{"id":1956,"date":"2023-04-21T16:45:32","date_gmt":"2023-04-21T20:45:32","guid":{"rendered":"https:\/\/www.penncreativestrategy.com\/?p=1956"},"modified":"2023-04-21T16:45:32","modified_gmt":"2023-04-21T20:45:32","slug":"planning-for-partnerships-and-collaborations","status":"publish","type":"post","link":"https:\/\/www.penncreativestrategy.com\/planning-for-partnerships-and-collaborations\/","title":{"rendered":"Planning for Partnerships and Collaborations"},"content":{"rendered":"

By Molly Penn<\/p>\n

Nonprofit organizations are part of an ecosystem of our social safety net (and we include arts organizations in that category).\u00a0 Nonprofits pick up where government support and protection leaves off.\u00a0 What we find over and over in our work is the importance of adopting a relational approach to working in communities.\u00a0 Nonprofits are not islands.\u00a0 They don\u2019t exist in a vacuum.\u00a0 They can no longer afford to look at each other as competitors for funding. The time has come to rediscover the importance of social capital in mission work \u2013 having a strong network for partnerships and collaborations.<\/p>\n

We hear these terms \u201cpartnerships and collaborations\u201d and we don\u2019t always know what that means specifically.\u00a0 So it can be helpful to frame them in terms of the whole spectrum of collaborative activity that organizations engage in.<\/p>\n

\"\"<\/p>\n

There are the informal ways<\/em><\/strong> of collaborating: communication and cooperation<\/strong>.\u00a0 Most organizations probably do this without thinking about it.\u00a0 This form of collaboration is simple and straight-forward, and has the least amount of cost to your organization while also being the type you can least control the least.\u00a0 Meaning there are no explicit rules and no money is at stake.<\/p>\n

There are more formal<\/em><\/strong> methods of collaborating \u2013 collaboration, partnership or strategic alliances<\/strong>.\u00a0 These are more formalized forms of collaboration where two or more organizations come together around a shared endeavor that is mutually beneficial.\u00a0 This could look like referrals if your missions are complementary, or joint programming, or shared back office services.\u00a0These are a bit more complex than communication & cooperation and typically require being memorialized in a Memorandum of Understanding, or an MOU \u2013 which means there is an attorney involved so it has more cost and gives you greater control over the collaboration.<\/p>\n

In this article, we\u2019re focusing on that second set \u2013 collaborations and partnerships.<\/p>\n

Collaboration – a mutually-beneficial and well-defined relationship entered into by two or more organizations to achieve common goals.\u00a0 The relationship includes a commitment to mutual relationships and goals; a jointly developed structure and shared responsibility; mutual authority and accountability for success; and sharing of resources and rewards.<\/em><\/p>\n

This is the dictionary definition of a collaboration \u2013 notice the words mutually-beneficial and well-defined.\u00a0Collaborations are not casual, they are intentional and involve a mutual degree of accountability, responsibility and resources.<\/p>\n

Start By Assessing Your Readiness<\/h2>\n

If you are considering entering into a partnership or collaboration with another organization, we advise that you start by doing your own work first.\u00a0 The more you know your own organization and what you want from, and have to give to \u00a0the collaboration, the better.\u00a0 It helps to have:<\/p>\n

    \n
  • A clearly defined purpose<\/strong> for the collaboration \u2013 what do you hope to accomplish?<\/li>\n
  • Commitment<\/strong> at every level of your organization<\/li>\n
  • Sufficient time<\/strong> to conduct the negotiations and structure the collaboration<\/li>\n
  • A welcoming culture<\/strong> \u2013 cultural compatibility is an aspect of collaborations that is often overlooked, and particularly now as organizations are taking public positions on racism, it is vital<\/li>\n
  • Adequate funding<\/strong> \u2013 there may be unanticipated expenses that come up along the way, like facilitated meetings and such, so it helps to have sufficient funding that you\u2019re not going to get stuck part way through.<\/li>\n<\/ul>\n

    Take Stock of Your Capacity<\/h2>\n

    Next it is important to take stock of your organization\u2019s current capacity, and how it is situated in the environment. The quickest way to do this is to do a Strengths, Weaknesses, Opportunities & Threats analysis.\u00a0 This involves getting key stakeholders with different vantage points together to list the things you do better than others, not as well as others, and the changes in the environment that are threatening you or providing you with opportunities.\u00a0Having a good understanding of these factors as you approach the idea of collaborations or partnerships helps you understand both what you bring to the table and what you need from the collaboration.<\/p>\n

    \"\"<\/p>\n

    We also advise you to spend time taking stock of your assets.\u00a0 These are things you bring to the collaboration or partnership that make you a desirable partner.\u00a0 They also help you negotiate from a position of strength, where you are clear about what you have to offer to a prospective partner or collaborator.\u00a0 We like to use a tool like this to ensure our clients are thinking through all the various types of assets, from real property, to financial assets, to intellectual property and social capital. Finally, a last piece of the internal preparation might include using a MacMillan Matrix to analyze your current programs.\u00a0 As you see across the top, you score your programs on a number of criteria:<\/p>\n

      \n
    • \"\"\u201cAttractiveness\u201d \u2013 meaning how easy it is to attract resources<\/li>\n
    • Fit with Mission<\/li>\n
    • Competitive Position<\/li>\n
    • Alternative Coverage \u2013 meaning people can find similar offerings elsewhere in the community.<\/li>\n<\/ul>\n

      Then the matrix helps you understand whether some programs would be best served by finding a partner.\u00a0 <\/strong>Once you do your internal assessment and preparation, then it is time to look outside yourself to identify prospective partners.<\/p>\n

      Consider Your Goals<\/h2>\n

      It is important, as we noted earlier, to be clear with ourselves about what you are seeking to accomplish through a collaboration or partnership.\u00a0 How will it help your ability to deliver on your mission?\u00a0 How will it help your constituents have access to greater or more complementary programs?\u00a0 This might be a conversation to have with your senior staff, and\/or your board.<\/p>\n

      Then you are ready to begin looking around your environment to compile a list of prospective partners.\u00a0 Often, we hear from organizations who say we\u2019ve been approached by another organization to partner with them, or we want to approach organization X to partner with them.\u00a0 When you have an identified partner, you might assess why you want to partner, and then compile a list of prospective partners rather than putting all your eggs in one basket.\u00a0 Once you figure out what purpose a partnership or collaboration will serve, it is much more efficient to have several possible partners in mind.<\/p>\n

      Also, it is helpful to think outside your typical box when you think about possible partners.\u00a0 They don\u2019t all have to have similar missions, they could be complementary.<\/p>\n

      Partnership Discussions<\/h2>\n

      Once you have your list of prospective partners, you can rank them and then you are ready to begin discussions with them.\u00a0 We can\u2019t stress enough that while we are advising you to be systematic about preparing for a collaboration or partnership, the actual discussions are the time to slow down and build authentic relationships with these prospective partners.<\/p>\n

        \n
      • You will want to evaluate their values and how aligned they are with yours.<\/li>\n
      • You will want to assess their reputation and how that will affect your organization.<\/li>\n
      • You\u2019ll also want to think about their brand and how it aligns with you brand. This is a trust building phase, so leave yourselves time to explore, and build openness and transparency<\/li>\n<\/ul>\n

        \"\"<\/p>\n

        This little graph is a good cheat sheet to guide you on this path to building trust \u2013 which is the foundation for any good partnership.<\/p>\n

         <\/p>\n

        If your aim at this point in the process is building trust, consider what you will need to know to feel confident about your potential partner.\u00a0 Consider what you are comfortable disclosing at this point in the process in order to help them have confidence in you?<\/p>\n

         <\/p>\n

         <\/p>\n

        Managing Potential Conflicts<\/h2>\n

        In the course of your discussions with potential partners, there may be conflicts that arise \u2013 communication conflicts,\u00a0 structural conflicts, relationship conflicts, conflicts of interest, or of values.<\/p>\n\n\n\n\n\n\n\n\n
        Type of Conflict<\/strong><\/td>\nCauses & Signs<\/strong><\/td>\nPossible Solutions<\/strong><\/td>\n<\/tr>\n
        Communication Conflicts<\/td>\n\u00b7\u00a0\u00a0 Not enough information being exchanged<\/p>\n

        \u00b7\u00a0\u00a0 Inaccurate information being exchanged<\/p>\n

        \u00b7\u00a0\u00a0 Unclear communication leading to misunderstandings<\/p>\n

        \u00b7\u00a0\u00a0 Making of assumptions by one or more parties<\/p>\n

        \u00b7\u00a0\u00a0 Language barriers<\/td>\n

        		\u00b7\u00a0 Check interpretation of information to ensure consistency<\/p>\n

        \u00b7\u00a0 Clearly define terms<\/p>\n

        \u00b7\u00a0 Work to clarify assumptions<\/td>\n<\/tr>\n

        Structural Conflicts<\/td>\n\u00b7\u00a0 Insufficient or imbalanced structures, processes or systems<\/p>\n

        \u00b7\u00a0\u00a0 Time limitations<\/td>\n

        		\u00b7\u00a0 Carefully examine the context of the conflict<\/p>\n

        \u00b7\u00a0 Adjust deadlines or timelines to alleviate pressure<\/p>\n

        \u00b7\u00a0 Revisit the design of the process to ensure it is favorable to all<\/td>\n<\/tr>\n

        Relationship Conflicts<\/td>\n\u00b7\u00a0 Inconsistent or unrealistic expectations, abuse or gross imbalance of power<\/p>\n

        \u00b7\u00a0 Judgements made based on stereotypes, sexism or racism<\/p>\n

        \u00b7\u00a0 Unrealistic perceptions (see communication conflicts)<\/p>\n

        \u00b7\u00a0 Personal conflicts<\/p>\n

        \u00b7\u00a0 Low comfort level between or among partners<\/td>\n

        		\u00b7\u00a0 Try to limit impact of emotions and personal relationships<\/p>\n

        \u00b7\u00a0 When conflicts arise, avoid defensiveness, judgment, and ask other to do the same<\/p>\n

        \u00b7\u00a0 Show concern for the points of view of all involved<\/p>\n

        \u00b7\u00a0 Ensure power is balanced or deemphasized at the collaboration table<\/td>\n<\/tr>\n

        Interest Conflicts<\/td>\n\u00b7\u00a0 Qualitative or quantitative differences between partners in interests, needs or perspectives<\/td>\n\u00b7\u00a0 Encourage compromise and accommodation<\/p>\n

        \u00b7\u00a0 Seek and emphasize common commitments<\/p>\n

        \u00b7\u00a0 Ensure power is balanced or deemphasized at the collaboration table<\/td>\n<\/tr>\n

        Value Conflicts<\/td>\n\u00b7\u00a0 Collaborative partners having opposing values, points of view, philosophies or beliefs (can result from cultural differences or considerable differences in missions)<\/td>\n\u00b7\u00a0 Seek and point out shared goals and values<\/p>\n

        \u00b7\u00a0 Acknowledge and respect value differences<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

        The point is not to get discouraged at the first sign of conflict, but to see that as a moment to take a breath and lean into better understanding the conflict to see if it is navigable.<\/p>\n

        Depending on the seriousness and the stakes involved in your partnership and collaboration discussions, you may want to pay attention to these other factors as well.\u00a0 Doing everything you can to ensure it is a neutral setting that does not favor one organization over another may be helpful, particularly when there are high stakes involved \u2013 maybe this pertains to one of your strongest programs, or maybe it has the potential to affect your brand.\u00a0 Those might be situations where you\u2019ll want a sense of neutrality and an honest read of your self-interests.<\/p>\n

        Getting It Down On Paper<\/h2>\n

        When you have reached agreement on the core aspects of the collaboration or partnership, it will be important to memorialize your agreements in an MOU.\u00a0 The MOU gives all the pertinent details so there are no questions later in the process about who was responsible for what and to whom, how long the partnership\/collaboration will last, and most importantly how you will settle any disputes that might arise.\u00a0It is important to anticipate these things in order to lower the temperature if and when they do arise.\u00a0 Knowing you\u2019ve considered that as an option, takes away the element of surprise and betrayal when they crop up unexpectedly.<\/p>\n

         <\/p>\n","protected":false},"excerpt":{"rendered":"

        By Molly Penn Nonprofit organizations are part of an ecosystem of our social safety net (and we include arts organizations in that category).\u00a0 Nonprofits pick up where government support and protection leaves off.\u00a0 What we find over and over in our work is the importance of adopting a relational approach to working in communities.\u00a0 Nonprofits […]<\/p>\n","protected":false},"author":4,"featured_media":1952,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"image","meta":{"site-sidebar-layout":"default","site-content-layout":"default","ast-site-content-layout":"","site-content-style":"default","site-sidebar-style":"default","ast-global-header-display":"","ast-banner-title-visibility":"","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"","ast-breadcrumbs-content":"","ast-featured-img":"","footer-sml-layout":"","theme-transparent-header-meta":"default","adv-header-id-meta":"","stick-header-meta":"default","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","astra-migrate-meta-layouts":"default","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-gradient":""},"tablet":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-gradient":""},"mobile":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-gradient":""}},"ast-content-background-meta":{"desktop":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-gradient":""},"tablet":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-gradient":""},"mobile":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-gradient":""}},"footnotes":""},"categories":[1,46,72,68],"tags":[],"aioseo_notices":[],"_links":{"self":[{"href":"https:\/\/www.penncreativestrategy.com\/wp-json\/wp\/v2\/posts\/1956"}],"collection":[{"href":"https:\/\/www.penncreativestrategy.com\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.penncreativestrategy.com\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.penncreativestrategy.com\/wp-json\/wp\/v2\/users\/4"}],"replies":[{"embeddable":true,"href":"https:\/\/www.penncreativestrategy.com\/wp-json\/wp\/v2\/comments?post=1956"}],"version-history":[{"count":2,"href":"https:\/\/www.penncreativestrategy.com\/wp-json\/wp\/v2\/posts\/1956\/revisions"}],"predecessor-version":[{"id":1961,"href":"https:\/\/www.penncreativestrategy.com\/wp-json\/wp\/v2\/posts\/1956\/revisions\/1961"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.penncreativestrategy.com\/wp-json\/wp\/v2\/media\/1952"}],"wp:attachment":[{"href":"https:\/\/www.penncreativestrategy.com\/wp-json\/wp\/v2\/media?parent=1956"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.penncreativestrategy.com\/wp-json\/wp\/v2\/categories?post=1956"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.penncreativestrategy.com\/wp-json\/wp\/v2\/tags?post=1956"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}