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Successful collaborations for non profit organizations
- 1. Successful non-profit collaboration.All for one. And one for all. Miki Young President, MarketShift MarketShift.net
- 2. Goals Determine howcollaboration can be a viable option for you Consider potential partners Plan for effective win-win scenarios Establish relationships www.marketshift.net
- 3. Why collaborate? Cooperate? Or create co-opetitions?* * cooperative competition
- 4. The rewards Knowledgeexpansion Referral building Program development Expense reduction Capacity building Recognition/brand building Enhance fundraising efforts Maximize impact www.marketshift.net
- 5. Collaboration is unnaturalto our instinct for survival… The Truth: which is, what’s in it for me.
- 6. The Truth We’reall here to serve older adults There are more older adults who need more services than we can reach and/or provide We’re afraid of each other We have a scarcity mentality We have a lot invested in our organization www.marketshift.net
- 7. “ Collaboration orthe lack of collaboration comes down to three main issues -- time, turf, and trust.” Scott Bechtler-Levin, President IdeaEncore Network A Knowledge Sharing website for non-profits
- 8. We have tocollaborate to survive. The Truth:
- 9. We have tocollaborate. We’re all here to serve older adults There are more older adults who need more services than we can reach and/or provide Our resources are limited. We can grow better together and we need each other. www.marketshift.net
- 10. Research on collaborationNon-profit collaborations are effective and achieve: policy achievements cost savings new solutions to old problems innovations in thinking And collaboration is hard, time-consuming frustrating, and requires new relational skills Boston study, Barr Foundation, 2008 www.marketshift.net
- 11. Research on collaborationPaying attention to the “soft skills” is key. Understand the potential landmines related to trust and culture Collaborations often run into trouble because they jump too quickly to “outcomes” Set ground rules and build key relationships at both the executive director and staff levels Boston study, Barr Foundation, 2008 www.marketshift.net
- 12. Research on collaborationCollaboration should be strategic and clear from mission and outcomes Funders can align expectations for outcomes with incentives such as support for consultants Set clear lines of authority and responsibility for tasks and performance Drive the collaboration deep into the organizations www.marketshift.net
- 13. An idea that’sgrowing IdeaEncore.com Reaches roughly 350,000 nonprofit professionals a month About 5,000 people have opted in … most have downloaded at least one resource About 100 organizations have uploaded files about 600 items available Hot-off-the press collaboration with VolunteerMatch, IssueLab to create an online library that combines all their resources www.marketshift.net
- 14. Sharing knowledge IssueLab.com Effectively archive, distribute, and promote the extensive and diverse body of research being produced by the nonprofit sector. Billions of charitable dollars are spent on nonprofit research determining impact Most nonprofit research remains unavailable A site that shares research assets www.marketshift.net
- 15. Collaborations come in all shapes and sizes
- 16. Creating children’s cabinetsProblem: Different disciplines didn’t connect; service coordination fell to overburdened families Goal: To better align state and local services Solution: The Child and Youth Readiness Cabinet – Massachusetts leadership team (including Education, Health & Human Services, Housing, Labor/Workforce, Public safety) focused on streamlining state efforts to improve services www.marketshift.net
- 17. Communities For AllAges Problem: Siloed interests in facing community challenges which often resulted in a lack of consideration of the aging in creating healthy communities Goal: To address critical community issues from multigenerational perspective and promote well-being of all age groups Solution: Develop diverse alliances; engage community residents of all ages; create places/practices/policies that promote interaction www.marketshift.net
- 18. How do wecreate successful collaborations?
- 19. Strong collaborations ChemistryCompatibility Timing www.marketshift.net
- 20. Strong collaborations 1. Is it a good culture/people match? 2. Are the goals aligned? 3. What is the win-win? 4. Is there an equality in the relationship? Is the timing right? Do you have the right attitude? www.marketshift.net
- 21. They all startwith common ground and common needs Clients/markets/audiences Service Technology Marketing Funders Money Relationships www.marketshift.net
- 22. The right attitudeLegacy vs. destiny Discernment vs. judgment Scarcity vs. abundance www.marketshift.net
- 23. The partners TheJudge The Stealth Silo The Agree-er The Bridge Architect The Visionary The Empire Builder www.marketshift.net
- 24. What’s your reality?An exercise. www.marketshift.net
- 25. Mind mapping Bubbl.usMindJet FreeMind www.marketshift.net
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- 28. Mind/mine mapping. Anexercise.
- 29. Ways to collaborateShare resources Office space Support staff Shared consulting: marketing, legal, accounting Marketing Co-branding Share links/newsletters Program/service delivery Coordinate services Funding Apply for grants Share knowledge Networking www.marketshift.net
- 30. Collaboration wish list.An exercise.
- 31. Win-Win strategies: What’sin it for them?
- 32. Sustain & GrowKnowledge expansion Referral building Program development Expense reduction Capacity building Reduced waste through replication Recognition/brand building Enhance fundraising efforts Maximize impact www.marketshift.net
- 33. Win-Win strategies: Anexercise.
- 34. Create the rulesof collaboration Practical and doable Bottom-line focus re people/revenue/expenses Alignment between goals and strategies Be a trustworthy, credible, authentic partnership Listen more. Talk less. www.marketshift.net
- 35. Getting started. Anexercise.
- 36. Start small Identifynatural opportunities Share coffee Listen to their needs Consider a mutually beneficial proposition Determine matchworthiness - chemistry, compatibility, timing www.marketshift.net
- 37. The right attitudestarts with the right questions
- 38. The right questionsWhat are we trying to accomplish for those we serve? What is the best way to do that for them? State the tri -mutually beneficial proposition Discuss the potential challenges in turf, trust and time Determine the communications – what do we say to whom when How do we operationalize our collaboration with accountability for task and performance? 7. How do we measure how we’re doing? The outcomes, the process, the impact. 8. How do we refine it? www.marketshift.net
- 39. Collaboration. Inthe end, it’s simple. Treat the other people in the organization as you would want to be treated yourself.
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