Partnerships the Nonprofit Way
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Collaboration and partnership are well-known characteristics of the nonprofit sector, as well as important tools of public policy and for creating public value. But how do nonprofits form successful partnerships? From the perspective of nonprofit practice, the conditions leading to collaboration and partnership are seldom ideal. Nonprofit executives contemplating interorganizational cooperation, collaboration, networks, partnership, and merger face a bewildering array of challenges.

In Partnerships the Nonprofit Way: What Matters, What Doesn't, the authors share the success and failures of 52 nonprofit leaders. By depicting and contextualizing nonprofit organization characteristics and practices that make collaboration successful, the authors propose new theory and partnership principles that challenge conventional concepts centered on contractual fulfillment and accountability, and provide practical advice that can assist nonprofit leaders and others in creating and sustaining strategic, mutually beneficial partnerships of their own.

A Note on Quoted Material
Introduction: Why This Book?
1. Summing Up, Summing Down: A Review of the Literature on Partnership
2. Nonprofit Partnerships: The Gold Standard
3. The Point of Partnering
4. Good to Great: Recognizing the Signs of High Quality Partnerships
5. Nonprofit Partnerships by Sub-Sector
6. Grant Makers Partnership Practices
7. Toward Nonprofit Theory: Collaboration as a Way of (Work) Life



Publié par
Date de parution 02 avril 2018
Nombre de lectures 0
EAN13 9780253033802
Langue English
Poids de l'ouvrage 7 Mo

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Dwight F. Burlingame and David C. Hammack, Editors
What Matters, What Doesn’t
Indiana University Press
This book is a publication of
Indiana University Press
Office of Scholarly Publishing
Herman B Wells Library 350
1320 East 10th Street
Bloomington, Indiana 47405 USA
© 2018 by Stuart C. Mendel and Jeffrey L. Brudney
All rights reserved
No part of this book may be reproduced or utilized in any form or by any means, electronic or mechanical, including photocopying and recording, or by any information storage and retrieval system, without permission in writing from the publisher.
The paper used in this publication meets the minimum requirements of the American National Standard for Information Sciences—Permanence of Paper for Printed Library Materials, ANSI Z39.48-1992.
Manufactured in the United States of America
Library of Congress Cataloging-in-Publication Data
Names: Mendel, Stuart C., author. | Brudney, Jeffrey L., author.
Title: Partnerships the nonprofit way : what matters, what doesn’t / Stuart C. Mendel and Jeffrey L. Brudney.
Description: Bloomington and Indianapolis : Indiana University Press, [2018] | Series: Philanthropic and nonprofit studies | Includes index.
Identifiers: LCCN 2017029272 | ISBN 9780253025654 (cl : alk. paper)
Subjects: LCSH: Nonprofit organizations—Management. | Partnership.
Classification: LCC HD62.6 .M46 2018 | DDC 658/.048—dc23 LC record available at
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A Note on Quoted Material
Introduction: Why This Book?
1 Summing Up, Summing Down: A Review of the Literature on Partnership
2 Nonprofit Partnerships: The Gold Standard
3 The Point of Partnering
4 Good to Great: Recognizing the Signs of High-Quality Partnerships
5 Nonprofit Partnerships by Subsector
6 Grant Makers’ Partnership Practices
7 Toward Nonprofit Theory: Collaboration as a Way of (Work) Life
W HEN WE STARTED this project in the early 2010s, we held the view that the scholarship on partnership involving nonprofit organizations was extensive. Many research articles, monographs, and edited volumes existed. It seemed that any addition to the discourse would require an innovative approach to the material on partnership that spoke to and for nonprofit actors and would have to utilize as large a sampling of organizations as we might reasonably manage within the limits of time and funding available to us.
We then waded into the intellectual thicket of partnership, collaboration, and cross-sector interactions. We observed that much of the scholarly inquiry appeared as derivative theory—theory drawn from theory—grounded by small sample sizes of case studies illustrating the theoretical principles. We quickly determined that any innovation of partnership research would draw upon our experiences in providing advice, mentorship, and shared learning with nonprofit executives and board leaders gleaned through funded and volunteer engagements with the local community.
The inspiration for the book—and the subsequent design of the research, data collection methods, findings, analysis, narrative structure, and conclusions—were all driven by the questions and challenges posed to us by nonprofit executives seeking answers to real problems in the practice of nonprofit management, leadership, and governance. Our effort to answer these questions shaped four contributions this book makes to the field, which we describe in the Introduction and in the topics and structure of the following book chapters. The payoff for these stakeholders from our work can be found throughout this volume, but particularly in the nonprofit partnership principles and theory described in final chapter of this book.
A second important driver for the innovation of partnership research was the institutional imprimatur of Cleveland State University—not to mention funding to support the field research—granted by the dean of the Maxine Goodman Levin College of Urban Affairs at the time, Edward (Ned) W. Hill. We gratefully acknowledge Dean Hill’s encouragement to follow our curiosity and desire to turn the community engagement, education, and applied research work we perform and for which our institution is well known into “thought leadership” for the field of nonprofit sector studies.
Among our closest collaborators in performing the labors of this book are the truly outstanding graduate assistants who performed the heavy labor and seamlessly handed off the work of project support over four academic seasons. These determined and able graduate assistants included Erin (Carek) Vokes, Julie Quinn, Anna K. Jones, Heather Lenz, Cynthia (Biro) Connolly, and Rachael Balanson. We also thank Allison M. Campbell for her good work and contributions to this book project in researching various side themes and in helping to produce charts and graphs, and in the follow up, to thank many of the named and unnamed contributors to the work.
Much appreciation to Alyse (Lapish) Neville, Stephanie Allen, Emily Hoban, Courtney Matthews, Michael R. Elliott Jr., and Amy Hatem and other students of our graduate courses UST 550 Fundamentals of Nonprofit Administration & Leadership and UST 656 Advanced Topics in Nonprofit Management Practice from 2012 to 2014, who conducted interviews, verified data, and served to comment on many of the ideas and conclusions of the authors.
We acknowledge Dr. Jung Eun Kim, who at the time was completing her doctorate from the Jack, Joseph and Morton Mandel School of Applied Social Sciences, Case Western Reserve University, for the early developmental research design work; and Dr. Jennifer R. Madden, assistant professor of management and marketing, Carthage College, for her work advising us in data coding design and for confirmation of our trend analysis in her field of expertise.
We also acknowledge staff of the Levin College and Cleveland State University who aided various aspects of this book and with field interviews. Many thanks to Kathyrn Hexter, Rachel Singer, Molly Schnoke, Melanie (Furey) Baur, Matt Starkey, and Jane McCrone.
A challenge in drafting our acknowledgments involves the nonprofit executives and leaders who contributed their time and cases to our endeavor. A condition of our data gathering to ensure confidentiality was that we would not attribute quotes to named individuals or identify participants in any way. This promise was made to encourage nonprofit executives to offer their most candid views while limiting the potential for pushback from their partners or third-party stakeholders.
Despite the promise and opportunity for anonymity, we did gain permission to acknowledge many of those among the study participants who explicitly responded to our post-survey request to be recognized in this book. Our thanks and appreciation to William Beckenbach, Daniel Blain, Lisa Bottoms, Patricia Groble, PhD, Merle Gordon, Alan D. Gross, Sarah Hackenbracht, Bernard P. Henri, PhD, Stephanie Hiedemann, Deborah Hoover, Bob Jaquay, Linda Johanek, Greg Johnson, Major Lurlene Johnson, Kathryn Kazol, Bernadette M. Kerrigan, LISW, SPHR, Ray Leach, Bill Leamon, Joseph A. Marinucci, Mark McDermott, Rev. Dr. Brian Moore, Stephanie Morrison-Hrbek, Molly Neider, Patricia W. Nobili, MSSA, Stacey O’Brien, Bobbi Reichtell, Carol Rivchun, Jill Rizika, Myron Robinson, Chris Ronayne, Natalie Ronayne, Jared Schnall, Thomas B. Schorgl, Sandra R. Schwartz, Charles See, Judy Simpson, Ken Slenkovich, Ron Soeder, Tony Thomas, LISW-S, ACSW, John Visnauskas, Lorry Wagner, PhD, Kristin Warzocha, Eva Weisman, Steve Wertheim, Brad Whitehead, Elaine Woloshyn, Deb Yandala, and Denise Zeman.
We express our gratitude to Gary Dunham, director of Indiana University Press, and the helpful suggestions offered by Dwight Burlingame and David Hammack during the proposal stages of the manuscript. Their suggestions guided several important aspects of our writing, particularly in the chapter on partnership subsectors. Much appreciation to the blind reviewers for their helpful suggestions that shaped the final tone of the book and to Alex C. Nielsen for his work editing and revising the narrative to increase reader accessibility. We also extend our appreciation to Jon Vokes for improving the design of the tables and diagrams throughout.
A Note on Quoted Material
A LONG WITH THE recognition of people, a final note is made to attend to a challenge of the research methods we wish to acknowledge in the front matter of this book. The issue involves the quotes that appear throughout, drawn from nonprofit executive comments and responses to our interview questions. Frequently, respondents answered questions imprecisely, abruptly with little elaboration, expansively with supra-elaborations, or embedded their answers to some questions within their answers to other questions. Transcribing the exact phrasing without edits was not practical for our data collection or citation in the text of our manuscript. Consequently, our use of quotes in the final manuscript required paraphrasing in many instances and was performed as a best-faith effort to preserve the spirit or intent of the speaker.
Introduction: Why This Book?
From our perspective, partners must have complementary missions, seek mutual gains, and engage in a willingness to enhance the effectiveness and reach of their programs. Thi

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