Strategic alliances and collaborations 2010
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copyright (c) John Magisano Consulting 2011 Strategic Alliances and Collaborations Proactive Responses to the Economic Downturn John Magisano Creating Change Conference February 2010
description
Delivered at the 2011 Creating Change Conference in Minneapolis.
Transcript of Strategic alliances and collaborations 2010
copyright (c) John MagisanoConsulting 2011
Strategic Alliances andCollaborations
Proactive Responses to theEconomic Downturn
John MagisanoCreating Change Conference
February 2010
copyright (c) John MagisanoConsulting 2011
Agenda Background Introductions Why Collaborate? What, How, and Who?
Models Tensions Life cycle Identifying potential partners Linkage agreements
Some more resources Sharing and Discussion
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Why Collaborate?
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Why Collaborate?What are the current challenges to LGBT
groups and other nonprofitorganizations?
Greater need for services Less Funding Greater scrutiny Changing demographics Others?
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ResponsesHow do we respond to these challenges? Increase fundraising activities Downsize programs & staffs Refocus on mission Seek collaborative partners to maintain
services to constituency
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What is Collaboration?
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What is Collaboration?“Collaboration is a mutually beneficial and well-definedrelationship entered into by two or more organizationsto achieve common goals. The relationship includes:a commitment to mutual relationships and goals; ajointly developed structure and shared responsibility;mutual authority and accountability for success; and asharing of resources and rewards.”
- The Amherst Wilder Foundation
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How do we collaborate?
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Some Collaboration ModelsProgram Collaboration Shared Staff
Shared Space
Joint Fundraising
Sub-Contracting
Acquisition
Consolidation
Joint Venture
Merger
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Some Tensions in Collaboration
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Some Tensions in Collaboration Autonomy vs. Shared Responsibility Organizational Identity (Brand) vs.
Shared “Spotlight” Power & Resource Disparities Differences in Organizational Culture Others?
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Collaboration: What Works?David LaPiana’s four developmental
stages of collaboration1. Inspiration2. Formalization3. Operation4. Institutionalization or Termination
Real Collaboration, A Guide for GrantmakersDavid LaPiana, January 2001
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Identifying Collaborative Partners
Understand your organizational “self-interest”
Why do you want to collaborate? What does your organization hope to accomplish
through collaboration? What do you bring to a collaboration? What do you need partner (or partners) for?
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Identifying Collaborative Partners:
Envision your “ideal” partner
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Identifying Collaborative Partners:
Examine your current relationships
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Identifying Collaborative Partners:
Look for opportunities
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Exercise: Matchmaker, Matchmaker . . .
Develop a “personal ad” for a potentialcollaborative partner.
Describe: Your ideal partner in terms of
Mission Constituency served Types of programs Budget size
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Exercise: Matchmaker, Matchmaker . . .
Describe: Your own organization, including;
What you can offer to potential partners: Mission Constituency served Types of programs Budget size
Goals & aspirations for collaboration andpartnership
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Exercise: Matchmaker, Matchmaker . . .
Are there potential partners in yourcircle/community based on your“personal ad?”
Are there opportunities to buildcollaborative relationships with thesepotential partners?
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Linkage Agreements:Defining the Terms of your Collaboration
Linkage agreements must address:
What degree of closeness have all organizations agreed on for the jointagreements? (e.g. inter-agency committee, single point of contact, leadagency, consolidation, incorporation)
What authority will each organization exercise?
Which responsibilities will each organization fulfill? What kinds ofpowers and other resources (connections, expertise, funding,technology) will each contribute?
Which key people in each organization must sign the agreement?
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Linkage Agreements:Defining the Terms of your Collaboration
What important policies, procedures, and operations need tobe changed in each partner organization to further thecollaboration and what is the plan to implement those changes?
Who has responsibility for negotiating any differences amongthe participating organizations?
- Adapted from Amherst Wilder Foundation “Collaboration Handbook”
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Letters of Agreement/Memoranda ofUnderstanding
Should outline:
Lines of authority Areas of responsibility How costs are allocated Decision-making mechanisms Evaluation mechanisms Timeframe for evaluation and renegotiation of
agreements
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Collaborations need the following to besuccessful:
Clear Vision Understanding of self interest Commitment to the mission Defined roles Clearly defined accountability mechanisms Variety of expertise Flexibility Willingness to self-assess Trust Adequate Resources
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Other resources1. Collaboration: What makes it work (second edition)A review of
research literature on factors influencing successfulcollaborations June 2001: Paul Mattessich, Barbara Monsey, andMarta Murray-Closehttp://www.fieldstonealliance.org/productdetails.cfm?PC=5
2. Real Collaboration, A Guide for GrantmakersDavid LaPiana, January 2001,http://www.lapiana.org/consulting/pubs/reports/collaboration.html
3. Mapping Community Assets Workbook, by Diane Dorfman, 1998,Northwest Regional Educational Laboratory Rural Education Programhttp://nwrel.org/ruraled/publications/com_mapping.pdf
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Contact information
John Magisano, M.Div.Principal
John Magisano Consultingwww.johnmagisanoconsulting.com
