Worth 4e ch 08 collaboration

1. Chapter 8:
Collaborations,
Partnerships,
and Mergers

2. • Collaborations
• Voluntary linking of organizations
• Partnerships
• Strategic restructuring
• Affiliations
• Alliances
• Networks
Collaborations, Partnerships, and Mergers
Worth, Nonprofit Management Principles and Practice 4th Edition. SAGE Publications, 2017. 2

3. • Nonprofit Relationships with Corporations
• Philanthropic collaborations
• Strategic collaborations
• Commercial collaborations
• Political collaborations
• Operational relationships
Collaborations, Partnerships,
and Mergers (cont’d.)
Worth, Nonprofit Management Principles and Practice 4th Edition. SAGE Publications, 2017. 3

4. • Examples:
• Sharing space
• Sharing volunteers and clients
• Merging back-office operations
• Third partner management services
• Collaborating to offer new services
• Merging to become one organization
Exploring Collaborations and Mergers
Worth, Nonprofit Management Principles and Practice 4th Edition. SAGE Publications, 2017. 4

5. Drivers of Collaborations and Mergers
External
• Increased
competition
• Shifting priorities
• Demands of
funders
• Political changes
Internal
• Financial
• Managerial
• Programmatic
-Yankey & Willen (2005)
Worth, Nonprofit Management Principles and Practice 4th Edition. SAGE Publications, 2017. 5

6. • Liability
• Too much debt
• Viability
• Stagnant fundraising
• High staff turnover
Drivers of Collaborations and Mergers
Worth, Nonprofit Management Principles and Practice 4th Edition. SAGE Publications, 2017. 6

7. • Survivability
• Financial problems
• Scandal
• Controversy
-McCormick (2001)
Drivers of Collaborations and Mergers
Worth, Nonprofit Management Principles and Practice 4th Edition. SAGE Publications, 2017. 7

8. Obstacles to Collaboration and Merger
• Loss of
autonomy
• Loss of identity
• Power struggles
• Differing
missions and
cultures
• Politics
• Costs
• Legal concerns
• Client opposition
• Conflict
• Mistrust
Worth, Nonprofit Management Principles and Practice 4th Edition. SAGE Publications, 2017. 8

9. • Top leadership commitment
• Staff loyalty
• Trust
• Relationship development
• Relatedness
• Mission
• Consistency
• Structure
• Geography
Conditions for Success
Worth, Nonprofit Management Principles and Practice 4th Edition. SAGE Publications, 2017. 9

10. • Intramergers
• Among legally independent organizations
• Intermergers
• Combining units within a single organization
• Consolidation of local chapters
Collaborations and Mergers
Within National Nonprofits
Worth, Nonprofit Management Principles and Practice 4th Edition. SAGE Publications, 2017. 10

11. • Interaction
• Nonprofit, private, and public sectors
• May be contractual
• Ad-hoc (short term)
• Partnerships
• Networks
• Independent public service provider
Cross-Sector Collaborations
Worth, Nonprofit Management Principles and Practice 4th Edition. SAGE Publications, 2017. 11

12. Cross-Sector Collaborations (cont’d.)
Advantages
• Increased
resources
• Increased capacity
• Increased mission
impact
Disadvantages
• Loss of authority
• Loss of control
• Potential mission
drift
Worth, Nonprofit Management Principles and Practice 4th Edition. SAGE Publications, 2017. 12

13. Cross-Sector Collaborations (cont’d.)
Advantages
• Increased
competence
• Enhanced
organizational
image
• Access to new
contacts
Disadvantages
• Client/donor
dissatisfaction
Worth, Nonprofit Management Principles and Practice 4th Edition. SAGE Publications, 2017. 13

14. Cross-Sector Collaborations (cont’d.)
Obstacles for Success
• Differing
• Incentives
• Motivations
• Legal constraints
• Cultures
Conditions for Success
• Environment of
trust
• Governance
structures
• Accountability
processes
Worth, Nonprofit Management Principles and Practice 4th Edition. SAGE Publications, 2017. 14

15. Cross-Sector Collaborations (cont’d.)
Obstacles for Success
• Power struggles
• Political issues
• Costs
Conditions for Success
• Strong leadership
• Open-systems
thinking
Worth, Nonprofit Management Principles and Practice 4th Edition. SAGE Publications, 2017. 15

16. • Collective Impact
• Common agenda
• Shared measurement
• Mutual reinforcing activities
• Continuous communication
• Backbone support
-Kania & Kramer (2013)
Achieving Collective Input
Worth, Nonprofit Management Principles and Practice 4th Edition. SAGE Publications, 2017. 16

17. • “High-impact nonprofits work with and
through other organizations—and they
have much more impact than if they acted
alone.”
-Crutchfield & Grant (2012)
Effectiveness of the Nonprofit Sector
Worth, Nonprofit Management Principles and Practice 4th Edition. SAGE Publications, 2017. 17