Isaac’s post “What Exactly Is the Point of Collaboration in Grant Proposals? The Department of Labor Community-Based Job Training (CBJT) Program is a Case in Point” generated a lot of interesting comments. I responded to a couple of them, and I’d also like to offer one point of clarification to the original post: Isaac wasn’t saying collaboration is always a waste of time, bad, or whatever. If a genuine need for collaboration exists, it makes sense to collaborate.
I can’t think of an obvious, specific example of this off the top of my head, but I’m sure some exist. Still, the problem that Isaac points out remains: requiring collaboration for the sake of collaboration has a number of problems with it, which he enumerated, and often goes against the incentives that many nonprofit and public agencies have, especially regarding their own self-interest. As a result, the demand for extensive collaboration widens the gap between the real world and the proposal world.
As I said in the comments section of the post, I get the impression that some commenters are True Believers. It’s all well and good to be a True Believer, as long as being one doesn’t interfere with one’s ability to write proposals that will get an organization funded—and hence keep its doors open.
A couple specific points that I responded to:
“In this way, even if a collaboration folds, duplication of future efforts may be reduced.”
Duplication of effort isn’t a major problem with social services because there are almost always more people chasing the service than there are slots. The desire for free services will always be greater than the supply.
In addition, collaboration itself is a cost in the form of chasing letters and contacts.
Still, as @Nikki # 3 points out, not all collaboration is meaningless — when there is a genuine problem that needs multiple entities to solve it, people will tend to cooperate. Forcing that model on all problems is the problem.
Another person said:
“It is short sighted to think that any one organization can provide the complete continuum of services needed by the target population.”
In the proposal world, you’re right. In the real world, there is no continuum of services and the target population is far vaster than the organizations providing services. This probably shouldn’t surprise anyone, since if you’re offering products or services that are subsidized or free, you will almost always have more people chasing them than you can handle. Dan Ariely discusses the love of free in his book Predictably Irrational, which is very much worth reading.
If you’re offering something that’s subsidized or free, there will almost always be more demand of it than you can provide—just like there are always more nonprofits chasing donations than there are millionaires to make those donations, as we’ve pointed out before. Chances are good that providers of virtually any service are running at or over capacity; they don’t need more people to provide services too, unless there’s money attached to the provision of those services.