Tools and Techniques

Successful Coordination is More Likely to Occur When...

• Staff understand how to carry out coordination activities.
• Staff can be shown that there are common or complementary goals among organizations.
• There is a clear analysis and agreement on the kind, amount, and quantity of the resources that are needed and available.
• A realistic and equitable system for the exchange of resources can be worked out.
• There are formal agreements on cooperation between organizations.
• Key people and groups in the organization agree on the importance of coordination.
• It can be shown that there is the potential for a greater number of total resources if activities are coordinated.
• Specific proposed coordination activities are set in the context of a broad range of goals and activities, rather than in a narrow, activity-specific framework.
• The organizations are linked structurally (for example, overlapping leadership, advisory committees, etc.) and/or functionally (for example, past coordination activities, similar programs, reciprocal obligations).
• Organizations recognize (or can be convinced) that they are mature enough to engage in inter-organizational activities rather than being entirely concerned with internal programs.
• Coordination is presented and recognized as a viable alternative to competition and conflict.
• The organization can be shown that, without coordination, another organization may take over functions or activities that the organization perceives as its own area of interest, responsibility, or competence.