Making The Connection Workshop Presentation 11 28 2007

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Making the Connection: Making the Connection: How Provider Dialogue and Network How Provider Dialogue and Network Clusters Can Spur Successful CollaborationClusters Can Spur Successful Collaboration


2007 Annual Nonprofit Sector Research ConferenceConcurrent Workshop #1

Thursday, November 29th, 2007

2007 Annual Nonprofit Sector Research Conference

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Meet Our Collaborative Research TeamMeet Our Collaborative Research TeamMeet Our Collaborative Research TeamMeet Our Collaborative Research Team

Tim Weidemann Fairweather Consulting brings

expertise in cluster analysis, along with experience in large-scale human services collaborations

Using a variety of analytic techniques, Fairweather Consulting provided the quantitative tools to identify new ways to think about collaboration

Chris Sweeney, George Heinitsh, Kevin Perkey

3rc brings technical expertise to assist with Geographic Information Systems (GIS) mapping

Through the Information Commons, 3rc provides the raw data on human services programs and agencies that formed the basis for our analysis

Diana Bucco, Sam Reiman The Forbes Funds, through its

Tropman Research Agenda, is the sponsor of this research.

The Forbes Funds played an important role as ‘convener’ of the dialogue on collaboration amongst nonprofit providers.


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Previous Report: Identify Collaboration Previous Report: Identify Collaboration Opportunities Through Service Clusters Opportunities Through Service Clusters Previous Report: Identify Collaboration Previous Report: Identify Collaboration Opportunities Through Service Clusters Opportunities Through Service Clusters

In 2005, The Forbes Funds commissioned an initial effort to find opportunities to improve efficiency and effectiveness through ‘clustering’ of nonprofits

Our research builds on this earlier effort, expanding on the concept of ‘clusters’ to find out what kinds of relationships between providers inspire successful collaborations

Source: “Service Clustering: Building Cohesive Public Service Capacity,” the Hill Group, 2005 Tropman Reports

How can we increase the number of successful human service collaborations.


Ice Breaker: Ice Breaker: New Ways to Think About DataNew Ways to Think About DataIce Breaker: Ice Breaker: New Ways to Think About DataNew Ways to Think About Data




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From Collaboration to Clusters and Back Again…From Collaboration to Clusters and Back Again…From Collaboration to Clusters and Back Again…From Collaboration to Clusters and Back Again…

Setting the Context Our Research Questions

What can nonprofits and funders do to encourage more successful collaboration? Our Research Methodology

What is collaboration? What are clusters?

Research Findings What makes collaboration work? How can provider dialogue and network clusters spur collaboration?

Recommendations Action steps and recommendations for providers and funders

Discussion

ResearchQuestions

Methodology Findings Recommendations

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Research Questions: How Can We Help Research Questions: How Can We Help Providers and Funders Maximize the Results Providers and Funders Maximize the Results of Collaboration?of Collaboration?

Research Questions: How Can We Help Research Questions: How Can We Help Providers and Funders Maximize the Results Providers and Funders Maximize the Results of Collaboration?of Collaboration?

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Question 4What kinds of clusters are the most meaningful ‘predictors’ of successful collaboration?

Question 5What meaningful clusters are present in our study group?

Research MethodsResearch MethodsResearch QuestionsResearch Questions

What is collaboration, and how is it related to the concept of clusters?

What does it take to create and sustain successful collaborations?

What are the motivating factors that lead agencies to collaborate?

LiteratureLiteratureReviewReview

Provider FocusProvider FocusGroupsGroups

CamposCamposSurveySurvey

Network /Network /Cluster AnalysisCluster Analysis

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Question 4What kinds of clusters are the most meaningful ‘predictors’ of successful collaboration?

Question 5What meaningful clusters are present in our study group?

Research MethodsResearch MethodsResearch QuestionsResearch Questions

What is collaboration, and how is it related to the concept of clusters?

What does it take to create and sustain successful collaborations?

What are the motivating factors that lead agencies to collaborate?

LiteratureLiteratureReviewReviewLiteratureLiteratureReviewReview

Provider FocusProvider FocusGroupsGroupsProvider FocusProvider FocusGroupsGroups

CamposCamposSurveySurveyCamposCamposSurveySurvey

Network /Network /Cluster AnalysisCluster AnalysisNetwork /Network /Cluster AnalysisCluster Analysis

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Some Candid Questions, And The Basis of Our Some Candid Questions, And The Basis of Our Research EffortResearch EffortSome Candid Questions, And The Basis of Our Some Candid Questions, And The Basis of Our Research EffortResearch Effort

How many of you are always right?

How many of you are always wrong?

How many of you are right sometimes and wrong sometimes?

How many of you seek out ways to be right more often?

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Methodology Step 1: Define The Terms Methodology Step 1: Define The Terms ‘Collaboration’ and ‘Cluster‘Collaboration’ and ‘ClusterMethodology Step 1: Define The Terms Methodology Step 1: Define The Terms ‘Collaboration’ and ‘Cluster‘Collaboration’ and ‘Cluster

Collaboration is a well-defined, mutually beneficial relationship between 2 or more organizations that includes:

1. A commitment to shared relationships and goals2. A jointly developed structure with shared responsibility3. Mutual authority and accountability for success4. Sharing of resources and rewards

A cluster is a group where each member shares some common trait with other members.

1. Vague definition – depends on ‘common trait’2. Only some ‘common traits’ are relevant for collaboration3. Examples: Geographical clusters, service clusters4. Finding clusters requires analysis of data – can’t ‘eyeball’ it

Source: LotharKrempel, Max Planck Institute for the Study of Societies, Colognehttp:/ / www.mpi−fg−koeln.mpg.de/ ~lk/ netvis.htmlSource: LotharKrempel, Max Planck Institute for the Study of Societies, Colognehttp:/ / www.mpi−fg−koeln.mpg.de/ ~lk/ netvis.html

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Methodology Step 2: What’s Already Been Methodology Step 2: What’s Already Been Said About Collaboration and Clusters?Said About Collaboration and Clusters?Methodology Step 2: What’s Already Been Methodology Step 2: What’s Already Been Said About Collaboration and Clusters?Said About Collaboration and Clusters?

Why do organizations collaborate? To fill a need not addressed by any one organization that draws on the unique focus of many To meet funding requirements To achieve cost savings that can be reallocated to program activities

What makes collaboration work? Environment Membership Characteristics Process and Structure Communication Purpose Resources

What role do clusters play in fostering collaboration? Theory: organizations are more likely to collaborate with agencies with which they are

clusteredSource: Collaboration: What Makes It Work, Second Edition

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Methodology Step 3: Gather Lessons Learned Methodology Step 3: Gather Lessons Learned from Successful Collaborationsfrom Successful CollaborationsMethodology Step 3: Gather Lessons Learned Methodology Step 3: Gather Lessons Learned from Successful Collaborationsfrom Successful Collaborations

Participating Agencies Jewish Community Center (AgeWell Collaborative) Jewish Family & Children’s Service of Pittsburgh (AgeWell Collaborative) Family Services of Western Pennsylvania (multiple projects) Girl Scouts Trillium Council (Multi-Council shared IT project) CONTACT Pittsburgh (Centralized Call Center Effort)

Discussion Points Choosing collaborators and establishing the collaboration Maintaining and concluding collaboration Future opportunities for collaboration

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Methodology Step 4: Identify a Select Group Methodology Step 4: Identify a Select Group of Providers for Further Analysisof Providers for Further AnalysisMethodology Step 4: Identify a Select Group Methodology Step 4: Identify a Select Group of Providers for Further Analysisof Providers for Further Analysis

Allegheny County has thousands of providers…

Youth Housing272 Agencies

Which ones serve critical needs or priority populations?

Which types have sufficient data for analysis?

Which ones seem ‘ready’ to engage in a discussion about collaboration?

Youth Workforce92 Agencies

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Methodology Step 5: Convene a Forum for Methodology Step 5: Convene a Forum for Discussion and DialogueDiscussion and DialogueMethodology Step 5: Convene a Forum for Methodology Step 5: Convene a Forum for Discussion and DialogueDiscussion and Dialogue

What are the factors that have the greatest potential to motivate collaboration? What role can collaboration play in addressing your clients’ needs? What are the barriers that prevent collaboration, and can they be diminished or

removed?

Youth WorkforceFocus Group

Youth WorkforceFocus Group

CombinedFocus Group

Allegheny Intermediate Unit, Allegheny Conference on Community Development, Bloomfield-Garfield Corp, Communities in Schools of Pgh – Allegheny, Eastside Neighborhood Employment Center, Three Rivers Workforce Investment Board, Urban Youth Action, YouthWorks

Addison Behavioral Care, Inc., Auberle, Circle C Youth and Family Services, FamilyLinks, Garfield Jubilee, Gwen's Girls Inc., Holy Family Institute, Pressley Ridge

Addison Behavioral Care,Allegheny Conference, AIU, Auberle, Bloomfield-Garfield, Circle C, Communities in Schools of Pgh, Eastside Neighborhood Employment Center, FamilyLinks, Garfield Jubilee, Gwen's Girls, Holy Family Institute, Pressley Ridge, Three Rivers WIB, Urban Youth Action, YouthWorks

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Methodology Step 6: Define ‘Common Traits,’ Methodology Step 6: Define ‘Common Traits,’ Analyze Data to Identify ClustersAnalyze Data to Identify ClustersMethodology Step 6: Define ‘Common Traits,’ Methodology Step 6: Define ‘Common Traits,’ Analyze Data to Identify ClustersAnalyze Data to Identify Clusters

Synthesize lessons learned and key success factors to identify the ‘common traits’ that matter

Identify data sources and review the available data

Cleanse, combine and prepare the data for analysis

Identify clusters among our study group

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Findings: What does it take to create and Findings: What does it take to create and sustain successful collaborations?sustain successful collaborations?Findings: What does it take to create and Findings: What does it take to create and sustain successful collaborations?sustain successful collaborations?

60% of Campos Survey respondents said that some of their collaborations have failed

Lack of funds, staff, leadership are some of the most frequently cited barriers to success

Collaboration is often seen as competing with other priorities for limited funds and staff time

F2.1Making collaboration work involves overcoming ‘inertia,’ which requires up-front investment

F2.2Funders underestimate the challenges involved in collaboration

F2.3Awareness and trust among agencies are critical precursors to successful collaboration

F2.4The value of collaboration is not well understood by providers and their stakeholders

F2.5To be successful, nonprofit leaders need training about collaboration tools and techniques

Collaboration isn’t as easy as it looks

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When funders require it, collaboration might not be genuine

Some collaborations look good on paper, but don’t work in reality

Funders don’t always circle back to see if collaborations succeed






Collaboration can’t be forced

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Successful collaborations are built on strong existing relationships

Mutual understanding, respect, trust are top success factors

25% said “lack of awareness of partners” was a major barrier






Collaboration requires a foundation of awareness, understanding and trust

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Funders seem focused on increased efficiency as value proposition

Successful providers haven’t expected or achieved cost reductions

Providers are motivated by ability to expand services, access funding






A disconnect about the costs and benefits makes collaboration more difficult

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Providers don’t have a consistent definition of the term “collaboration”

Of those who haven’t collaborated, 30% need more info on how

“I thought I knew how to collaborate…but I need to learn more”






You wouldn’t try to climb a mountain without the right equipment

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Findings: What are the motivating factors Findings: What are the motivating factors that lead providers to collaborate?that lead providers to collaborate?Findings: What are the motivating factors Findings: What are the motivating factors that lead providers to collaborate?that lead providers to collaborate?

Collaboration is the “result of a strategy that emphasizes partnership” as a way to increase your organization’s ability to achieve its mission

Collaboration is a way to overcome barriers to client success

This seems to be the most popular motivator for providers

F3.1Collaboration expands the reach of involved agencies to under-served locations or populations

F3.2Collaboration improves operating efficiency by reducing overhead and focusing on core competencies

F3.3External pressure from regulators, funders, and other stakeholders forces agencies to collaborate

It’s about expanding service, not reducing cost

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Common success stories involve sharing space, staff, other resources

This assumption was the basis of the 2005 Tropman Report and is the model that usually motivates private sector firms

This seems to be the most frequently cited motivator in the literature




It’s about saving money that can be redirected to programs

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“Real Collaboration…should not be inspired by a grant opportunity”

Providers suggest that collaboration is a common response to RFPs

Other stakeholders (e.g. school districts) are requiring collaboration




Forced collaboration arises from a disconnect about the costs and benefits

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A Digression: Which of These Things…Form a A Digression: Which of These Things…Form a Cluster?Cluster?A Digression: Which of These Things…Form a A Digression: Which of These Things…Form a Cluster?Cluster?

SameColor

SameFunction

SameShape

RelationshipsBetween Pairs

Of Objects

Define theRelationshipThat Matters

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Findings: Geographic Clusters Are Easy To Findings: Geographic Clusters Are Easy To Understand, But Do They Really ‘Predict’ Understand, But Do They Really ‘Predict’ Collaboration?Collaboration?

Findings: Geographic Clusters Are Easy To Findings: Geographic Clusters Are Easy To Understand, But Do They Really ‘Predict’ Understand, But Do They Really ‘Predict’ Collaboration?Collaboration?

F4.1

Clusters based on geographical proximity can be a proxy for other collaboration-supporting traits

F4.2

Clusters based on service overlap suggest a shared vision that can increase the chances of success

F4.3

Clusters based on common board membership identify providers that have existing links to build on

F4.4

Clusters based on past collaboration and awareness show areas of great promise and great need

Co-location might mean similar clients and a shared collaboration visionOpen, frequent communication is more likely, and is a key to successBut, providers don’t need to be close together in order to collaborate…

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Findings: Is Service Overlap A Sign of Findings: Is Service Overlap A Sign of Common Ground or Signal of Competition?Common Ground or Signal of Competition?Findings: Is Service Overlap A Sign of Findings: Is Service Overlap A Sign of Common Ground or Signal of Competition?Common Ground or Signal of Competition?

F4.1


F4.2


F4.3


F4.4


Service overlap suggests that providers see eye to eye on key issuesSimilar services suggests mutual understanding, respect and trustBut, service overlap might also signal potential competition…And how do you measure service overlap?

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Findings: Providers Are Not Like Apples, Findings: Providers Are Not Like Apples, Oranges and Rubber Balls…They Interact Oranges and Rubber Balls…They Interact With Each Other!With Each Other!

Findings: Providers Are Not Like Apples, Findings: Providers Are Not Like Apples, Oranges and Rubber Balls…They Interact Oranges and Rubber Balls…They Interact With Each Other!With Each Other!

F4.1


F4.2


F4.3


F4.4


Shared board members can be a ‘bridge’ to bring providers togetherPrior link between providers is an important precursor to collaboration Board often plays an important leadership role in collaboration

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Findings: Past Success Can Point to Future Findings: Past Success Can Point to Future Success (No Matter What Hume Said)Success (No Matter What Hume Said)Findings: Past Success Can Point to Future Findings: Past Success Can Point to Future Success (No Matter What Hume Said)Success (No Matter What Hume Said)

F4.1


F4.2


F4.3


F4.4


Youth Housing – Awareness NetworkYouth Workforce – Awareness NetworkYouth Housing – Collaboration NetworkYouth Workforce – Collaboration Network

Best ‘predictor’ of future success is past successYou can’t collaborate with a provider you don’t know25% of survey said “lack of awareness” prevents collaborationLack of past success in some systems means the challenge is even greater

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A Note on ‘Common Traits’ and Clusters:A Note on ‘Common Traits’ and Clusters:All Are Necessary, None SufficientAll Are Necessary, None SufficientA Note on ‘Common Traits’ and Clusters:A Note on ‘Common Traits’ and Clusters:All Are Necessary, None SufficientAll Are Necessary, None Sufficient

Each of the types of clusters discussed plays an important role No one of them is sufficient to really get at what influences

collaboration Other types of clusters are likely to be important as well The biggest challenge in identifying clusters is the availability of

data Over time, we can refine the list of ‘common traits’ as we learn

from experience what works and what doesn’t

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Findings: These Clusters Identify Agencies Findings: These Clusters Identify Agencies That Are Very Close TogetherThat Are Very Close TogetherFindings: These Clusters Identify Agencies Findings: These Clusters Identify Agencies That Are Very Close TogetherThat Are Very Close Together

Geographic Clusters, Level 1 Geographic Clusters, Level 1 (8 Clusters, Minimum Distance = 0.10 mi.)

Cluster1

• Career & Workforce Development Center - East• Concerned Citizens' Community Creation Center• East Side Community Collaborative - YMCA Pgh• Homewood Brushton Family Support Center• Operation Better Block

7Cluster

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• AC SPOC (Single Point of Contact) Program• PA Community & Economic Development• PA Human Relations Commission• PA Public Welfare Dept., AC Public Assist.Ofc• PA Vocational Rehabilitation Office (OVR

Cluster3

• Adagio Health• Catholic Charities of the Diocese of Pittsburgh• Family Services of Western Pennsylvania• Lydia's Place, Inc• Neighborhood Legal Svcs Assn - Allegheny Cty• Peer Support and Advocacy Network

Cluster4

• Autism & African-Americans• Center for Family Excellence, Inc• Hill House Association• Hill House Association Child Care & Dev Center• Pittsburgh Community Services

Cluster5

• Human Services of Western Pennsylvania, Inc• McKeesport, City of-Cmnty. Development Dept• Mon Yough Community Services, Inc• Pittsburgh American Indian Center• Steel Valley Opportunities Industrialization Ctr

Cluster6

• Life'sWork of Western PA• Miryam's• National Student Partnerships• Nego Gato, Inc• Veterans Leadership Program of Western PA

Cluster7

• AC Area Agency on Aging• AC Behavioral Health Office• AC Court of Common Pleas Admin Office• Allegheny County Dept. of Human Services• AC Family Division - Juvenile Section• Boy Scouts of America, Greater Pgh Council• Communities in Schools of Pgh - Allegheny Co.• Neighborhood Housing Services, Inc• PGH Citiparks• PGH Human Relations Commission• Pittsburgh Leadership Foundation• PGH Pittsburgh Partnership - WIA• American Red Cross Southwestern PA• Renewal, Inc• Salvation Army, Pittsburgh• Student Conservation Association• Travelers Aid Society of Pittsburgh• Urban League of Greater Pittsburgh, Inc.• Urban Youth Action, Inc.• YMCA of Greater Pittsburgh• YWCA Greater Pittsburgh

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Findings: These Clusters Identify Loose Findings: These Clusters Identify Loose Groups That Might Be ‘Service Areas’Groups That Might Be ‘Service Areas’Findings: These Clusters Identify Loose Findings: These Clusters Identify Loose Groups That Might Be ‘Service Areas’Groups That Might Be ‘Service Areas’

Geographic Clusters, Level 3 Geographic Clusters, Level 3 (10 Clusters, Average Intra-Cluster Distance = 1.75 mi.)

McKeesport

Penn Hills / Wilkinsburg

Homestead

East EndHill District / Lawrenceville

Downtown / North Side

South Hills

Hazelwood

Oakland

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Findings: These Clusters Identify Providers Findings: These Clusters Identify Providers With Significant Service OverlapWith Significant Service OverlapFindings: These Clusters Identify Providers Findings: These Clusters Identify Providers With Significant Service OverlapWith Significant Service Overlap

Placeholder

Network Diagram of Service Clusters Network Diagram of Service Clusters (Circles = providers, lines = overlap > 6 Info Line elements)

Cluster 1Cluster 1Cluster 2Cluster 2

Diagram created using UCINET: Borgatti, S.P., Everett, M.G. and Freeman, L.C. 2002. Ucinet for Windows: Software for Social Network Analysis. Harvard, MA: Analytic Technologies.

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Network Diagram of Board Member Affiliation Network Diagram of Board Member Affiliation (Circles = providers, circle size = income, lines = more than 3 shared board members)

ParentParent--Subsidiary Subsidiary ClustersClusters

Diagram created using UCINET: Borgatti, S.P., Everett, M.G. and Freeman, L.C. 2002. Ucinetfor Windows: Software for Social Network Analysis. Harvard, MA: Analytic Technologies.

Other Clusters?Other Clusters?


ParentParent--Subsidiary Subsidiary ClustersClusters

Diagram created using UCINET: Borgatti, S.P., Everett, M.G. and Freeman, L.C. 2002. Ucinetfor Windows: Software for Social Network Analysis. Harvard, MA: Analytic Technologies.


Findings: These Clusters Identify Providers Findings: These Clusters Identify Providers That Are Linked by Shared Board MembersThat Are Linked by Shared Board MembersFindings: These Clusters Identify Providers Findings: These Clusters Identify Providers That Are Linked by Shared Board MembersThat Are Linked by Shared Board Members

1 2 3 4


Parent-Subsidiary Parent-Subsidiary ClustersClusters

Diagram created using UCINET: Borgatti, S.P., Everett, M.G. and Freeman, L.C. 2002. Ucinet for Windows: Software for Social Network Analysis. Harvard, MA: Analytic Technologies.



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Recommendations: Action Steps Can Build Recommendations: Action Steps Can Build Momentum and a Foundation of SuccessMomentum and a Foundation of SuccessRecommendations: Action Steps Can Build Recommendations: Action Steps Can Build Momentum and a Foundation of SuccessMomentum and a Foundation of Success

Reco

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Act

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Action StepsAction StepsCreate a collaborative approach to managing links between employers and Youth Workforce providersDevelop a shared, end-to-end ‘older youth’ case management systemCreate a Housing-Workforce collaboration to build and staff independent living apartments

Create a collaborative intermediary that can act as a channel through which employers and workforce providers communicate and gather input

Support county- and state-level efforts to build integrated eligibility and case management systems in order to prevent kids from ‘slipping through the cracks.’

Bring together a broad group of housing & workforce providers to build, staff and operate new independent living apartments for older youth.

ObjectivesObjectives StakeholdersStakeholdersYouth

WorkforceState/Local

Government Clients EmployersYouth

Housing

These arose during our Focus Group exercises as situations where collaboration could help clients overcome the barriers to success they face

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Recommendations: Providers Should Work To Recommendations: Providers Should Work To Identify and Overcome Barriers to Identify and Overcome Barriers to CollaborationCollaboration

Recommendations: Providers Should Work To Recommendations: Providers Should Work To Identify and Overcome Barriers to Identify and Overcome Barriers to CollaborationCollaboration

R1.1

R1.2

RecommendationsRecommendations

Build mutual awareness and trust at all levels through networking

Develop clear explanations of the barriers that prevent successful collaboration

R1.3

Leverage shared board members as a ‘bridge’ that links providers to new opportunities for collaboration

R1.4

Providers in collaborations should develop ways to measure benefits in terms of efficiency and effectiveness

Although networking is sometimes considered a chore, providers with strong networks at all levels (not just Executive Directors) are in a better position to engage in and benefit from collaboration.

Collaboration can be difficult, but some providers are successful. In order to get the help they need, providers must clearly articulate the barriers that prevent them from collaborating.

Shared board members are common. Some providers may already make use of this connection, but others could use this overlap to learn more about, and possibly collaborate with, new partners.

IncentivesIncentives

Collaborations that are driven solely by a funding opportunity rarely succeed, but quantifiable benefits are not usually documented. Successful collaborations should document their outcomes.

F2.3 F4.4

F2.1 F2.2

F2.4 F2.5

F2.3 F4.3

F2.4 F3.1

F3.2 F3.3

F4.4

F5.4

F5.3

F#.# = Related research findingsF#.# or

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Recommendations: Capacity-Building Is Recommendations: Capacity-Building Is Needed to Give Providers The Tools for Needed to Give Providers The Tools for SuccessSuccess

Recommendations: Capacity-Building Is Recommendations: Capacity-Building Is Needed to Give Providers The Tools for Needed to Give Providers The Tools for SuccessSuccess

R2.1

R2.2


Issue Management Assistance Grants to support the Action Steps resulting from focus groups

Issue a Cohort Grant to create a ‘Collaboration Toolkit’ for executives, board members & staff

R2.3

Leverage past and future successes by creating a team of ‘Collaboration Champions’

R2.4

Replicate our research with other providers to assess collaboration readiness and gather ideas, data

The Action Steps in our report offer concrete opportunities for collaboration, and through relatively small grants, The Forbes Funds has the opportunity to create important new examples of success.

A lack of knowledge prevents success and perpetuates the sense that collaboration isn’t worth the effort. Staff at all levels of the organization contribute and could benefit from tools & techniques.

To the extent that The Forbes Funds supports collaborations, the people involved in them should be willing to serve as exemplars, sharing their expertise to encourage and support further successes.


Our research focused on Youth Workforce and Housing providers, but the lessons learned are broadly applicable. More ideas and opportunities are sure to arise as this discussion is expanded.


F2.1

F2.4 F2.5

F3.1 F3.2

F2.1 F2.3

F2.4 F2.5

F5.4

F4.4 F5.4

F4.4 F5.4

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Recommendations: Funders and Other Recommendations: Funders and Other Agencies Can Help Create a Culture of Agencies Can Help Create a Culture of CollaborationCollaboration

Recommendations: Funders and Other Recommendations: Funders and Other Agencies Can Help Create a Culture of Agencies Can Help Create a Culture of CollaborationCollaboration

R3.1

R3.2


Incorporate the results of our cluster analyses into the HumanServices.net database

Purchase additional data to facilitate future network and cluster analyses

R3.3

Create a ‘map’ to identify critical connections that influence the success of collaboration

R3.4

Target grantmaking on ‘critical connections’ identified through network analysis and agency input

Our research has identified a series of clusters, which may be interesting and useful to providers, funders, and future researchers. To facilitate future use, our results should be included in HS.net.

The data requirements of network and cluster analysis are unique, and very little of the data currently available is useful in this type of analysis. Additional data can and should be purchased for future use.

Just like a road map, the collaboration map makes it easier to talk about the links between providers and how they influence or predict collaboration. To invest wisely, funders and providers need a map.


Network and cluster analysis are powerful tools that identify collaboration opportunities & challenges. Combined with provider dialogue, they help funders maximize Return on Investment (ROI).


F4.2 F4.3

F4.4 F5.2

F5.1 F5.2

F5.3 F5.4

F4.1 F4.2

F4.3 F5.1

F5.1 F5.2

F5.3 F5.4

F5.3 F5.4

F5.2 F5.3

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Questions and DiscussionQuestions and DiscussionQuestions and DiscussionQuestions and Discussion

Is “Collaboration” Dead?

When Has Collaboration Been Useful to Your Organization?

What Do You Perceive as the Costs and Benefits of Collaboration?

What Tools Could Help You Collaborate More?

Is collaboration as we’ve defined it scarce in the region?

Why are there so few examples of successful collaboration?

What are the obstacles to successful collaboration?

What are the motivating factors that typically drive collaboration in your experience?






Economy & Finance

Making The Connection Workshop Presentation 11 28 2007