When an executive transition is on the horizon, executives and boards often find it easier to consider the possibilities of a strategic alliance or restructuring openly.
Closing down an organization or program requires tough decisions about services, personnel, and — most importantly — the communities and people served.
Boards and leaders are smart to consider whether a strategic partnership with another organization could support those efforts and unlock even greater potential for impact.
Strategy and planning is about determining what’s most important for your organization to do and then figuring out how best to get those things done.
Adapting to change is constant, and some instances require board-level thinking about how your organization may need to adjust or change to serve your core purpose best.
Starting a nonprofit is a major endeavor that shouldn’t be taken lightly. Before you assume that a new organization is the best way to get a great idea or program, consider how you could partner with an existing organization.
Collaborations are at the heart of the Collective Impact movement and are key to strengthening all types of organizations' ability to scale results.
High-impact nonprofits do not go it alone. They work with and through other organizations to create more impact than they can achieve independently.
It’s easy to say that organizations should be collaborative, but what does that actually mean?
Collaboration is appealing in concept but challenging in practice.
Are you a nonprofit leader or consultant looking to embrace collaboration as a strategic tool for greater impact?
The Merger and Alliance Toolkit offers practical guidance and concrete methods for assessing collaborative opportunities, negotiating agreements, implementing partnerships, and integrating systems and structures as needed to pursue a common mission.
Pre-partnership assessment is an important part of preparing for a successful collaboration.
The Organizational Mapping Tool (OMT) is an open-source organizational assessment tool that is designed to help nonprofits identify and prioritize their organizational strengthening needs.
Pursuing alliances requires a commitment of staff, board, and financial resources.
The Partnership Assessment Tool for Health (PATH) resource is intended for community-based organizations (CBOs) that provide human services and healthcare organizations currently engaged in a partnership.
Organizations that can clearly and accurately articulate their financial story and resource needs are better positioned to make a strong case for support.
The Lifecycles model provides the guidance and structure nonprofits need to realize their missions with clarity and sustainability. When nonprofits succeed, communities succeed.
What is motivating the desire to form an alliance?
A nonprofit’s reputation for integrity, credibility, social responsibility and accountability is its greatest asset.
The Nonprofit Strategic Restructuring Due Diligence Checklist documents should be exchanged between the parties in a negotiation.
This template can be adapted for use between the boards of nonprofits entering exploratory diligence for a sustained collaboration.
This template can be adapted for use between the boards of nonprofits entering into the implementation phase of formal sustained collaboration.
A Memorandum of Understanding (MOU) or a Memorandum of Agreement (MOA) is a written agreement, usually simpler and less formal than a legal contract, which outlines an agreement between parties.