Finding Cooperation in Competition

In July, we had the opportunity to attend the first multi-generational mixer summer concert series. Presented in collaboration with Red String Foundation, the City of Long Beach, Heart of Ida, and Jazz Angels, these special gatherings are open to all and created to connect generations through music, conversation, and shared experiences.

The event marked a foundational step in our broader strategy to foster cross-organizational partnerships that strengthen community impact.

One of the many advantages of being a philanthropic organization is we get an opportunity to work and engage with a multitude of diverse and amazing public charities.  A viewpoint that gives us the ability to observe and learn about different operating models, program and service offerings, leadership structures and styles, and measures of success. 

This gives us a unique vantage point to look across organizations to identify what works and what doesn’t, similarities and differences, capabilities and capacities, and more importantly, opportunities for synergies and collaborations that have the potential of improving programs and services, increasing capabilities and capacities, and producing better outcomes.

Can nonprofits competing in the same space find the capacity to put aside their own self-interests to cooperate for the greater good?

Yet, despite these perceived benefits, fostering collaboration among organizations that compete for resources, brand recognition, and funding remains a complex challenge. Sharing information, tools, and aligning goals often runs counter to competitive instincts and institutional priorities.

Despite working toward similar missions, we've observed—and heard in conversations with others—that many nonprofits struggle to collaborate in meaningful ways.  While the spirit of cooperation often exists, the reality is more complicated.

One of the biggest challenges is the sense of scarcity that surrounds nonprofit work. Funding, grants, and visibility often feel limited. In that environment, nonprofits can start to see each other less as allies and more as competitors—an understandable but limiting mindset.

Beyond resources, there’s the question of differentiation. Nonprofits invest a lot of energy into defining who they are and what makes their mission unique. Working too closely with another organization—especially one with a similar focus—can feel like a risk to that clarity.

Practical barriers also play a role. Many nonprofits are already operating with limited staff and stretched resources while trying to meet donor expectations amid shrinking donor bases and declining funding sources.

Even with these constraints, we believe nonprofits shouldn’t have to choose between independence and collaboration—they can, and should, pursue both. But in the absence of a clear forcing function—an incentive or imperative that draws organizations together around a shared purpose—collaboration rarely happens organically.

Through our grants program, we aim to provide that catalyst. By supporting initiatives that prioritize collaboration over competition, we’re working toward creating the conditions where meaningful partnerships can take root and thrive. Our goal is to make cooperation not just possible, but practical—by reducing barriers, aligning incentives, and encouraging nonprofits to see each other as allies in service of a common mission.

This year, we funded our first two collaboration grant projects. 

The Synergy Project: This collaboration grant provides funds to EXP, Sharefest, and WomenShelter of Long Beach (WSLB).  EXP and Sharefest are both education focused charities that have similar missions and programs servicing similar demographics; both struggle to meet expectations with limited resources; and both compete for the same corporate sponsors and donor dollars.  For WSLB, providing social-emotional learning (SEL) to young adults has always been a key objective, but gaining consistent access has been a real challenge.

To foster greater project ownership, we invited the three organizations to collaboratively develop the grant project plans. By involving each organization in the planning process—from identifying goals and activities to allocating resources and setting timelines—we ensured that every stakeholder had a voice in shaping the project. This inclusive approach not only strengthened buy‑in and accountability, but also leveraged each organization’s unique expertise, perspectives, and networks. The grant project not only provides the framework and objectives for how the three organizations will work together, but also the funding to bring the project to fruition.

"Through this collaboration, we aim to establish a standardized, high-quality work-readiness curriculum that can be widely implemented across high schools, after-school programs, and youth development initiatives." says Mary Tran, EXP Executive Director.

The Collaboration Project: While Jazz Angels, a youth musical education focused organization and Heart of Ida (HoI), a senior services provider both operate in Long Beach, they are on opposite poles in terms of mission, programs, and demographics. 

In discussions with Jazz Angels, Red String’s Pam Mabry learned that the organization wanted to offer concert events to local seniors, a demographic that they had little experience with and gaining access had been a challenge. We also knew that Heart of Ida had extensive experience and connections with local senior organizations and local government agencies focused on seniors. We felt that if we could leverage HoI's experience, we could help the Jazz Angels successfully launch their initiative while also giving HoI the opportunity to host special events for the seniors they serve.

Further discussions with Dina Berg, Executive Director at HoI and Barry Cogert, Executive Director at Jazz Angels, resulted in a plan for a collaboration grant to sponsor four concert and social events, that not only brings Long Beach seniors a special social event, but also connects Jazz Angel’s young musicians with seniors. 

“We are excited for this collaborative initiative between Heart of Ida and Jazz Angels aimed at fostering intergenerational community engagement in Long Beach.” says Berg.  “This [collaboration] will enable us to create impactful events that bridge generational gaps and promote cultural enrichment among seniors and youth.” 

Is collaboration in a competitive environment achievable?

Will our collaboration projects be successful?

The Collaboration Project between Heart of Ida and Jazz Angels—two organizations that complement rather than compete with one another—has already proven to be a success with the first two of four planned summer events already completed.  

The success of the Synergy Project, while achievable, will be more elusive. The elephant in the room is whether organizations with similar missions—but who compete for the same donors, sponsors, public support, and constituents—can genuinely collaborate without falling into rivalry.

If they cannot, dysfunction and stress will quickly emerge. But if they can, success will hinge on all parties being willing to set aside individual self-interests and commit to building new norms rooted in mutual benefit and authentic collaboration—while honoring each other’s unique identities. The central question is whether the promise of collective impact is compelling enough to outweigh organizational priorities. Our role is to cultivate conditions where that success feels not only possible, but truly worthwhile.

Even more critical is whether constituents see the value in the collaboration and choose to actively support it—through funding, engagement, and aligned action. With that kind of community backing, the path to success becomes far more attainable.

Here, patience will rule the day. The true measure of our efforts may not be fully understood for some years to come.

(to be continued)

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