On Developing Interorganizational Collaborations: A Dispatch from the Cancer SIG Health Partnerships Committee

Tammy A. Schuler, PhD^✉; Cancer SIG Member

I am a clinical psychologist trained heavily in psycho-oncology research. However, my first position out of postdoc was something more non-traditional: Director of Outreach and Partnerships for the Association for Behavioral and Cognitive Therapies (ABCT). The “Partnerships” piece of this job meant that I needed to collaborate with other staff and leadership to determine what relationships ABCT should develop with other organizations and why. I spent nearly five eye-opening years learning how to do this. Incidentally, working for a professional organization’s central office was a wonderful experience and I highly recommend it. 

My position was a new role at ABCT and there were very few people out there with a position like mine. Thus, there was no definitive set of guidelines telling me what to do and nobody that could give me all the details. I eventually developed an understanding around how to develop and manage partnerships but developing this skillset will forever be a work in progress! I apply this learning now as Chair of the Health Partnerships Committee for the Cancer SIG and as the new Cancer Liaison for the Scientific and Professional Liaison Committee.

Here are some of the points that I think are important to consider when developing interorganizational collaborations:

1. Ensure that traditionally underrepresented groups with a stake in an organizational goal or activity are involved in feasibility discussions, and subsequently, the planning and execution of the activity -- from the beginning and never as an afterthought. I cannot emphasize enough how important this is and that’s why I’m listing it as the first item.
    
2. The organization you are representing will always have a stronger and more impactful voice when collaborating with other organizations. Remember this. Speaking in unison is one way to help the needle move to address the needs of the populations we are trying to help.
    
3. The range of actions your organization can take in the context of partnerships is considerable: joint conferences, lobbying, interorganizational position papers, community outreach, interfacing with other scientists, and more.
    
4. To determine what the goals and priorities of your organization are?(so that you know what kinds of partnerships you should cultivate), review your organization’s mission statement and current/historical strategic plans. Speak with the Board of Directors, staff, committee chairs, and other leadership. It’s worth noting that the Board of Directors and other voluntary leadership roles usually rotate out of their roles on a mandatory schedule, so the institutional memory of staff and minutes taken at meetings can prove invaluable to fill in the gaps and provide information on what has or has not worked in the past and why.
    
5. Your organization’s strategic plan may need an update if an important goal comes to light that is not covered in the strategic plan. Spoiler alert: there probably is something important missing.
    
6. Many people will have strong opinions on the actions that an organization should take, and they usually have very good reasons for their requests.Listen and learn something but choose your next steps wisely.
    
7. It’s great to partner with other professional organizations, but also consider community groups, funding agencies and foundations, universities, patient advocacy groups, and others.
    
8. Students and trainees are frequently some of the most organized people and the best liaisons there are. Include them in your efforts.