A: In the current economic climate, nonprofit organizations are being urged now more than ever to work together in new and creative ways. Why?
- Demand for services is up along with competition for financial resources, making the drive towards efficiency increasingly important.
- Duplication of services is viewed as wasteful.
- Strategic alliances, like collaboration, are equated with cost-savings.
- The complex issues that nonprofits address are presenting themselves on a grand scale, calling for scaled-up solutions.
Gaining a basic understanding of the types of strategic alliances is a good first step in determining the fit for your organization. There’s general agreement that the types of strategic alliances follow a continuum, from those at one end that are informal to those at the other end that require high levels of intensity, complexity, and formality. The following types are based loosely on the work of Dr. John Yankey, Ph.D., Emeritus Professor, Case Western Reserve University:
- Endorsement: Providing approval or support of a concept or action already conceptualized or completed by another organization (letters of support).
- Co-sponsorship: When two or more organizations share (although not always equally) in the offering of a particular program or service.
- Affiliation: A loosely connected system of two or more organizations with a similar interest(s).
- Federation/Association: An membership alliance of organizations established to centralize common functions.
- Coalition: An alliance of independent organizations which usually share a political or social change goal.
- Consortium: An alliance of organizations and individuals representing customers, service providers, and other agencies who identify themselves with a specific community, neighborhood or domain.
- Network: An alliance of organizations that share resources for mutual benefit such as service provision.
- Joint Venture: A legally formed alliance in which member organizations maintain joint ownership – (generally through a joint governance board) to carry out specific tasks or provide specific services.
- Acquisition: An alliance in which an organization acquires a program or service previously administered by another organization.
- Divestiture: When one organization "spins off" a program or service to another organization.
- Merger: When one organization is totally absorbed by another.
- Consolidation: When two organizations combine to form an entirely new organization.
The Fieldstone Nonprofit Guide to Forming Alliances uses these categories, based on the work of Michael Winer and Karen Ray (Collaboration Handbook) and David LaPiana (Nonprofit Mergers Workbook).
- Cooperation: Informal arrangements and relationships with no change in organizational structure of participating entities.
- Coordination: More formal arrangements and relationships that focus on specific programs or projects and are accompanied by plans and a shared mission.
- Collaboration: Longer-term, formal arrangements and relationships where separate organizations are brought into a new structure with a shared mission.
- Merger: Arrangement in which two organizations become one.
The selected resources below will help you to learn more and understand the costs and benefits of strategic alliances.
Collaboration- Fieldstone Alliance
Provides free access to useful articles about and tools for planning nonprofit collaborations.
Collaboration Strategies for Nonprofit Organizations- curtishaxter.com
This article briefly examines the preliminary questions that all nonprofit organizations should address before any collaborative effort, then outlines combination strategies available to nonprofits.
Managing Collaboration Risks - Nonprofits’ Insurance Alliance of California
Explores typical collaborative relationships that nonprofits engage in and how to manage or avoid the risks associated with them. Published in 2002. [PDF]
The Reality Underneath the Buzz of Partnerships - Stanford Social Innovation Review
Article shares findings from a study of nonprofit partnerships and examines why most did not fulfill participants' expectations. Published in Spring 2005.
The following print publications can be found at the Foundation Center's New York library:
