Innovation Works: The Practice of Collaboration in and with the Nonprofit Sector

Collaboration can be defined as two or more different partners (e.g. individuals, organizations, networks) coming together from various sectors, groups or regions to work toward common goals. Collaborative arrangements span a wide continuum and include an extraordinary range of diverse partners that are collaborating through networks, learning groups or communities of practice, strategic alliances, partnerships, coalitions and mergers.

For Ontario’s nonprofit sector, collaboration is becoming a critical strategy for achieving goals and addressing complex issues across the province, the country, and all over the world. Nonprofit and cross-sector collaborations are achieving significant impacts that range from more coordination of services for increased client impact, to the tackling of complex and pervasive social, economic and environmental issues. Having overcome significant obstacles and challenges to date, and addressing further challenges every day, the nonprofit sector demonstrates commitment and leadership in advancing collaborative practice.

In the past many collaborative relationships were formed to generate greater efficiencies and reduce costs. However, the most successful collaborations are motivated by a shared desire to achieve greater impact, not to deliver more services for less money. Evidence demonstrates that collaborations work best when funders enable relationships to form organically, rather than mandate them. When enabled, partners self-identify those who share and are committed to common goals, and can work most effectively together to solve problems.