1. Strategic Alliances and
Collaborations
Proactive Responses to the
Economic Downturn
John Magisano
Creating Change Conference
February 2010
copyright (c) John Magisano
Consulting 2011
2. Agenda
Background
Introductions
Why Collaborate?
What, How, and Who?
Models
Tensions
Life cycle
Identifying potential partners
Linkage agreements
Some more resources
Sharing and Discussion
copyright (c) John Magisano
Consulting 2011
4. Why Collaborate?
What are the current challenges to LGBT
groups and other nonprofit
organizations?
Greater need for services
Less Funding
Greater scrutiny
Changing demographics
Others?
copyright (c) John Magisano
Consulting 2011
5. Responses
How do we respond to these challenges?
Increase fundraising activities
Downsize programs & staffs
Refocus on mission
Seek collaborative partners to maintain
services to constituency
copyright (c) John Magisano
Consulting 2011
7. What is Collaboration?
“Collaboration is a mutually beneficial and well-defined
relationship entered into by two or more organizations
to achieve common goals. The relationship includes:
a commitment to mutual relationships and goals; a
jointly developed structure and shared responsibility;
mutual authority and accountability for success; and a
sharing of resources and rewards.”
- The Amherst Wilder Foundation
copyright (c) John Magisano
Consulting 2011
8. How do we collaborate?
copyright (c) John Magisano
Consulting 2011
9. Some Collaboration Models
Program Collaboration Shared Staff
Sub-Contracting
Joint Venture
Consolidation
Merger Joint Fundraising
Shared Space Acquisition
copyright (c) John Magisano
Consulting 2011
10. Some Tensions in Collaboration
copyright (c) John Magisano
Consulting 2011
11. Some Tensions in Collaboration
Autonomy vs. Shared Responsibility
Organizational Identity (Brand) vs.
Shared “Spotlight”
Power & Resource Disparities
Differences in Organizational Culture
Others?
copyright (c) John Magisano
Consulting 2011
12. Collaboration: What Works?
David LaPiana’s four developmental
stages of collaboration
1. Inspiration
2. Formalization
3. Operation
4. Institutionalization or Termination
Real Collaboration, A Guide for Grantmakers
David LaPiana, January 2001
copyright (c) John Magisano
Consulting 2011
13. 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?
copyright (c) John Magisano
Consulting 2011
17. Exercise: Matchmaker, Matchmaker . . .
Develop a “personal ad” for a potential
collaborative partner.
Describe:
Your ideal partner in terms of
Mission
Constituency served
Types of programs
Budget size
copyright (c) John Magisano
Consulting 2011
18. 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 and
partnership
copyright (c) John Magisano
Consulting 2011
19. Exercise: Matchmaker, Matchmaker . . .
Are there potential partners in your
circle/community based on your
“personal ad?”
Are there opportunities to build
collaborative relationships with these
potential partners?
copyright (c) John Magisano
Consulting 2011
20. Linkage Agreements:
Defining the Terms of your Collaboration
Linkage agreements must address:
What degree of closeness have all organizations agreed on for the joint
agreements? (e.g. inter-agency committee, single point of contact, lead
agency, consolidation, incorporation)
What authority will each organization exercise?
Which responsibilities will each organization fulfill? What kinds of
powers and other resources (connections, expertise, funding,
technology) will each contribute?
Which key people in each organization must sign the agreement?
copyright (c) John Magisano
Consulting 2011
21. Linkage Agreements:
Defining the Terms of your Collaboration
What important policies, procedures, and operations need to
be changed in each partner organization to further the
collaboration and what is the plan to implement those changes?
Who has responsibility for negotiating any differences among
the participating organizations?
- Adapted from Amherst Wilder Foundation “Collaboration Handbook”
copyright (c) John Magisano
Consulting 2011
22. Letters of Agreement/Memoranda of
Understanding
Should outline:
Lines of authority
Areas of responsibility
How costs are allocated
Decision-making mechanisms
Evaluation mechanisms
Timeframe for evaluation and renegotiation of
agreements
copyright (c) John Magisano
Consulting 2011
23. Collaborations need the following to be
successful:
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
copyright (c) John Magisano
Consulting 2011
24. Other resources
1. Collaboration: What makes it work (second edition)A review of
research literature on factors influencing successful
collaborations June 2001: Paul Mattessich, Barbara Monsey, and
Marta Murray-Close
http://www.fieldstonealliance.org/productdetails.cfm?PC=5
2. Real Collaboration, A Guide for Grantmakers
David 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 Program
http://nwrel.org/ruraled/publications/com_mapping.pdf
copyright (c) John Magisano
Consulting 2011
25. Contact information
John Magisano, M.Div.
Principal
John Magisano Consulting
www.johnmagisanoconsulting.com
Johnmagisano@gmail.com
917-748-5264
copyright (c) John Magisano
Consulting 2011
