Associations and related foundations enjoy a unique relationship.
By aligning on a strategic level and fostering a strong partnership, they can amplify their impact.
A harmonized set of strategic planning efforts presents a valuable opportunity to come together, take a broad view, think big together, and dare to explore what two organizations can accomplish together.
The relationship between an association and a related foundation can be complex due to potential tension points.
These points may include:
Poor communication and eroding trust between these entities could limit their ability to create meaningful change in both the field and society.
It's important for an association and its related foundation to come together to agree, at a fundamental level, on a shared purpose. From there, they can build a strong working relationship.
The exercise of strategic planning can be the perfect forum for this connection and alignment.
When an association and foundation collaborate during the strategic planning process, there’s an opportunity to align at a visionary level and then continue that alignment through decisions on areas of focus and even operations.
The result can be synchronized efforts and streamlined resources.
If organizations agree on a shared vision of success, they can more thoughtfully plot out the work to be done, which organization is best equipped to do it, and how their efforts can support one another.
There are a few keys to a successfully harmonized strategic planning process.
Create separate task forces and continuity between them. An association and related foundation may experience tension from a feeling that their identities are not distinct enough or their unique positions are not fully understood.
Creating two task forces that will work in parallel – and sometimes come together jointly – can go a long way in giving equal weight to the voices of both groups. If possible, each task force should include members primarily familiar with the organization whose plan they are working on, as well as individuals who have a more holistic understanding of both organizations.
Equip both task forces with the same information, encourage them to approach from their specific organizational charge, and share outputs across task forces early and often. Consider building in some crossover to the groups, too, to enable real-time collaboration and transparency.
You might have the chairs of each task force attend the meetings of the other or assign your board leadership to be present across all meetings.
Lean into individual perspectives. Before you guide the task forces to thinking about a common purpose or shared vision, create space for everyone to speak to their own frame of reference.
These questions can guide this process:
By meeting them where they are, you’ll not only gain some early insights but can more effectively call everyone into collective efforts.
Do your (joint) research. As with any strategic planning effort, it’s important to gather insights from a variety of stakeholders to better understand critical issues facing the field and inform discussions on the strategic priorities of the organization.
When an association and foundation participate in harmonized strategic planning, make sure to engage stakeholders across both organizations in a carefully crafted research process that yields one set of data that can be considered and analyzed by both organizations.
Note that you’re likely to run into some misunderstandings or lack of awareness about which organization does what. While some of these instances might reveal opportunities for stronger marketing, others may paint a picture of a mutually beneficial positive perception. For example, in a recent stakeholder survey, a foundation received rave reviews for its education programs - which are delivered by the association, not the foundation. The organizations will consider whether to make efforts to clarify or leverage a mutually positive reputation.
Coordinate your strategy sessions. You might meet at completely different times, with help from the same external facilitators, or you might meet concurrently with time for breakouts between organizations and time to come together. Aim for consistency in approach to the conversations, but allow “flex time” for topics that each group might need to give more oxygen. The association may need to dig into its appetite for grassroots government relations partnerships; the foundation may want to discuss the challenges of engaging early-career donors.
Ask “Why” and “What if”. Harmonized strategic planning presents opportunities not only to focus the activities and areas of investment for one organization but also to reevaluate which programs or efforts are undertaken by which organization and where they can work together.
Are there existing programs that could be more impactful if aligned differently due to resources or awareness? Are there big, new opportunities emerging that neither organization can address on its own but collectively could effect meaningful change?
Get the Boards On Board. The boards of the respective organizations will ultimately be asked to approve their plans. Getting your board’s buy-in ought to start long before the plans are complete. The board should be aware of and comfortable with how and by whom the plan is going to be developed.
For an association and foundation to plan in harmony, they should also understand the merits of the joint process about to unfold. Board members should receive updates periodically throughout the process. Finally, when both plans are ready for approval, be sure to lean into a story of “how we got here” and illustrate how the plans - and implied resource requirements - complement each other.
Communicate. A strategic planning effort is a prime opportunity to pair communications with your work. Tell the story, create excitement, and help diverse groups of stakeholders see themselves in your future focus. In the case of an association and foundation planning together – and particularly when there are concerns about a true understanding of each organization’s identity – a communications initiative can help to showcase two distinct yet complementary organizations. You can articulate the mission of each, build excitement around their areas of focus, and help your stakeholders see the importance of supporting and engaging in the efforts of both. As with the board communications, share highlights of the collaborative process.
By coming together through strategic planning to explore the needs of the field and society, framing a shared commitment to the change they want to see in the world, and thinking across traditional organizational boundaries about the roles each can play in bringing about this change, the organizations can accomplish great things.
Strategic alignment between foundations and associations isn't just about efficiency—it's about maximizing mission impact. Through thoughtful strategic planning, these partnerships can evolve from complex relationships to powerful forces for change.
McKinley Advisors helps foundations and associations navigate this journey together. Let's discuss how we can help you:
Contact us to explore how your foundation and association can achieve more together.