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Partnerships for Health and Human Service Nonprofits: From Collaborations to Mergers [Pehme köide]

  • Formaat: Paperback / softback, 320 pages, kõrgus x laius: 229x152 mm, kaal: 479 g
  • Ilmumisaeg: 04-Dec-2014
  • Kirjastus: Springer Publishing Co Inc
  • ISBN-10: 0826128068
  • ISBN-13: 9780826128065
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  • Formaat: Paperback / softback, 320 pages, kõrgus x laius: 229x152 mm, kaal: 479 g
  • Ilmumisaeg: 04-Dec-2014
  • Kirjastus: Springer Publishing Co Inc
  • ISBN-10: 0826128068
  • ISBN-13: 9780826128065
With writers from various national nonprofits, this promises to be the first and most comprehensive guide and toolkit for creating meaningful, long-term, successful partnerships in the nonprofit sector.

THE FIRST COMPREHENSIVE GUIDE AND TOOLKIT FOR CREATING MEANINGFUL AND SUCCESSFUL NONPROFIT PARTNERSHIPS

The impossible becomes possible when a partnership is formed, notably in the changing landscape of today's nonprofit environment. With contributions from expert practitioners in the nonprofit arena, this is the first comprehensive guide and toolkit for creating meaningful, long-term, and successful nonprofit partnerships. National nonprofit leaders disseminate their expertise regarding the creation of noteworthy nonprofit partnerships, mergers, and alliances. They describe challenges overcome and lessons learned. Detailed case studies address strategic partnerships at all levels, from successful community grassroots collaborations to full-blown mergers. The tools and methods described in the book will help readers to think strategically about consolidations and partnerships, to recognize challenges and opportunities inherent in different types of partnerships, and to successfully implement them.

The book guides nonprofit leaders in the creation of such primary partnership models as collaboration, administrative consolidation, joint programming, and corporate merger/acquisition, and how to select the model best suited to their organization. Authors describe how nonprofits can adapt to change more easily, use concrete data in decision making, best position themselves for partnership, and innovate in ways that have meaningful impact on reducing poverty. The book also discusses how to mitigate risk and debunks merger and partnership myths. Case studies illustrate a step-by-step approach to creating partnerships with a focus on best practices. A particularly welcome feature is the clarification of complicated legal documents, as well as a partnership checklist, sample due diligence information, and sample legal documents. This book is a valuable resource for current and future leaders in social service administration, the human services, public and community health, public administration, organization management, and health care administration and management.

KEY FEATURES:

  • Introduces the first comprehensive guide and toolkit for creating successful nonprofit partnerships
  • Written by respected national nonprofit leaders
  • Includes proven tools and best practices for creating different types of nonprofit partnerships, mergers, and alliances and choosing the best fit
  • Presents detailed case studies illustrating challenges overcome and lessons learned
  • Breaks down legal documents so they are easily understandable and includes a toolkit of key partnership agreements and documents
Contributors xi
Introduction xv
Katie Smith Milway
Maria Orozco
1 Partnership Introduction and Nonprofits in the 21st Century 1(10)
Tine Hansen-Turton
Nicholas D. Torres
Richard J. Cohen
The Nonprofit Sector in the 21st Century
1(4)
The Purpose and Audience for This Book
5(1)
Chapter Overviews
5(4)
References
9(2)
2 The Emerging Market for Nonprofit Control: Business Model Implications 11(26)
J. Kevin Fee
Arianne Sellers
Editors' Overview
11(1)
The State of the Nonprofit Industry, J. Kevin Fee
12(16)
Industry Background
13(2)
A Primer on Nonprofits
15(2)
The Changing Industry Environment
17(1)
Prevailing Nonprofit Industry Business Models
18(3)
The Prevailing For-Profit Business Model
21(1)
The New Nonprofit Industry Business Model
22(5)
Implications and Speculations
27(1)
Best-Practice Sharing: A Look at the Changing Nonprofit Human Service and Social Sector Industry and Its Private-Sector Competition, Arianne Sellers
28(6)
Conclusion
33(1)
References
34(3)
3 Identifying the Right Partnership Strategy 37(26)
Thomas A. McLaughlin
Editors' Overview
37(1)
Creating Partnerships: Structuring and Managing Are Valuable Tools
37(1)
Economic Partnerships
38(2)
Administrative Partnerships
40(1)
Programmatic Partnerships
40(2)
Backroom Collaboration: The Secret Sauce of Working Together Really Is Not Covert
42(4)
Community Collaboration Funds Define Critical Juncture Financing
46(1)
Collaborate to Fund
47(1)
The Local Infrastructure
48(1)
Create the Fund
49(1)
The Subsidiary: Certain Words Can Be Very Specific
50(3)
What You Should Do
53(2)
Subsidiary Prerogatives
55(1)
How Should We Get Together? There Really Are Not That Many Choices in Mergers
55(1)
The Implications
55(3)
On the Dotted Line: In Praise of Management Contracts
58(1)
Management Contracts
59(2)
The 3 Ps
61(1)
Note
62(1)
4 Building a Culture of Collaboration 63(24)
Ashley Del Bianco
Kate Rivera
Judith Bernstein-Baker
Natasha Keleman
Ashley Tobin
Gretchen Shanfeld
Annette Mattei
Editors' Overview
63(1)
The Freedom Rings Partnership: Community-Focused Collaboration, Ashley Del Bianco and Kate Rivera
63(6)
Policy Change to Aid Immigrant Youth Spurs Collaboration: The Formation of the Philadelphia Deferred Action Network, Judith Bernstein-Baker and Natasha Keleman
69(5)
Building a Culture of Collaboration, Ashley Tobin
74(3)
The Philadelphia Refugee Health Collaborative, Gretchen Shanfeld
77(5)
Background
77(5)
The Transformative Possibilities of Nonprofit Collaboration, Annette Mattei
82(5)
5 Collaboration Case Studies 87(20)
Taz Hussein
Patricia Hampson Eget
Russell Johnson
William P. Brown Jr
Robert M. Gallagher
Will Gonzalez
Suzan Neiger Gould
Editors' Overview
87(1)
The Future of Health Care Is Here: Partnerships With Community-Based Organizations, Taz Hussein
88(5)
Background
88(5)
Strengthening Programs and Services for Immigrant Seniors in Challenging Economic Times, Patricia Hampson Eget
93(3)
North Penn Commons: Fostering Social Innovation Through Collaboration, Russell Johnson, William P. Brown, Jr., Robert M. Gallagher, and Suzan Neiger Gould
96(5)
The Latino Voter ID Work Group: A Case Study of Collaborative Leadership in Philadelphia's Barrio, Will Gonzalez
101(5)
References
106(1)
6 Joint Ventures in the Social Sector 107(22)
Nicholas D. Torres
Introduction
107(1)
Marriage Partnerships
108(4)
Parent/Child Partnerships
112(5)
Appendix A
117(12)
7 Administrative Consolidations, Administrative Services Organizations, and Joint Programming 129(24)
Nicholas D. Torres
Jacob Cavallo
Arun Prabhakaran
Tivoni Devor
Editors' Overview
129(3)
Fiscal Sponsorship: The Urban Affairs Coalition Model, Jacob Cavallo and Arun Prabhakaran
132(13)
Introduction
132(2)
A Brief Look at Fiscal Sponsorship
134(4)
An In-Depth Look at the UAC Model
138(5)
The Pros and Cons of a Shared Governance Model
143(1)
Conclusion
144(1)
Put the Money in Your Mission, Tivoni Devor
145(6)
Should You Partner With a Shared-Service Organization?
148(3)
References
151(2)
8 Merger Myths 153(6)
Thomas A. McLaughlin
Editors' Overview
153(1)
Introduction
153(2)
Let Us Figure Out the Structure First
155(4)
9 Merger Case Studies 159(78)
Tine Hansen-Turton
Richard J. Cohen
Nicholas D. Torres
Kathy Wellbank
Joan C. Mazzotti
James Moss
Allison F. Book
Ann O'Brien
Carl M. Coyle
Editors' Overview
159(1)
Deploying Strategy to Create Purposeful Partnerships, Tine Hansen-Turton, Richard J. Cohen, and Nicholas D. Torres
159(16)
Partnerships: From Collaborations to Mergers
159(1)
The Public Health Management Corporation Story
160(1)
The PHMC Affiliation Model: Strategic, Purposeful Partnership
161(4)
The Affiliation Process-How It Works
165(10)
Innovations Through Partnerships in Recovery: A Case Study of PHMC's IH, Kathy Wellbank and Devin Reaves
175(7)
Summary
175(1)
Background on Substance Abuse
176(5)
Conclusion
181(1)
An Innovative Approach to Collaboration: United Way of Greater Philadelphia and Southern New Jersey, Allison F. Book and Ann O'Brien
182(11)
Background
182(1)
Introduction
183(2)
The Issue
185(1)
The Solution: Regionalization
186(3)
Next Steps
189(2)
Mergers in Perspective
191(1)
Conclusion
191(1)
Contributing Interviews
192(1)
Author's Note
193(1)
The Onondaga Pastoral Counseling Center Nonprofit Mental Health Clinic: An Emergency Merger of Two Nonprofit Entities in Syracuse, New York, Carl M. Coyle
193(13)
Background
194(2)
OPCC-Rescue of a Failing Not-For-Profit
196(9)
Summary, Observations, and Lessons Learned
205(1)
Resources
206(1)
Cortland Community Reentry Program, Upstate and Hudson Valley, New York, Carl M. Coyle
206(9)
Conversion of a For-Profit Enterprise to Nonprofit Status
207(5)
Common Themes and Lessons Learned
212(3)
Futures Forward: The Merger of Philadelphia Futures and White-Williams Scholars, Joan C. Mazzotti
215(5)
The Rationale for the Merger
217(3)
Why Our Merger Succeeded
220(1)
TPFC: Merging for the Future, James Moss
220(13)
Summary
220(1)
A Culture of Merging
221(12)
References
233(4)
10 Strategies, Tips, and Legal Partnership Documents 237(86)
Editors' Overview
237(3)
Mutual Confidentiality Agreement
240(4)
Affiliation Feasibility Assessment
244(1)
Due Diligence Request List
245(14)
Affiliation Agreement
259(13)
Management Agreement
272(8)
Asset Purchase and Transfer Agreement
280(17)
Sample Letter to the Attorney General
297(2)
Office of the Attorney General Handbook for Charitable Organizations
299(13)
Sample Memorandum of Agreement (Risk/Profit Sharing Agreement for Health Centers and Social Service Partners)
312(11)
Index 323
Tine Hansen-Turton MGA, JD, FCCP, FAAN, is founding Executive Director/CEO, Convenient Care Association (CCA), Philadelphia, USA; a national for-profit trade association of 1200 emerging private-sector based retail clinics that provide basic primary health care to over 17 million people nationally. She also serves as Vice President, Health Care Access and Policy for Public Health Management Corporation (a non-profit public health institute with 30 years in managing and consulting for other non-profit organisations), and as CEO, National Nursing Centers Consortium (where she oversees the growth and development of 250 nurse-managed health centres, serving more than 2.5 million clients). Tine is adjunct faculty, Fels Institute of Government and LaSalle University, USA. She publishes in leading peer-reviewed professional health care and legal journals and is a regular presenter at local, state and national health care conferences. She is co-author of Springer's Community and Nurse-Managed Health Centers: Getting them Started and Keeping them Going, an AJN Book of the Year Award Winner, and Nurse-managed Wellness Centers: Developing and Maintaining Your Center. Ms Hanson-Turton has received several advocacy and leadership awards, including the 2005 Eisenhower Fellowship and the American Express Next Gen Fellowship by the Independent Sector in 2010. She also recently received the Philadelphia Business Journal 40 under 40 Leadership Award and was named one of the 101 emerging Philadelphia connectors by Leadership Philadelphia, USA.

Nicholas D. Torres, MEd, is CEO of Education Plus Academy and an adjunct faculty member at the University of Pennsylvania's Fels Insitute of Government, USA. He is co-founder and publisher of the Philadelphia Social Innovations Journal and Lab, and President of Education Plus, Inc. Previously, Nicholas founded and chaired Pan American Academy Charter School and served as President of Congreso de Latinos Unidos, where he initiated a K-college continuum of educational services; launched mental health and primary care as part of its integrative approach; standardized a model of case management across child welfare, welfare to work, health, behavioural health, workforce and education services; and aligned the organization through standardized outcome measurements. Mr. Torres is an Eisenhower Fellow and serves on the boards of the Free Library of Philadelphia, Children's Scholarship Fund, After School Partnership, and Greentree Foundation.

Richard J. Cohen, PhD, FACHE is recognized nationally as an authority in the public health management arena. He is the CEO of Public Health Management Corporation (PHMC), where he leads 1,400 employees, over 250 public health programs, and numerous subsidiary organizations that have become affiliated with PHMC during more than 20 years of mergers and acquisitions. Under his watch, the organization has expanded more than seventy-fivefold and continues to grow, with a current operating budget of approximately $180 million. Dr. Cohen has devoted his professional life to the needs of Philadelphia, USA and the surrounding region while playing a critical role at a national level as well.