Purpose In this article, we explore the methods with which the Taiwanese Turnaround Alliance has created collaborative tools for carrying out the ＂coach and partner＂ strategy for its member organizations, as well as depict the application and limitations of those tools. Design/methodology/approach Various research methods, including secondary literature review, participatory observation, two-round survey of the policy Delphi, group discussion, and AHP questionnaire survey are applied to carry out this study. Findings Due to insufficient government services and the vigorous development of civil society, non-profit educational organizations have developed a variety of ways to engage the issues of disadvantaged education. In general, the trend has moved from cooperation with government bodies and for-profit organizations toward collaboration with non-profit organizations. Meanwhile, the Taiwanese Turnaround Alliance created ＂the checklist for agencies' operation and management＂ to carry out the vision of sharing resources, networks, and experiences among similar non-profit organizations. The checklist includes six dimensions and 21 subdimensions with respective weights, as well as 80 required or selective question items. Originality/value This article presents the value and potential of collaboration among homogeneous non-profit organizations. The checklist was designed so that the partner agencies of Taiwanese Turnaround Alliance enjoy the right to determine their own goals. With regard to implementation, the checklist provides self-assessment options and expert reviews for users. Furthermore, to continuously improve partner agencies' capacity, the importance of an ＂Individual Support Plan (ISP)＂ had been emphasized. In summary, the aim for creating the checklist was to fulfill the collaborative beliefs of the Taiwanese Turnaround Alliance, under the practical principles of autonomy, adaptability, and accompaniment.