- Subject index
Many of today's nonprofit health and human service organizations are developing coalitions, mergers, and other types of interorganizational alliances. These newly formed partnerships are created to gain a greater capacity within the organization and establish community-driven initiatives. While new strategies can enhance the scope and quality of organizations, they may also represent organizations own survival.
Through well-developed examples, this book examines the formation and maintenance of strategic alliances. From the motives that lead organizations to form relationships, to practical tips on how to sustain, recreate, and end partnerships, this text is a useful reference for both beginners and seasoned practitioners.
Part III: Coordination: The Power of Aligning Tasks
When an HSO decides—or is told—that it could better accomplish its own particular goals or objectives by partnering with complementary organizations around some common task or signal event, it chooses to coordinate. Coordination allows otherwise autonomous organizations to align their activities to support events or services by implementing common tasks. Federations, associations, and coalitions are examples of alliances in which organizations coordinate specific operational areas.
Coordination requires a modest amount of structural complexity. The integration of staffs or activities is minimal and tied to the accomplishment of specific tasks. Policies and procedures are generally kept relatively informal. Each member organization typically writes and signs a letter of agreement spelling out its commitments to the alliance. ...