A Collaboration Checklist*
Collaboration (n): People or organizations working together for a common goal
Definition of Characteristics: Successful collaborations seem to have some similar characteristics, and learning
about these key concepts may help provide an understanding of the factors related to a successful collaboration.
Goals
Collaborations need goals in order to be effective. These goals should be achievable, related to needs and allow
members to buy into the collaboration effort. Goals are most effective when written down and agreed upon.
Communication
Collaborative efforts are dependent upon open and clear communication. Creating a process for communication
with both formal and informal leaders is essential. A communication plan to disseminate the collaboration efforts
must be made in order to obtain support and acquire resources.
Sustainability
For efforts to be sustainable they must have the appropriate level of revenue, time, and people available to
conduct the group’s efforts. Therefore, planning must be both short and long-term.
Research and Evaluation
Obtaining and utilizing information is essential for collaborations. Data must be collected which establish
benchmarks for future impact and outcome analysis. Evaluation efforts monitor progress related to the group’s
goals and objectives and to allow for modifications to be made where necessary. Strategies for communicating
program impacts should be part of the communication plan.
Political Climate
Political Climate is the history and environment surrounding power and decision-making in the organization. The
Climate may be the university, school/college, the department or networks of people (women faculty etc.). A
healthy collaboration insures that Political Climates potentially affecting the efforts are identified and utilized in
the development of the project. It is important that the collaboration has members who know which decision
makers need to be influenced and how to influence them.
Resources
Collaboration resources refer to four types of capital: 1) environmental, 2) in-kind, 3) financial, and 4) human.
An environment where there is connectedness at all levels increases the probability of a successful collaboration.
Contributions of human capital to a collaboration is a crucial investment for sustainability.
Catalysts
Catalysts get the collaboration started - the reason(s) for the effort must be viewed by potential members as a
situation that requires a comprehensive response. The second type of catalyst needed is a convener who calls the
initial meeting of the collaboration and draws everyone into a dialogue about possible solutions to the situation.
Conveners must have organizational and interpersonal skills, and must carry out the role with passion and
fairness.
Policies/Laws/Regulations
Solving problems collaboratively means transforming and changing Policies, Practices and Regulations.
Collaborations are more likely to succeed when supportive Policies, Laws and Regulations are in place.
History
History has to do with a community’s past with regard to working cooperatively or competitively. Collaboration
is more likely to succeed where there is a history of working together cooperatively rather than in competition
(Mattessich & Monsey, 1992).
* Adapted by Amanda Shaffer with permission from Building Dynamic Groups, by Nancy Stehulak, Ph.D., Ohio State University
Extension. See also “Assessing your Collaboration”, Borden and Perkins, Journal of Extension, April 1999 Vol. 37, 2 and Checklist for
Developing Collaborations, National Academy of Engineering, www.nae.edu/cms/10181.aspx
Leadership
The definition of an effective leader for a successful collaboration is one who impact change within their group
and/or organization. Collaboration leadership should facilitate and support the efforts and capitalize upon
diversity and individual, group and organizational strengths.
Community Development
Community development is the mobilizing your community to address important issues and build on its strengths.
The collaboration begins the process of defining its vision, mission, values, principles and outcomes within the
context of the attitudes, norms, beliefs and values of the larger community.
Understanding Community
Understanding the community (university or school level), including its people, culture(s) (department or
discipline level), values and habits, provides the foundation for effective collaboration. It allows the collaboration
leaders to gain a sense of the vision the community has for itself. The diversity of the strengths and weaknesses
within the community will influence the success of the collaboration.
Rate Your Collaboration Progress
Rate how much you agree or disagree that each concept is part of your collaboration then add your scores.
This concept is a part of my
collaboration
1 Strongly
Agree
2 Somewhat
Agree
3 Neither
Agree or
Disagree
4 Somewhat
Disagree
5 Strongly
Disagree
Goals
Communication
Sustainability
Research and Evaluation
Political Climate
Resources
Catalysts
Policies/Laws/Regulations
History
Leadership
Community Development
Understanding Community
Total
Grand Total
0 - 30
31 - 48
49 - 65
Excellent! Your Collaboration has many components that comprise a successful collaboration.
There are goals, working members and strong leadership.
Strong! You have some components, however, there is some need to develop the inter-workings
of the group. You are working toward goals but may need to think about how you work together.
Good! Your collaboration has the desire to achieve goals but may need to refocus on leadership.
Which concepts will help you move your ideas ahead?
* Adapted by Amanda Shaffer with permission from Building Dynamic Groups, by Nancy Stehulak, Ph.D., Ohio State University
Extension. See also “Assessing your Collaboration”, Borden and Perkins, Journal of Extension, April 1999 Vol. 37, 2 and Checklist for
Developing Collaborations, National Academy of Engineering, www.nae.edu/cms/10181.aspx