Workshop Agenda

1. Strategic Relationships, Partnerships and Collaborations:  Exploring New Relationships to Enhance Your MissionPresenter:  Mike BurnsDecember 10, 2010

2. Workshop Agenda Introductions Partnership Spectrum Self-Assessment Speed Dating Readiness Assessment Questions & Answers Follow-up

3. Partnership Spectrum formal Merger Funding collaborative Strategic alliance Shared services partnership Policy coalition separate unified Shared space agreement Shared back office agreement Joint activities Project collaboration informal

4. Definition A Strategic Alliance is a contractual agreement that sets out an agreed-upon exchange of cash, goods and/or services that have a direct measurable value. It is mutually beneficial and time limited.

5. Benefits of Partnering • Maximize outcomes toward achieving Mission • Improve bottom line • Increase efficiencies • Eliminate redundancies

6. Self Assessment Identify Your Organization’s Strengths • Programs (includes type, quality, service impact) • Management & Operations (includes exec, staff, site) • Governance (all about the board) • Sustainability (includes financial condition, position and image)

7. Relationship Process • Date: Test the waters with joint activities or project collaboration • Cohabit: Share space and/or back office functions • Get engaged: Form a strategic alliance or shared services partnership • Get married: Merge

8. Speed Dating Exercise 5-8 minute conversation (each party has 2.5 -4 minutes) • Share Your Organization’s Strengths using the Self-Assessment notes • Note on Date Card • Yes – arrange a meeting • No – don’t arrange a meeting • Move to Next “Date”

9. Date Card

10. Readiness Assessment • How similar are your organization and the one that you want to have a relationship with? • Would it work? • Where on the spectrum might you find happiness together?

11. Strategic Alliance Components • Goals/Benefits and Expected Outcomes • Definition of organizational boundaries and clarification of ownership issues • Definition of communication processes • Definition of costs and financial responsibilities • Clarification of recognition for each organization (when and how corp. names are used) • Timeline of benchmarks and deadlines • Identification of project managers

12. Mike Burns Mike Burns, Partner • Mike Burns is the BWB Solutions Partner responsible for the nonprofit business ventures and strategic planning and governance practice. Mike began his career as an executive director of a community health center, followed by 15 years as an executive director and primary consultant for a nonprofit management assistance organization. During that time he was also an associate professor of management at the Antioch-New England Graduate Schools of Organization and Management and Environmental Studies. • In 1994, Mike joined the firm. His practice focuses on strategic planning, nonprofit governance, organizational development, and helping nonprofits assess their readiness for mergers and partnerships. His skills include facilitation resolving internal conflicts and market research and analyses. Mike frequently posts to his blog, Nonprofit Board Crisis, where he highlights nonprofit internal issues. nonprofit issues. In addition to his work at BWB, Mike serves as a board member of the Alliance for Nonprofit Management. The Alliance is an association of individuals and organizations devoted to improving the management and governance capacity of nonprofits. • He graduated with a bachelor’s degree in business administration from Marquette University and completed a master’s degree in nonprofit management with a focus on governance at Lesley College. Mike also holds a graduate certificate in nonprofit marketing management from the University of Hartford. Contact: 203.508.1462; MikeB@bwbsolutions.com