the consumer benefit from this process, but there is also a
quality improvement element as staff members from one agency indirectly
train staff members in another agency.
Better service is the bottom line. In any outcome driven format, the
primary thrust of a meaningful measurement needs to be associated with
the consumer's achievement of goals. Do consumers accomplish their goals
in a way that is satisfactory to them? Through the services of the individual
partner agencies and the combined services that DiverseAbilities enables
the partner agencies to collectively deliver, people with disabilities
have set and achieved goals in education, independence, and vocation,
improving their lives with assistive technology and a personal confidence
that comes from being valued. This is the most significant outcome of
the new collaboration.
FOR MORE INFORMATION
Mark Obatake, Executive Director
Hawaii Centers for Independent Living
414 Kuwili Street, #102
Honolulu, HI 96817
808.522.5404
808.522.5427 (Fax)
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