What Nonprofit Leaders Should Know About Mergers and Partnerships

For many nonprofit leaders, the word “merger” feels heavy. It is often viewed as a last resort, to be considered when other options are exhausted.

That perception often prevents leaders from exploring partnerships that could proactively strengthen their mission and long-term sustainability. Mergers and other forms of collaboration are strategic tools organizations can use to expand impact, stabilize operations, and better serve their communities.

Understanding these collaborations is becoming a core leadership skill for nonprofit boards and executive directors. Familiarity with these options helps leaders move from reacting to crisis to planning more strategically.

The Spectrum of Nonprofit Partnerships and Mergers

Nonprofits can partner in many ways, allowing organizations to choose the level of collaboration that best supports their mission. Many organizations begin by exploring lighter forms of collaboration before considering deeper structural changes.

• Informal collaborations and joint programming. Organizations partner on specific initiatives, share expertise, or advocate together while remaining independent entities.
• Shared administrative services. Non-core functions such as physical space, finance, or technology are combined to gain efficiency while maintaining separate governance and programming.
• Fiscal sponsorship. An established nonprofit provides legal and financial oversight allowing a program or emerging organization to focus on delivery without building a full administrative infrastructure.
• Formal mergers. Two or more organizations legally and operationally combine into a single entity with integrated staff and systems.

Choosing the right point on this spectrum is a matter of stewardship rather than organizational ego, Danielle Griffith, executive director of the Kelly Anne Dolan Memorial Fund said.

“When an individual approached me about starting a new nonprofit, I guided them toward a more sustainable alternative, a partnership aligned with their goals without the administrative burden,” she said. “It was not about winning a negotiation. We realized we would be stronger together, advancing a shared mission rather than duplicating efforts."

Signs It May Be Time to Explore Partnerships

Partnership thinking does not require a crisis. In many cases, exploration starts at natural transition points.

Leadership transitions, such as the departure of a founder or a long-tenured leader, often prompt boards to reconsider long-term sustainability. Succession planning can create space to explore whether a partnership could strengthen the organization’s next chapter.

Overlapping missions and audiences can also signal opportunity. When multiple organizations serve the same population with similar programs, collaboration may reduce duplication and improve outcomes for the community.

Changing funding realities are another common trigger. Shifts in government funding or donor behavior can push organizations to rethink how services are delivered to increase resilience. These signals are not always reactive — they can also emerge from a desire for intentional growth.

"We had just undergone a feasibility study to determine how we could broaden our impact on the community,” Erin Powrie, a board member for Good Samaritan Services, said. “As we evaluated how to expand, it became clear that partnering with an organization with a deeply aligned mission and established presence would allow us to strengthen and extend the work we both care deeply about."

What the Merger Process Typically Looks Like

If an organization decides to move toward a more formal partnership, the process typically follows a predictable lifecycle. While every journey is unique — and the pace and depth may vary — most nonprofits follow these five phases:

1. Exploration. Leaders discuss whether the idea is worth pursuing. Early conversations focus on mission alignment, cultural fit, and community impact. Potential partner organizations often emerge during this stage.
2. Due diligence. Organizations review financial records, programs, legal considerations, and cultural alignment to assess compatibility and identify risks.
3. Integration planning. Often the most overlooked stage, this is when, before any legal transition, leaders plan how teams, systems, programs, and fundraising will function together. Strong planning helps prevent service disruptions and maintain stakeholder confidence.
4. Implementation. Once approved, organizations execute the plan, managing the pace of change and maintaining clear communication with staff and donors.
5. Stabilization and evaluation. Leaders establish a steady operating rhythm and formally evaluate progress at six, 12, and 18 months.

Shared values eventually transform two organizations into one, Powrie said.

"It became clear that our organizations shared the same values and approach to serving the community,” she said. “A key priority was ensuring that any board or staff member who wanted to continue after the merger could do so. Today, five of our original board members serve on the new combined board."

Building the Right Support Network

Executive directors should not navigate these partnership activities in isolation. A broader network is essential.

Peer mentorship can provide practical insight, as leaders who have navigated similar transitions can provide practical insight and support.

Beyond peer support, specialized legal and financial advisers play a critical role in ensuring the process protects charitable assets and complies with regulatory requirements.

As conversations progress, funder engagement also becomes important. Many foundations recognize that collaboration can strengthen long-term mission delivery, and some regional resources, such as the Philadelphia-based Nonprofit Repositioning Fund, provide grants to support exploration and implementation.

Finally, external capacity and technical support — whether consultants or pro bono professionals — can help leadership teams evaluate options more effectively, and make informed decisions.

Bringing Partnership Thinking Into Annual Planning

Leaders can begin incorporating partnership thinking into annual planning by asking a few key scenario-based questions around mission efficacy, scenario planning, and strategic alignment. For example: 

• Is our current organizational structure the best way to achieve our mission over the next decade?
• If our primary funding source were cut by 20%, what levers would we pull? While internal restructuring or program cuts are standard responses to a deficit, are there shared service models or partnerships that could preserve our impact more effectively?
• Are there capabilities another organization could provide more effectively through a partnership?

When leaders view partnerships and mergers as strategic options rather than last resorts, they expand the tools available to strengthen their mission and serve their communities.

The preceding content was provided by a contributor unaffiliated with NonProfit PRO. The views expressed within may not directly reflect the thoughts or opinions of the staff of NonProfit PRO.