2. ⢠Collaborations
⢠Voluntary linking of organizations
⢠Partnerships
⢠Strategic restructuring
⢠Affiliations
⢠Alliances
⢠Networks
Collaborations, Partnerships, and Mergers
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3. ⢠Nonprofit Relationships with Corporations
⢠Philanthropic collaborations
⢠Strategic collaborations
⢠Commercial collaborations
⢠Political collaborations
⢠Operational relationships
Collaborations, Partnerships,
and Mergers (contâd.)
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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
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5. Drivers of Collaborations and Mergers
External
⢠Increased
competition
⢠Shifting priorities
⢠Demands of
funders
⢠Political changes
Internal
⢠Financial
⢠Managerial
⢠Programmatic
-Yankey & Willen (2005)
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6. ⢠Liability
⢠Too much debt
⢠Viability
⢠Stagnant fundraising
⢠High staff turnover
Drivers of Collaborations and Mergers
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7. ⢠Survivability
⢠Financial problems
⢠Scandal
⢠Controversy
-McCormick (2001)
Drivers of Collaborations and Mergers
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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
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9. ⢠Top leadership commitment
⢠Staff loyalty
⢠Trust
⢠Relationship development
⢠Relatedness
⢠Mission
⢠Consistency
⢠Structure
⢠Geography
Conditions for Success
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10. ⢠Intramergers
⢠Among legally independent organizations
⢠Intermergers
⢠Combining units within a single organization
⢠Consolidation of local chapters
Collaborations and Mergers
Within National Nonprofits
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11. ⢠Interaction
⢠Nonprofit, private, and public sectors
⢠May be contractual
⢠Ad-hoc (short term)
⢠Partnerships
⢠Networks
⢠Independent public service provider
Cross-Sector Collaborations
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12. Cross-Sector Collaborations (contâd.)
Advantages
⢠Increased
resources
⢠Increased capacity
⢠Increased mission
impact
Disadvantages
⢠Loss of authority
⢠Loss of control
⢠Potential mission
drift
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13. Cross-Sector Collaborations (contâd.)
Advantages
⢠Increased
competence
⢠Enhanced
organizational
image
⢠Access to new
contacts
Disadvantages
⢠Client/donor
dissatisfaction
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14. Cross-Sector Collaborations (contâd.)
Obstacles for Success
⢠Differing
⢠Incentives
⢠Motivations
⢠Legal constraints
⢠Cultures
Conditions for Success
⢠Environment of
trust
⢠Governance
structures
⢠Accountability
processes
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15. Cross-Sector Collaborations (contâd.)
Obstacles for Success
⢠Power struggles
⢠Political issues
⢠Costs
Conditions for Success
⢠Strong leadership
⢠Open-systems
thinking
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16. ⢠Collective Impact
⢠Common agenda
⢠Shared measurement
⢠Mutual reinforcing activities
⢠Continuous communication
⢠Backbone support
-Kania & Kramer (2013)
Achieving Collective Input
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17. ⢠âHigh-impact nonprofits work with and
through other organizationsâand they
have much more impact than if they acted
alone.â
-Crutchfield & Grant (2012)
Effectiveness of the Nonprofit Sector
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