2B. Make Informed Decisions About Investing in the Right Collaboration

Prior to launching into a new strategic planning cycle, a neighbourhood organization conducted a review of all their collaborations. They asked staff and board members which collaboration tables they were involved in, what progress they were making through collaborating, and what they were learning about themselves as a partner. They also learned that they were currently engaged in over 80 collaborations, and the majority related to information sharing. As a result, Board and staff agreed to work together to develop a collaboration policy to help them to decide when it was in their best interests to participate in new collaboration initiatives, and when to withdraw from those that weren’t aligned with their mission and values.

A youth centre with considerable experience working in collaboration was approached by the local University to partner on a large scale, multi-year research and student practicum project. In the process of assessing organizational fit, they determined that the opportunity aligned with their new strategic plan and could enhance the Centre’s future visibility. Board and Staff members confirmed that they had the capacity to effectively participate, and that there was adequate funding to support the work of the collaboration.