Other
3 to PHD Case Study Report: Reflection and Analysis of Collaboration in a Public-Private Initiative for Community Transformation
(2020)
Abstract
This case study report on the 3 to PhD initiative for community transformation, as reflected by key leaders and stakeholders, is an analysis of its history and evolution as a cross-sector collaboration. The initiative was examined utilizing a framework that explored interactional, organizational, and systemic determinants that have been found to be inherent in successful collaborations and collaborative practice. Additionally, 3 to PhD’s strategies for collaborative empowerment were assessed to determine how the collaborative built capacity and supports for the partners and community members, as well as how these factors can be utilized to progress the collaboration in the future. Key leaders and collaborative members from across the partnership were interviewed, their interviews were analyzed, and significant themes emerged and were examined.
The findings show that interactional determinants were essential to the healthy functioning of the collaboration and were woven throughout all the other components of collaborative practice. Stakeholders shared that trust was established through commitments to rapport building and planning processes; mutual respect was attained through recognition of collaborative interdependence and the contribution of individual and organizational expertise; communication was strengthened through equitable processes that engaged all partners and community members and was consistent throughout 3 to PhD’s duration; and partner’s willingness to collaborate was exhibited through the alignment of organizational missions and collective vision.
Organizational determinants helped to shape the collaborative environment and were reported by stakeholders to be foundational to the configuration of the initiative. Stakeholders reported that the structure of 3 to PhD benefitted from both formal and informal building processes, with committees bringing structure, and interpersonal relations giving space for lateral communication. The philosophy that partners adhered to, guided many of their interactions, collaborative processes, and overarching goals. The administrative support by key leaders was essential across sectors and acknowledged as bringing momentum and keeping the narrative alive. Additionally, the commitment to team resources, in the form of capital funding and time and energy invested, was very high. As well as, the coordination and communication mechanisms standardized processes between members, aligned their goals, and memorialized their partnership through unified documents.
Systemic determinants were reported as having an effect on collaborative practice, with stakeholders reporting that they did not feel impeded by social system issues related to gender or social status; they worked effectively across sector, sharing that individual’s seemed comfortable and collaborative working outside of their own professional systems. However, stakeholders did report having challenges pertaining to the cultural system, having to overcome issues related to partnering with a faith-based institution, mitigating cultural barriers to community engagement, and navigating issues related to a lack of diversity within the collaborative; and stakeholders noted that their educational and professional backgrounds promoted understanding and collaboration as they worked with cross- sector partners.
In discussing the strategies that were utilized toward collaborative empowerment, stakeholders shared that they enhanced experience and competence through capacity studies, health assessments, and learning tours. Stakeholders recalled enhancing group structure and capacity through the organizational structure, inclusion of change agents, community engagement, and strategic planning; they removed social and environmental barriers by including community in decision-making processes and promotion of the program through media and events. Environmental supports and resources were enhanced by being open to adapting and evolving the program as needed and by honoring the community in this endeavor.
Stakeholders reported that integral moments over the course of 3 to PhD, that moved it forward or backward, were: the capital campaign and PPS bond measure; the addition of new partners; the co- location model; strong leadership; the Governing Council structure; early projects that pre-date 3 to PhD and laid the foundation for community trust; and staff and leadership transitions that challenged the initiative.
Overall, stakeholders had very strong, positive feelings and recollections regarding their participation in the 3 to PhD initiative, reporting that it was driven by vision and heart at all levels. They expressed gratitude for the relationships that were established, awe and frustration at the complexity involved in collaboration, pride at the scope of accomplishment, relief after so much personal and professional investment, and a deep sense that the initiative’s higher aims toward greater educational equity and access to healthcare services were going to be transformative for the community.
Disciplines
Publication Date
February 15, 2020
Citation Information
"3 to PHD Case Study Report: Reflection and Analysis of Collaboration in a Public-Private Initiative for Community Transformation" (2020) Available at: http://works.bepress.com/r-mueller/62/