The Catalyst Fund for Nonprofits was created to demonstrate how strategic mergers and collaborations can help nonprofits pursue their missions. “Advice to Strengthen Strategic Mergers and Collaborations” captures the knowledge and experience gained from five years of work with more than 80 Boston-area nonprofits.
This article identifies suggested steps for creating an MOU, including who should be involved during certain steps.
This guide is designed to help staff, officers, and board members of 501(c)(3) public charities who engage in lobbying prepare and maintain the records that are required to comply with federal tax law.
The article below describes the different elements of an MOU. Your collaboration can use the topics listed in the article to build an agreement that meets your partnership’s unique needs.
In a collaboration, a written agreement – contract, MOU or another type of formal agreement – is an important tool for building long-term stability and success.
A Memorandum of Understanding (MOU) or a Memorandum of Agreement (MOA) is a written agreement, usually simpler and less formal than a legal contract, which outlines an agreement between parties. An MOU doesn’t need to include complicated legal conditions, exclusions, indemnifications, etc.
A contract is a legally-binding agreement between parties which is enforceable in a court of law. A contract generally includes language defining what would constitute a breach of contract, and outlines the damages or compensation due if a partner fails to fulfill its contractual obligations. A contract may also include indemnification provisions, detailing whether and how a partner bears legal responsibility for the actions of another partner. Compared with a less formal agreement, a contract provides more legal protection to each partner.
Colorado Nonprofit Association suggests your collaboration consult an attorney for assistance creating an agreement that meets the needs of your collaboration. Search our Nonprofit Consultant Directory or check to see if your organization qualifies for pro bono legal assistance.
After your organization has assessed how supportive your organizational culture will be of strategic alliances, a good next step is going through the process of identifying your organization’s motivations and priorities for engaging in such relationships.
Solving community issues and creating social change often requires nonprofits, government and business to work together. Collective action and collaboration can achieve greater outcomes, but it also takes work.This lesson uses case studies to examine strategies, advantages and disadvantages of collaboration.
Complete our related worksheets and assessments to take start implementing what you’ve learned.
Renny Fagan is the President and CEO of Colorado Nonprofit Association. Renny served as state legislator, Colorado Department of Revenue director, deputy attorney general, and U.S. Senator Ken Salazar’s state director. His board service includes National Council of Nonprofits, Mile High United Way, Colorado Channel Authority and Metro Denver Leadership Foundation.
A logic model can be used for many activities, including program planning, evaluation and communications. We suggest visiting Enhancing Program Performance with Logic Models by University of Wisconsin-Extension School for a complete online course on logic models.
In a perfect world, nonprofits wouldn’t have to spend time and energy crafting persuasively powerful marketing strategies to drive donations. Unfortunately, thanks to the millions of other nonprofits out there, existing is no longer cause enough; if you want to attract and retain donors, you need to have a foolproof marketing plan in place. The good news is, you don’t have to be a marketing guru to get results from your efforts. What you do need, however, is some know-how of what your marketing plan should entail.