Ron Rowe: Community groups need collaboration, co-operation, co-ordination

Ron Rowe

Stemming directly from my practical work with many different and varied not for profit clubs, NGO boards, and committees both here and overseas I've found there are four quite distinct underlying forms of governance.

There are "proactive" boards/committees, some "anticipative", some "reactive" and some that I've termed "stagnative". By far the majority fit the "reactive" mode.

The "reactive" mode of governance is one that waits for things to happen and then charges about trying to plug the holes. Sometimes catching the tide early enough to allow them to continue.

This article highlights the absolute need for organisations in the community to proactively consider more effective ways in which to meet their member's needs, and the needs of those for whom we provide our services … which are already and certainly will in the future be very much different than they have been in the past.

Effective collaboration is essential for today's hundreds/thousands of community organisations. Most community organisations with whom I have worked struggle to gain funding, even the larger ones who today fit the social enterprise model.

It's not just about being bigger and better than the other club or organisation, collaboration is essential to most organisations' survival and being able to thrive. Success into the future is dependent upon the ability to work jointly with others.

It's not about you giving anything up ... or stomping on your autonomy. From many years working in and with volunteer organisations and clubs locally, regionally, nationally and internationally my experience is that autonomy can be a blessing and a curse … rather it's very definitely about building on what each organisation has and can bring to a collaborative and synergistic approach and outcome. It is true that the whole is greater than the sum of the parts.

The three Cs as I often refer to them provides an opportunity to share knowledge, experience and skills with multiple members in order to modify goals and contribute to the development of a future based on harnessing the synergies within organisations.

In order to successfully collaborate, there must be sufficient resources allocated to the joint programmes and projects, a culture that encourages effective teamwork and co-operation as well as clearly defined responsibilities.

One of the essentials I have found is that collaborating members must trust and respect each other. There must be open communication and a willingness to accept input from others. Since in all organisations there are conflicting goals, decision-making must be based on a collaborative approach.

Collaboration ensures that no one person, group, organisation or institution is fully in charge of anything, but, rather, many are involved and shoulder responsibility, authority and accountability. This causes the strategic planning process to be more challenging and speaks to the need for more discussions, negotiations and coordination in the handling of affairs.

Co-operation is the other partner. Absence of co-operation ensures competition. Sadly this is seen way too often even where each local community organisation runs under a known/respected national brand, name and constitution. Truly!. Co-operation includes partnering others in terms of resources, capabilities, and competencies in pursuit of mutual interests. This combination of efforts is a form of joint benefit, fundamental to success.

All strategies must be co-ordinated. Co-ordination makes sure that everyone knows what they need to achieve. In this way, activity flows without obstruction. Resources required for a task are available as required with no duplication of effort. An efficiently run administration with effective co-ordination allows the collaborative organisation to aspire to meet an overall set of priorities.

Collaboration, co-operation, and co-ordination is "smart practice". It is about the organisation of resources and the motivation of volunteers and staff to achieve objectives for their stakeholders, however they may be described.

However, one's view of the implementation of the three Cs needs optimism, vision, effective leadership and new thinking in order to succeed. It breaks down when it becomes adversarial and competitively focused on funding issues.

Leaders of organisations have given me many reasons for not putting the three Cs into practice. It can be summed up as fear of change and not knowing how to go about it.

Many organisations (some of whom I have worked with) have in very recent times decided that they will do better by their stakeholders by implementing the three Cs. So why wouldn't we in the volunteer organisations and clubs not do this.

We live in a world which is increasingly inter-connected and inter-reliant. I'm reminded of a very apt statement made recently: "Be careful that you don't get so far behind the parade that people forget that you're in it."

Think about it … and I urge you to act.

Ron Rowe is a Life Fellow of the NZ Institute of Management, a former Judicial Justice of the Peace and has over 50 years of active leadership in community-based and volunteer organisations. He is a governance and strategic adviser and is based in Hawke's Bay.
Views expressed here are the writer's opinion and not the newspaper's. Email: editor@hbtoday.co.nz