Unlocking The Power of Partnerships for

Non-Profits

What’s Possible?

Cross-sector collaboration strengthens your mission by connecting grassroots action with evidence, funding and system-level allies. 

The Challenge

Non-profits are often closest to community needs but face constraints in scaling, sustaining and influencing broader systems.

Invite Us for a Partnership Talk

Real conversations on what it takes to partner with purpose.

Complementary 1-hour presentation on topics like:

  • Claiming a Seat at the Table: Elevating nonprofits from implementers to strategic partners.

  • Partnering for Learning and Impact: Strengthen programs with data, evidence, and shared accountability.

  • Are You Ready to Partner? Aligning teams, funding, programs, and strategy for collaboration.

  • Seeing the Larger System: Apply systems thinking to deepen impact and connect to broader change efforts.

What’s Possible for Non-Profits

Social innovation ecosystems bring non-profits, communities and cross-sector partners together to co-create solutions that address root inequities. These efforts go beyond surface-level fixes, aiming to reshape relationships, shift power and build more equitable systems.

Social Innovation Ecosystems

  • Through initiatives like the FifthEstate, we designed multi-stakeholder partnerships that bridged social innovation models with institutional decision-making processes.

    The approach included convening intergenerational coalitions, facilitating structured dialogue between community-based organizations and government bodies, and embedding youth-driven policy recommendations into formal systems.

    These partnerships enabled social entrepreneurs and grassroots leaders to influence governance structures, leading to programmatic uptake by public institutions and philanthropic actors, and shifts in national policy frameworks. 

Bridging Research with Practice

This model helps non-profits strengthen programming through evidence-informed strategies & learning-oriented evaluations. These partnerships connect practitioners with researchers to co-generate insights, improve outcomes and build a culture of continuous learning and accountability.

  • Under the USAID funded LASER PULSE program at Purdue, we developed the Embedded Research Translation (ERT) model to structure collaboration between researchers and development practitioners from project inception to implementation.

    The model includes a four-stage process: stakeholder co-definition of problems, joint development of research scope and methods, periodic evidence-use consultations, and co-creation of policy and practice products.

    This model was used across 50 applied research projects globally and has been adopted by USAID and academic institutions as a framework for designing research that informs real-world decisions. 

Locally Led Partnerships 

Locally led partnerships are most effective when they move beyond good intentions to sustained action. Strong models invest in community leadership, shared accountability and the flexible structures needed to support long-term collaboration and impact.

  • Based on field research in Indiana communities, this model highlights what helps local partnerships move from planning to impact.

    Through the Hometown Collaboration Initiative, nonprofits, public agencies, and residents co-developed strategies to address housing, health, and equity.

    Success hinged on clear roles, adaptive structures, and communication routines—paired with leadership development and participatory planning processes.

    The model offers funders and nonprofit leaders a roadmap for building partnerships that are inclusive, actionable, and built to last. 

Purposeful Stakeholder Engagement  

This model create structured spaces for non-profit teams, government and partners to align on priorities, share insights and shape more responsive strategies. These gatherings go beyond one-way outreach to foster trust, surface collective learning and strengthen collaborative action.

  • As part of USAID funded Asia Resilient Cities (ARC’s) early implementation, city-level diagnostics brought together local government, civil society, and community members to co-define climate resilience priorities.

    These sessions enabled city stakeholders to surface cross-cutting issues, such as climate risk and informal economic exclusion and structure work plans around local context and institutional capacity.

    These diagnostics informed the co-creation of city resilience strategies, helping to align funding, governance reforms, and policy shifts around locally defined priorities. 

Technology Transfer & Innovation

Innovation and tech transfer in the non-profit sector is about adapting research, tools and technologies for real-world use, especially in underserved contexts. Effective models bridge non-profits with researchers and solution developers to scale what works, expand access and ensure innovation serves community needs.

  • At Purdue’s Shah Global Innovation Lab, we contributed to the design of innovation ecosystems that positioned community needs and social impact as central drivers of technology development, and customization.

    Rather than relying solely on traditional tech transfer pipelines, the lab cultivated partnerships among researchers, social entrepreneurs, non-profit organizations and end users to co-design solutions with dual-market strategies.

    These ecosystems enabled technologies in water, energy, agriculture and health to be developed with affordability, accessibility, and adoptability in mind—shifting how innovation is conceptualized, financed, and distributed for impact. 

Multi-Stakeholder Systems Change

Systems change initiatives focus on shifting the deeper structures, relationships and mindsets that shape how communities and institutions interact. For non-profits, this means moving beyond individual programs to influence policies, power dynamics and long-term conditions for change.

  • The Asia Resilient Cities (ARC) initiative, funded by USAID, supported secondary cities across Bangladesh, India, Mongolia, and Kyrgyz Republic in building urban resilience through systems-based approaches.

    The model combined participatory diagnostics, city-led strategy development, and governance strengthening to address interlinked challenges in health, climate adaptation, and economic inclusion.

    Cross-sector learning agendas, municipal policy integration, and coordination platforms were central to enabling adaptive management and sustaining impact. Rather than implementing one-off interventions, ARC helped embed resilience thinking into local institutions, transforming how cities plan, prioritize, and collaborate for long-term change.