Partnerships for Health and Human Service Nonprofits

This book presents a guide and toolkit for creating meaningful, long-term, and successful nonprofit partnerships. It guides nonprofit leaders in the creation of primary partnership models as collaboration, administrative consolidation, joint programming, and corporate merger/acquisition, and how to select the model best suited to their organization. Chapter I of the book discusses the state of the nonprofit social sector in the 21st century, and provides an overview of the health, status, and contributions of nonprofits in the United States. Capitalizing on the opportunities presented by the new human service paradigm will require nonprofit providers to adopt a new business model. Partnerships forged around program services are the pinnacle of contractual partnerships that do not require corporate change. Collaboration among nonprofits can take many forms, from coordinated programming to full-fledged mergers. The sixth chapter discusses joint venture case studies comprising their inceptions, launches, and life spans, with two ending in the termination of the venture and two ending in long-term sustainability. Nonprofit organizations, such as management corporations that offer administrative back-office support, usually provide financially and operationally feasible solutions. Public Health Management Corporation (PHMC) creates and sustains healthier communities using best practices to improve community health through direct service, partnership, innovation, policy, research, technical assistance, and a prepared work force. Chapter 8 looks at some nonprofit merger myths such as save administrative costs and job losses. One of the ways for nonprofit to grow is through strategic partnerships with other nonprofits. Chapter 9 focuses on a wide range of strategic partnerships.