Bibliography on Nonprofit Co-Locations

  • Arsenault, J. (1998). Forging Nonprofit Alliances. San Francisco, CA: Jossey-Bass. A publication of the National Alliance for Nonprofit Management, 1899 L Street, NW, Suite 600 (3rd floor). Washington, DC 20036

    This book presents ways to discover strategic opportunities and prepare for organizational change and to understand different alliance options (joint ventures and partnerships, management service organizations, parent corporations, mergers), and ways for negotiating and implementing agreements for nonprofit alliances.

    URL: www.allianceonline.org/
    Email : alliance@allianceonline.org

  • Connor, Joseph A., Kadel-Taras, Stephanie, and Vinokur-Kaplan, Diane. (1999). The Role of Nonprofit Management Support Organizations in Sustaining Community Collaborations. Nonprofit Management & Leadership, 10, 127-136.

    This article uses case studies to explore the theory that nonprofit management support organizations (MSOs) should consider taking on the role of convener and facilitator of community collaborations. They can do this work by facilitating planning and change and providing data to inform decision about how to improve communities. In acting as a community support organization, their primary mission would be to build the capacity of all sectors to work toegether to solve social problems rather than simply to build the management capacity of individual nonprofit organizations (journal abstract).

  • Friedman, Victor. (2000). Incubator for Social Entrepreneurship: Creating Partnerships for Second Order Social Change. Paper presented at the Biennial Conference of ISTR (the International Society for Third Sector Research), Dublin, Ireland, July 5-8, 2000.

    This paper describes the design, practice, and preliminary results of the Israeli "Greenhouse" for social entrepreneurs to initiate new programs and organizations to promote change. In order to provide a mechanism for bringing the initiatives of social entrepreneurs to fruition, a group of Israeli NGOs in the areas of education, social services, and community development joined with government ministries and other agencies to create a "Greenhouse." The partners to the Greenhouse decided not to establish another formal organization, which would require a large investment in organizational infrastructure and which would be prone to struggle for power and control. Rather they created a "virtual" organization, which both supports social entrepreneurs and serves as a mechanism stimulating cooperation and cross-fertilization among the partners themselves.

    Paper available from the author: - Dr. Victor Friedman, Ruppin Institute, Hefer Valley 40250 ISRAEL. Phone: 09-8983030. Fax: 09-89803909. victorf@ruppin.ac.il

  • Gerl, Ellen. (2000). Bricks and Mortar: Removating or Building a Business Incubation. National Business Incubation Association.

  • Gerl, Ellen, and Erlewine, Meredith. (2000, October). Incubating the Arts: Establishing a Program to Help Artist and Arts Organizations Become Viable Businesses. National Business Incubation Association.

  • Hurley, Melanie. (2000, May 1). Securing a Safe Haven: Facilities Strategies for San Francisco's Nonprofits. Paper submitted to Julie Brandt and Pam David, Mayor's Office of San Francisco, for an MPP internship in Housing, Urban Development and Transportation, Kennedy School of Government, Harvard University, Cambridge, MA (Alan Altshuler, Advisor; Eric Belsky, Seminar Leader).

    This paper examines how higher real estate prices are affecting San Francisco's nonprofits, what strategies have been used to increase availability of affordable nonprofit facilities, whether acquisition of office space for a nonprofit office facility is a viable option, and which strategies would be most appropriate for San Francisco.

  • Hutchinson, Kylie. (1999). Getting It Together: Collaboration Models for Community Groups, ISBN 0-9698617-4-5.

    This monograph, written in a clear, user-friendly style, reviews how to assess agency feasibility for three collaboration models--consortium, the virtual agency, and co-location--and related governance issues, using case histories from social service organizations in Vancouver, British Columbia.

    Author's Contact : Ms. Kylie Hutchinson, Consultant, Community Solutions, Planning & Evaluation for Not-for-Profits, 141-757 West Hastings Street, Suite 229, Vancouver, BC, V6C 1A1 Canada, Tel: 604-614-9823, Fax: 604-676-2604.
    Email: kylieh@communitysolutions.ca
    Web: www.communitysolutions.ca

  • Kohm, Amelia. (1998). Cooperating to survive and thrive: Innovative enterprises among nonprofit organizations. Nonprofit World, 16 (3), 36-44.

    This article presents innovative collaborative arrangements reached by a variety of nonprofits for their mutual benefit.

  • United States Government Accounting Office. (1999). Public-Private Partnerships: Key Elements of Federal Buildings and Facility Partnerships. Washington, DC: U.S. General Accounting Office (GAO/GDD-99-23). (For information on how to access GAO reports on the Internet, send an e-mail message with “info” in the body to: info@www.gao.gov, or visit GAO's home page at: www.gao.gov . Also available by mail: U.S. General Accounting Office, P.O. Box 37050, Washington, DC 20013 (first copy of each GAO report and testimony is free; additional copies are $2.00 each).

    This report identifies the key elements of partnerships between the federal government and the private sector that were formed to help the government acquire and operate federal real estate and facilities more efficiently and effectively. It present six federal partnerships, several of which are co-locations (e.g., Thoreau Center, Fort Mason Center).

  • United States National Trust for Historic Preservation (1997). The Thoreau Center for Sustainability: A Model Public-Private Partnership. Preservation Information, May 1997.

    This article reviews the public-private partnership between San Francisco's Thoreau Center for Sustainability and the U.S. Park Service.

  • Vinokur-Kaplan, D., and Connor J. A. (1999). Nonprofit Incubators: Comparative Models for Nurturing New Third Sector Organizations. International Society for Third Sector Research (ISTR) 1998 Conference Working Paper Series. ISTR Third International Conference: The Contribution of the Third Sector to Social, Economic and Political Change. Université de Genève, Geneva, Switzerland.

    URL : www.istr.org/conferences/geneva/confpapers.html

The Under One Roof Project thanks the following organizations for their financial support: The Aspen Institute's Nonprofit Sector Research Fund, University of Michigan Office of the Vice-President for Research, University of Michigan School of Social Work, Tides Foundation, and Community Service Building.