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TurnerCross-SectorCollaborations
- 2. What is a Cross-Sector Collaboration?
- 3. Why Participate in Cross-Sector Collaboration?
- 5. How Does Everyone Come Together? Framework for Cross-Sector Collaborations
- 6. Definition of a Social Alliance
- 7. Benefits of a Social Alliance for a Non- Profit Organization
- 8. Benefits of a Social Alliance for a For-Profit Organization
- 9. How Do You Choose Who to Collaborate With?
- 10. How Do You Collaborate?
- 15. Leadership
- 16. Power Imbalances
- 20. Works Cited • Bryson, John M., Crosby, Barbara C., Middleton Stone, Melissa. (2006). The design and implementation of cross-sector collaborations: Propositions from the literature. Public Administration Review, Vol. 66 (pg. 44-55). Hoboken, NJ: Wiley on behalf of the American Society for Public Administration. • Weinstein, L. (2010). The design, implementation and management of social alliances for arts-and culture- oriented organizations. International Journal of Arts Management, Vol. 12, No. 3 (pg. 31-42). Montreal, QC: HEC.
Editor's Notes
- Hello, class! Today we are going to talk about cross-sector collaboration as a meaningful tool to help organizations address problems, gain new insights, and generate larger impact in the communities where they exist.
- Larger societal problems are hard to solve with one person, let alone one organization. Consider world-wide issues like the HIV/AIDS epidemic, if only one organization, or one perspective attempted to resolve the problem we would not have made nearly as much headway as we have in the present day. Complex problems require multiple hands on deck, and sincere effort from individuals in many sectors. A cross-sector collaboration is a partnership between multiple parties including non-profit organizations, businesses, governments, philanthropic organizations, and often the general public (Bryson, Crosby, and Middleton, 2006).
- So we have already established that multiple perspectives working together to address problems can have a large impact on our communities, but what’s in it for the organizations, and companies that participate in cross-sector collaboration? According to the Cone Corporate Citizenship Study in 2004, “74% of respondents said a company’s commitment to a social issue is important when they decide which products and services to recommend to other people; and 89% of respondents said that corporations and non-for-profits should collaborate to raise money and awareness for causes” (Weinstein, pp. 32, 2010).
- The Oakland A’s baseball team wanted recognition in their off season, and the Oakland Ballet Company wanted better ticket sales, together they solved this issue. Players from the team became guest performers at some productions, as you can imagine ticket sales went up, and the players were seen during the off-season. Xerox has an Artist-in-Residence program at their Paolo Alto Research Center that brings in artists who work in new media to collaborate with their researchers to create innovative ideas. Fiat and Lavazza worked together to create espresso machines inside of cars, how cool! And an organization, revolutions per minute helps align touring musicians with non-profits around the country. The band, My Morning Jacket just finished a 7-month long tour where $1 of every ticket sold went towards the following organizations: Kentuckians for the Commonwealth, Climate Justice Alliance, and Gulf Restoration Network. (Side note: I helped raise money for this, and will be using this as my thesis study!)
- Just to give you a brief overview, here is the framework for a cross-sector collaboration, topics include: Initial conditions, formal and informal processes, formal and informal structures and governances, contingencies and constraints, and outcomes and accountabilities (Bryson, Crosby, and Middleton, 2006).
- One of the most common forms of cross-sector collaborations is something called a social alliance: A cross-sector collaboration between a non-profit, and a for-profit organization. When these two sectors work together as a part of a social alliance, the goal is to help create greater social welfare in addition to raising funds (Weinstein, 2010).
- Benefits of a cross-sector collaboration for a non-profit organization are categorized as primary, and supporting. Primary activities support the mission of the organization, so that would include receiving assistance by a for-profit organization that relates more directly to the work of an Artistic Director, Founding Director, or Executive Director. Supporting benefits include assistance with fundraising, outreach, and administration (Weinstein, 2010).
- Benefits of cross-sector collaboration for a for-profit organization include internal, and external groups. Internal benefits of a cross-sector collaboration include employee satisfaction, better morale for all, and loyalty to the company. External benefits include, brand image improvement, greater social reputation, and higher levels of advertisement (Weinstein, 2010).
- The most effective cross-sector collaborations are ones that are mutually beneficial, therefore partner organizations need to consider what their strengths are as collaborators, and what resources they are looking to bring in from an outside organization. As an example, a non-profit organization needs to consider how their values might enhance the brand of a for profit organization, and a for-profit organization will want to know what a non-profit might be lacking in their planning, to help fill in the gaps.
- It is helpful when both sides of the collaboration establish a group of people to identify what the strategic goals are for the engagement, and how to negotiate a contract. According to Weinstein (2010), some potential questions collaborators need to consider are, “What performance metrics should the organizations establish to support the development of the alliance? What organizational structures and formal and informal processes do the organizations need to establish to best support alliance effectiveness? How should the organizations resolve disputes and synchronize decision-making?” (Weinstein, pp. 38, 2010).
- Once organizations have decided that it is time to start the collaboration, they need to create a formal agreement. Formal agreements include an agreed upon leader, or group of leaders, a decision-making format, and a formal understanding of resource exchange. It’s essential that there is some flexibility as the collaboration progresses, but that this agreement also holds both sides accountable.
- There are three phases that a collaboration passes through, the first being philanthropic. During the philanthropic stage, there is typically a donor on one side, and the recipient of the funds on the other side. This stage is mutually beneficial; the recipient receives extra funding for their work, while the donor gains a reputation within the community as a supporter of a given cause.
- In contrast to the philanthropic stage, the transactional stage is much more involved. During the transactional stage, the interaction between both sides involves an even greater engagement of ideas, values, and outcomes. Some examples of this stage might include event sponsorships, and or cause-related marketing campaigns.
- The most engaged stage of all, is known as the integrative stage. At the integrative stage, organizations share much more than just a philanthropic exchange, or an event here or there (transactional stage). During the integrative stage collaborating organizations are really viewed more as partners, they see their collaboration as a strategic tool to both move forward individually, and collectively in the communities where they exist.
- There are opportunities for formal and informal leaders within a cross-sector collaboration, and they are categorized into two categories: sponsors, and champions. Sponsors are the people who have the resources, or at least know how to acquire them, while the champions are the ones that continue to keep the collaboration alive, and achieving its goals (Bryson, Crosby, and Middleton, 2006).
- This cartoon wouldn’t load all of the way, but here’s the text to go along with it! “That’s an excellent suggestion, Ms. Triggs. Perhaps one of the men here would like to make it.” When there is a lack of trust, this leads to a power imbalance inherent in the collaboration. Additionally, collaborators may lose sight of the purpose they are sharing, often resulting in a loss of resources, and benefits. According to Bryson, Crosby, and Middleton, scenario development as a part of strategic planning can help steer away from these kinds of episodes (Bryson, Crosby, and Middleton, 2006).
- Due to multiple different perspectives being utilized, conflict between partners can happen, the most common example of this is different views and strategies towards a shared, desired outcome. Additionally, if there is a power imbalance between the two organizations, this can lead to greater conflict. It is essential that both sides are continually aware of the role they are fulfilling, that communication remains open, and that the power is equally established (Bryson, Crosby, and Middleton, 2006).
- It involves a certain amount of risk to participate in cross-sector collaboration, therefore trust becomes a key element to maintaining a healthy, and productive collaboration. It’s also imperative that the trust continues to develop throughout the course of the collaboration in order for both partners to benefit from the engagement. “Cross-sector collaborations are more likely to succeed when trust-building activities (such as nurturing cross-sectoral and cross-cultural understanding) are continuous” (Bryson, Crosby, and Middleton, pp. 48, 2006).
- These potato chips are sold right here at Teachers College! Deep River Snacks partners with non-profits, and advertises it right on the bag! It’s a win times three: Advertising, and funds for the non-profit, great selling point for the snack company, and a consumer that feels great about their purchase.