Summary

Practical Application

Using the Framework, people can experiment with redesigning or changing the direction of an existing collaboration or address the beginnings of a new collaboration. In the process, users will recognize increased skills in communication, decision making, and applying research. The Framework will guide collaboration members in dealing with daily problems and opportunities. It will help groups of people focus on investing in their capacity to develop new solutions while maximizing a range of resources to their fullest potential.

Respect for diversity lays the groundwork for a dynamic collaboration. The Framework foundation provides a purpose for collaborators to gather around. In sum, the Contextual Factors influence and are influenced by the Process Factors. The dynamic interaction among these factors determines the possibility of having a successful collaboration. In order to prepare for possible obstacles and pitfalls, the Contextual Factors (Connectedness, History of Working Together, Political Climate, Policies/Laws/Regulations, Resources, and Catalysts) can be evaluated before forming/developing a collaboration. Additionally, these factors can be used in ongoing evaluation of a collaboration.

The Framework itself can be used as a tool for communication, setting direction and focus, defining results, leveraging new resources or diagnosing problems. Although a few examples of applying the Framework follow, those using the Framework are encouraged to expand these examples and share with the Collaboration Network membership.

Applying the range of factors to the processes and contexts of the collaboration results in a greater shared understanding of what the collaboration stands for, where it’s going, the community environment, and how it intends to make its outcomes a reality.

A five year–old Drug Education Collaboration, originally organized around a specific grant, recently used the Collaboration Framework to set a new direction and focus for its work. While the initial grant sought to provide drug awareness education after school hours, other organizations have become interested in joining with the schools, Extension Service, and community organizations to provide a continuum of drug education for all school age youth and families. The Framework has been used to guide the expansion and development of a broader vision, broader outcomes, and implementation of a range of new leveraged resources.

A Victims Support collaboration has identified four Process Factors and five Contextual Factors having potential direct impact on the success of the organization. They have a list of “indicators” of success for each factor. During meetings, the group discusses strategies to increase the success thereby keeping a focus on the important issues impacting the collaboration.

Leverage New Resources

The Framework may be used to examine the membership of the collaboration. By reviewing the Process Factors a group may decide to add a member who agrees to facilitate the meetings or provide evaluation expertise. Key people in the community may be added who are viewed as “catalysts” in making something happen. The Framework has the capacity to redeploy people more effectively.

The Framework assists collaborations in designing fundamental mechanisms that increase the stability and value of the membership. For example, using existing communication systems such as newsletters, telephones, and electronic mail is far more effective than creating new systems.

A newly formed collaboration used the Framework to insure inclusivity in its membership. The collaboration’s purpose is to develop community capacity to support the juvenile justice system. With the Framework, membership now includes people and organizations with a wide range of backgrounds. The Extension Service has been added for its expertise in community development and communication. A local non–profit research agency with expertise in evaluation, and outreach workers with a social service agency have been added to assist in designing community–based outreach.

As a result of the added membership, new office space, equipment and a base budget have been added to the collaboration. Awareness of the collaboration among a wider cross section of the community has increased.

A four year–old Affordable Housing collaboration used the Framework as a diagnostic tool when they began to experience problems with low attendance, lack of commitment, few resources and lack of accomplishment. The membership along with an outside facilitator, examined each element of the Framework and how it applied to their collaboration. Through consensus, it was decided that the mission was muddled, communication systems were fragmented, leadership needed to be shared, and there was a lack of protocol on how the group worked together. Strategies for each factor were defined and within eight months new progress from the group had been documented.

In summary, the Framework can assist you in your collaboration. The National Network for Collaboration members invite you to join our evolving dialog.