Better Together?: Examples and Impacts of Ongoing Resource Sharing and Collaboration in Twin Cities Arts Nonprofit Organizations

Abstract

This paper explores ongoing resource sharing and collaboration among nonprofit arts organizations based on the study of such collaborations in the Twin Cities metro area. The purpose is to understand how these collaborations function and their impacts. This inquiry is important because sharing can connect and elevate arts organizations despite ongoing economic, social, and programmatic challenges. The research examines five cases representing a spectrum of collaborative models, including a merger, alliance, joint space, coalition, and programmatic partnership. A literature review precedes the case study, centering on definitions and collaboration models in the nonprofit sector, noting the relatively low incidence of arts organizations represented. Research conducted for this study aims to fill this gap using multiple case study methods with interviews across a spectrum of arts organization collaboration types. Findings suggest collaboration can be a successful strategy for arts organizations, fostering sustainability, communication, and crisis response. Key learnings include the importance of clear communication, strong leadership, and formal agreements for complex collaborations. Collaboration models can offer financial benefits and opportunities to evolve over time; however, the most suitable model depends on the specific needs and goals of the participating organizations. This research identifies areas for future investigation, such as the distinct effects of collaboration on business metrics versus artistic outcomes and the lessons learned from unsuccessful collaborations.