Determining what governance structure is the best fit for the collaboration.

Collaboration partners may be accustomed to differing governance structures that vary in formality, mechanisms for checks and balances, and hierarchy. Partners will have to reconcile their varying expectations to agree upon a structure that is well-suited to the collaboration’s aims, and in which all partners are likely to have confidence throughout the collaboration. In determining what governance structure is the best fit, the collaboration may wish to consider whether partners are familiar or comfortable with particular structures, as well as a number of other factors such as: number of partners (more partners may necessitate a more hierarchical structure); project time line (longer time lines may benefit from increased formality to mitigate the potential loss of partners over the course of the collaboration); whether the collaboration has multiple outputs (e.g. both programming- and policy-related initiatives, as this may call for a system of independent working groups); whether the collaboration has goals to “scale up” (which may require increased rigidity in structure to be easily replicated); and more.

Nurturing equity and inclusivity.

Based on their organization- and sector-specific experiences, as well as the cultural context in which they have operated, partners may have differing understandings of “inclusivity.” Inclusivity is key to the collaborative process — It encourages investment in the collaboration by nurturing consistent, meaningful engagement, can lay the groundwork for resolution of perceived or actual power imbalances, and can ease partners’ acceptance of collaboration decisions that may not align with their interests. The collaboration can nurture equity and inclusivity through its governance structure in many ways, including providing for the equal allocation of speaking time during meetings, formalizing voting processes, and more. If partners perceive the governance structure to be exclusive, they may become frustrated, lose confidence in the collaboration, and disinvest.

“Creating an Environment for Healthy Lifestyles in Brownsville”

In 2001, the University of Texas School of Public Health (UTSPH) in Brownsville began clinical research to identify health risks in the community and found that 80 percent of Brownsville residents were either obese or overweight, one in three were diabetic, and 70 percent of residents had no healthcare coverage. Motivated by these indicators, UTSPH launched a media campaign and formed a Community Advisory Board to leverage the voices of community members to raise awareness of health issues and promote positive change in Brownsville. CAB has four stated goals: to work with UTSPH researchers to ensure that health information and research is accessible and fully understood by Brownsville residents; to share information, collaborate, and participate in forming networks and pursuing potential funding opportunities; to provide feedback on outreach and recruitment strategies; and to lead policy and environmental change interventions in partnership with local government and community entities. CAB began with 35 members and now comprises 210 members from the health field, business community, and a number of government, education, social service, and non-profit organizations. Members divide into subcommittees based on expertise, organizational affiliation, and jurisdictional or departmental authority. A five-member leadership team led by Belinda Reininger DrPH, Associate Professor at UTSPH, sets meeting agendas and runs the meetings, while the actions of the CAB are undertaken by its subcommittees. CAB members also approach the City Commission in their individual capacity to lobby for project funding or zoning requests. Although each initiative is managed individually, CAB creates a network that connects individuals from different programs and serves as a voice for a unified culture of health in the community.