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.
Chapter 8: Networks
As stated at the outset of this book, the changing nature of service reform in the health and human service fields has had a dramatic impact on why and how HSOs decide to work together. No place is this more evident in recent years than in the case of networks. Over the past two decades, several significant trends have emerged in the environment in which social service and mental health providers were operating and have led many organizations to pursue strategic alliances that they might not have considered earlier. The impact of managed care was primary among these.
The 1980s saw the rising movement in the health arena to a targeted focus on lowering the rate at which health care costs were rising. Health care ...