As technological advances and
economic changes blur the boundaries between our societies traditional sectors,
the importance of collaboration to the nonprofit industry continues to grow.
Successful collaboration can offer many benefits; however, these partnerships
also come with a significant set of challenges. A strong relationship relies on
many factors: establishing trust, effective communication, having a shared
vision and resources, and incorporating shared decision making and strategic planning
amongst all parties (United Way, 2008).
A well-functioning partnership will
include many of these, and missing even one or two aspects can result in
significant roadblocks. Unique challenges as well as opportunities may also
exist depending on the collaboration in question. Below we will look at three
different cases: a nonprofit-nonprofit collaboration, a nonprofit-public
collaboration, and a nonprofit-private collaboration. Together these cases
offer insight into how collaborations can succeed as well as how they can fail.
1.)
The
Seattle Art Museum (SAM) and First Things First (FTF)
These two
seemingly dissimilar Seattle based nonprofits formed a coalition in order to
increase their chances of receiving funding via a tax levy referendum that was
being held in the city. The collaboration was advantageous due to the fact that
each side could bring unique resources to the table. The museum held
significant political capital, while First Things First provided a large
volunteer base. Due to the substantial differences in both the mission and
constituencies of these two organizations however, there was a significant
cultural gap to be overcome. The partnership encountered problems stemming from
a lack of trust and mutual respect. Due to ineffective communication the roles
of each group were not properly understood by stakeholders (Electronic Hallway,
1996). This highlights the importance of strategic planning and open
communication on both sides of the partnership, especially when the
collaborators come from vastly different backgrounds.
2.)
The
Massachusetts Department of Social Services (DSS) and La Alianza Hispana
This was an an
example of a potential collaboration between the nonprofit and public sector. DSS
was looking to improve its reputation and credibility among the Hispanic
community in Boston. They sought out a partnership with La Alianza, an
organization with deep roots in the city’s Hispanic community. DSS could
benefit from La Alianza’s cultural knowledge and positive reputation, while
also providing the organization with funding and other valuable resources that
could be of assistance to a nonprofit. Although each side had similar concerns
the collaboration was unbalanced. There was an absence of shared stake in the
partnership by both agencies, as well as a shared decision making model
(Fortier, 1996). Once again the value of communication and creating a collaborative
environment can be seen in this case.
3.)
Timberland
Shoe Company and City Year
The final case
presents us with an example of a nonprofit-private collaboration. Jeffrey
Shwartz, the COO of Timberland, had always dreamed of giving back to his
community. So when officials from the nonprofit City Year sought the company’s
assistance, he jumped at the chance to create a partnership. City Year
benefitted through an increase in resources brought about by Timberlands
donations, as well as the higher visibility achieved through collaborative
projects such as the creation “City Year Gear” (Elias, 1996). For Timberland,
the partnership offered the company a chance to improve its brand image.
Consumers increasingly viewed Timberland as a responsible corporation dedicated
to community service, which had positive effects on both sales and profits. The
collaboration faced difficulties in 1995 due to the financial hardships of both
organizations. In this case, a failure to strategically plan and identify
external threats hurt both sides and ultimately weakened the collaboration.
The above
examples allow us to examine how collaborations may present different benefits
as well as challenges across the three sectors. Ultimately there is no single
formula for a successful collaboration. That being said, establishing a strong relationship
built on trust and communication, as well as utilizing strategic planning, can
go a long way towards ensuring an advantageous partnership for both sides.
Sources:
Elias, J. 1996. Timberland and Community Involvement. Supervisor James Austin. Harvard Business School Publishing. Boston, MA.
Fortier, S. 1996.
Funding Seattle’s Art Museum and Low-Income Housing: The Politics of Interest
Groups and Tax Levies (A). Supervisor Jon Brock. Cascade Center for Public
Service: Public Service Curriculum Exchange.
United Way. 2008.
“Best Practices Summary: Collaboration, Coalition-Building, and Merger.”
Varley, P. 1996.
Partners in Child Protection Services: The Department of Social Services and La
Alianza Hispana (A). Abridged. Kennedy School of Government. Boston, MA
