Collaboration or Distraction?
When Nonprofits Should (and Shouldn’t) Partner With Other Organizations
“Collaborate with people you can learn from.”
Collaboration is one of those ideas that sounds universally good in the nonprofit sector. Shared missions. Greater impact. Pooled resources. Win-win… right?
Sometimes, yes. Other times, collaboration quietly drains time, focus, and staff capacity—especially for already-overextended fundraising teams.
The truth is this: not every partnership is a good idea, and timing matters just as much as intent. Knowing when to say yes—and when to say a thoughtful, strategic no—is a leadership skill every nonprofit needs.
Let’s break it down.
When Collaboration Does Make Sense
1. When the Missions Truly Align (Not Just Overlap)
A meaningful collaboration starts with shared purpose, not just shared geography or audience.
Ask:
Are we solving the same problem—or complementary pieces of it?
Would success for one organization genuinely support success for the other?
If the alignment requires a lot of explaining, it’s probably not strong enough.
2. When Each Partner Brings Something Distinct
Good collaborations aren’t duplicates—they’re complements.
Strong partnerships often include:
One organization with deep community trust + another with technical expertise
One with strong program delivery + another with communications reach
One with funding access + another with implementation capacity
If both organizations are bringing the same strengths (and gaps), collaboration won’t add value—it will add complexity.
3. When There’s Capacity to Do It Well
This is the most overlooked factor.
Before agreeing, ask:
Who will manage the partnership?
How much staff time will this require?
What gets deprioritized to make room for this work?
If the honest answer is “we’ll just squeeze it in,” that’s a red flag—not a plan.
4. When the Collaboration Advances Strategic Goals
The best partnerships clearly support existing priorities:
Reaching a new audience you’ve already identified as important
Advancing a program already in your strategic plan
Strengthening long-term sustainability, not just short-term visibility
Collaboration should move you forward, not sideways.
When Collaboration Doesn’t Make Sense
1. When It’s Driven by Guilt or FOMO
“We should probably say yes…” is not a strategy.
If the primary motivation is:
Fear of missing out
Pressure from a funder
Wanting to be “nice” or supportive
…it’s okay to pause. You can honor another organization’s work without overcommitting your own.
2. When Roles, Expectations, or Credit Are Vague
If you can’t clearly answer:
Who does what
Who pays for what
Who owns donor relationships
How success will be measured
…don’t move forward yet. Ambiguity breeds frustration—especially for fundraisers caught in the middle.
3. When It Creates More Work for Fundraising Than It Generates in Value
Joint events, shared campaigns, and co-branded appeals sound efficient—but they often require:
Extra coordination
Complicated messaging
Delicate donor stewardship
If the projected return (financial or relational) doesn’t clearly outweigh the effort, it’s okay to decline.
4. When Your Team Is Already Overextended
Timing matters.
A collaboration that might be a great idea someday can be a terrible idea during:
Year-end fundraising
Staff transitions
Budget shortfalls
Leadership changes
Saying “not now” is not the same as saying “never.”
A Simple Collaboration Gut-Check
Before saying yes, try this quick test:
Does this advance a current strategic priority?
Do we have the capacity to do it well?
Are roles and expectations clear?
Will this make our fundraising stronger—not harder?
If you can’t confidently answer yes to at least three of these, pause and reassess.
Final Thought
Collaboration is a tool—not a virtue in itself.
The goal isn’t to partner more. The goal is to advance your mission sustainably, protect your team’s energy, and make intentional choices that support long-term impact.
Strategic focus is just as important as generosity of spirit.
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