www.illinoisresource.net
GAINING AN EDGE THROUGH
COLLABORATION
Illinois ResourceNet
Presented by Lauri Alpern
2010
www.illinoisresource.net 2
Closing the Distance Between Local
Organizations & Federal Resources
• Through knowledge
• Thro...
www.illinoisresource.net
Workshop Overview
• Your Motivation
• What’s the Big Idea?
• Where to Start?
• Know What You Know...
www.illinoisresource.net
Your Motivation
• Why are you here?
– Currently collaborating
– Thinking about it
– Failed at it
...
www.illinoisresource.net
What’s the Big Idea?
What do we really want to achieve?
www.illinoisresource.net
What’s the Big Idea?
• Collaboratives (or networks):
– Share information about programs, services...
www.illinoisresource.net
1 + 1 = 3
• Problems/issues aren’t one-
dimensional, what about solutions?
• Diversity of experie...
www.illinoisresource.net
What’s the Big Idea?
• Defining a Collaborative—at the most
basic level
• The process of or an en...
www.illinoisresource.net
The Partnering Continuum
Networking Communication Coordination Collaboration
9
www.illinoisresource.net
Where to Start?
www.illinoisresource.net
Getting Started
• Slow down
• Handshake to contract
• Communication matters
• Know what you know ...
www.illinoisresource.net
Slow Down, What Are My
Options?
Sealed with a handshake
Strategic alliance
Committing with a cont...
www.illinoisresource.net
Sealed with a Handshake
• Based on trust
• No documents
• No bureaucracy
• No lawyers
• No upfron...
www.illinoisresource.net
Strategic Alliance
• An association to further common
interests
• An intentional relationship to ...
www.illinoisresource.net
Committing with a Contract
• Essential in complex partnerships
• Written, time specific
• Legally...
www.illinoisresource.net
Communication Matters
• Communication is at the core of
any successful collaboration
• You’ve got...
www.illinoisresource.net
SMALL GROUP EXERCISE
Describe recent experiences
17
www.illinoisresource.net
It Will Result in….
• Better understanding of your value
• Consistent and reliable information to...
www.illinoisresource.net
Sample Collaborative
Structure
Collaboration
(Governance, Decision Making)
Program
Case
Managemen...
www.illinoisresource.net
Know What You Know and Who
You Are
To move from good to great….
www.illinoisresource.net
Organizational Capacity
Check-up
• Human Resources
– Leadership
– Management
– Staff/Teams
• Boar...
www.illinoisresource.net
We Are Best At…
• Program models and expertise
• Research expertise
• Administrative systems (IT,...
www.illinoisresource.net
Connective Tissue
What makes a collaborative soar?
www.illinoisresource.net
Connective Tissue
• But can we be collaborative?
• How does a collaborative really
take shape?
• ...
www.illinoisresource.net
Can We Be Collaborative?
Moving beyond the status quo
www.illinoisresource.net
The Collaborative Leader
Non-Collaborative
• Hierarchical-Self-
Oriented
• Presides over status q...
www.illinoisresource.net
• Knows all they need to
• Success=having the answers
• Advocates own views in order
to win; Disc...
www.illinoisresource.net
A Collaborative Taking Shape
• Gathering
• Chaos
• Unity
• Performing
28
www.illinoisresource.net
Performing
Do it.
Take risks
Teach each other
Solve problems
Evaluate, Celebrate, Change
Chaos:
W...
www.illinoisresource.net
And Now…Back to Basics
Moving into the performance zone
www.illinoisresource.net
Back to Basics: Using a Solid
Program Logic Model
• Macro
• Big Picture
• Policy
• National
• Mic...
www.illinoisresource.net
Sample Mentoring Program Logic
Model
Goal: Reduce the rate of recidivism among clients in Second ...
www.illinoisresource.net
How do we do it?
Creating shared goals: The Example: Southernmost
Illinois Empowerment Zone
Our S...
www.illinoisresource.net
How do we do it?
Creating shared goals: The Example: Southernmost
Illinois Empowerment Zone
Our S...
www.illinoisresource.net
Drilling down
GOAL #1 INFRASTRUCTURE
OBJECTIVE #1: To provide safe, affordable utility service to...
www.illinoisresource.net
Drilling down
GOAL #1 INFRASTRUCTURE
OBJECTIVE #2: Develop safe, reliable transportation systems ...
www.illinoisresource.net
Drilling down
GOAL #1 INFRASTRUCTURE
OBJECTIVE #3: To provide quality, efficient emergency servic...
www.illinoisresource.net
Collaboration Rules
A handshake just won’t cut it
www.illinoisresource.net
Rules Continuum
Ground
Rules
Letter of
Intent
Due
Diligence
Formal
Agreement
39
www.illinoisresource.net
Start with Ground Rules
• Who are the spokespersons, negotiators, team?
• What are their roles?
•...
www.illinoisresource.net
Create a Letter of Intent
• Statement of intention
• Statement of intended
accomplishment
• Expir...
www.illinoisresource.net
Due Diligence
• General organizational
records (description,
incorporation, Board of
Directors)
•...
www.illinoisresource.net
Components of an Agreement
• Goals
• Statement of Mission,
Vision, and Values for the
project
• D...
www.illinoisresource.net
The Fine Print
• Authority of partners including duties and restrictions
• Process for making dec...
www.illinoisresource.net
Notes of Caution
• Turf protection and mistrust must be
overcome
• Reaching consensus can and wil...
www.illinoisresource.net
And in the End….
• Internal and external announcements
• Monitor the progress of the agreement on...
www.illinoisresource.net
So What About
Sustainability?
• Sustainability is the organization’s demonstrated
ability to carr...
www.illinoisresource.net
Can IRN Help?
www.illinoisresource.net
IRN Will…..
Assist with Federal
proposal
development
Assist with proposal
submission
Establish
re...
www.illinoisresource.net
IRN’s Virtual Proposal Building
Studio
• A secure online space for collaborating
groups to work i...
www.illinoisresource.net
Sign-up to use the Virtual Proposal Building Studio with your Technical
Assistance Provider.
51
www.illinoisresource.net
Resources
• Illinois ResourceNet
– www.illinoisresource.net
• Center for Collaborative Planning
–...
www.illinoisresource.net
Thank you!
Lauri Alpern
lauri@opendooradvisorsinc.com
773.883.0141
53
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Gaining an Edge through Collaboration

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Illinois ResourceNet’s offers a workshop to help introduce nonprofit organizations to the principles of collaboration, the nature and type of collaborative and what it takes to work together in a sustainable manner. In particular, collaboratives play a vital role in Illinois ResourceNet’s commitment to building capacity in the nonprofit sector in Illinois to facilitate stronger federal grant development and submissions.

Lauri Alpern, an Illinois ResourceNet technical assistance provider will lead the workshop and will guide participants through the process of partnership development and completion of tasks in a group setting.

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  • You can’t have a session about collaboration without walking the talk and being collaborative! The rather large group precludes me from doing what I like to do, which is significant small group workshops. However, let’s try to be interactive, as much as this setting will allow.

    So, let’ start out by exploring, your motivation for being here.
    OPEN UP TO ASK – WHY PEOPLE ARE HERE?

  • We all have deep beliefs, ways of thinking and doing, assumptions, attitudes, that hold us back from being collaborative, even if they helped us be successful as traditional leaders.
  • Benefits of collaboratives
  • Probably not where you think, let’s look internal
  • How many people move too fast into things?
    How would you describe the internal communication in your organization (silo vs. collaborative)
    The most important finding in research is that the collaboratives/partnerships where goals are agreed upon upfront.
  • Another way to look at the continuum.
  • Preview of the end result of a collaborative. I don’t want you to wait until the end of the presentation to see a visual of what this looks like.
    How does it differ from a traditional organization?
  • Why else do it? The collaborative should add value.
  • Level 1 assessment – fairly traditional, but important approach to understanding who you are and what you can do. We are going to go one step further, in a moment.
  • Know this, be confident, not defensive
  • This is how collaboration is made to stick
  • It starts with leadership
    We will then talk about the steps, the process
  • We can’t do collaborations, until we can be collaborative people. We can’t ask others to work in a new way, unless we are ready to act that way. We can’t transform organizations, communities unless we are ready to transform ourselves.

    We talked at the beginning of the presentation a bit about our way of current working, thinking. In order to move into the collaborative mode, we must clarify the non-collaborative mode and what transformation into the collaborative mode means.
  • We can’t do collaborations, until we can be collaborative people. We can’t ask others to work in a new way, unless we are ready to act that way. We can’t transform organizations, communities unless we are ready to transform ourselves.

    We talked at the beginning of the presentation a bit about our way of current working, thinking. In order to move into the collaborative mode, we must clarify the non-collaborative mode and what transformation into the collaborative mode means.
  • The four steps:
    For the a collaborative to work effectively, it must become a performing community – some call it a winning team, a giving congregation, a profitable business, an effective board. A performing community accepts and supports differences, communicates openly and with respect and works together and honestly for the common goal.
  • Again, the key to a successful collaborative is a well run organization – we’ve discussed the elements. Now, how does that manifest itself in general and in the development of federal grant proposals?
  • All of the elements must be shared, mutually agreed upon.
  • Example from a recent federal proposal
  • Source:
    http://www.sidez.org/strategic.php
  • Source:
    http://www.sidez.org/strategic.php
  • Take the first goal.
    Agree upon objectives
    Agree upon strategies
  • The next objective
  • And the next
  • Not that there is anything wrong for a handshake, but the collaborations that we are discussing today and a unified purpose – sometimes focused on place: New Communities Program, Southern Illinois Empowerment Zone, Eleanor Foundation – focused on issue: working women – a multi-faceted approach to addressing improving income pathways for women in the 10-30k income bracket.
  • Where do you start? So you aren’t stuck with a handshake.
    Federal proposals require more and more formal agreements. Can you just start with the formal agreement?
  • Map these out as a Phase 1 MOU
  • Next phase
    These are simply suggestions and might sound familiar to those of you who have developed agreements from scratch.
  • Know your partners, secrets are toxic.
    This is where you learn about each other.
  • Turf - If collaborative partners mistrust each other, they wont be receptive to new ideas, nor will be they willing to share resources. Most of the advantage of working together will be lost, in fact there may be negative outcomes
    Consensus – Many partners may need approval of a higher authority of more study time. Depending on how well the group communicates or how often it meets, decision by consensus could make acting on a problem slow or ineffective
    Limited – Devoting resources to a coalition may reduce resources available for other high priority projects
  • Assist in the creation of a proposal development plan
    Instruct on best practices for preparing a sustainable budget
    Assist in refining proposals to ensure submissions are of high quality, clear and complete
  • Gaining an Edge through Collaboration

    1. 1. www.illinoisresource.net GAINING AN EDGE THROUGH COLLABORATION Illinois ResourceNet Presented by Lauri Alpern 2010
    2. 2. www.illinoisresource.net 2 Closing the Distance Between Local Organizations & Federal Resources • Through knowledge • Through contacts and networking • Through skill building Illinois ResourceNet’s Purpose
    3. 3. www.illinoisresource.net Workshop Overview • Your Motivation • What’s the Big Idea? • Where to Start? • Know What You Know, Who You Are • Connective Tissue • Collaboration Rules • Can Illinois ResourceNet Add Value? 3
    4. 4. www.illinoisresource.net Your Motivation • Why are you here? – Currently collaborating – Thinking about it – Failed at it – Network with others with similar interests – Just curious 4
    5. 5. www.illinoisresource.net What’s the Big Idea? What do we really want to achieve?
    6. 6. www.illinoisresource.net What’s the Big Idea? • Collaboratives (or networks): – Share information about programs, services, issues – Convene participating organizations for training, planning, education, advocacy – Intentionally work together as partners to strengthen their communities and regions – Make decisions jointly – Seek grants, loans, tax credits, contracts, and income generating opportunities jointly 6
    7. 7. www.illinoisresource.net 1 + 1 = 3 • Problems/issues aren’t one- dimensional, what about solutions? • Diversity of experience • Opportunity for cross-training, professional development • Long-term projects don’t become overly dependent on single organizations, individuals • Many funders require strong evidence of collaboration 7
    8. 8. www.illinoisresource.net What’s the Big Idea? • Defining a Collaborative—at the most basic level • The process of or an entity that shares information, resources to achieve common goals Coordination Collaboration Operate independently Share power sharing Share general principles Goals are mutual Decisions made separately Decisions made jointly 8
    9. 9. www.illinoisresource.net The Partnering Continuum Networking Communication Coordination Collaboration 9
    10. 10. www.illinoisresource.net Where to Start?
    11. 11. www.illinoisresource.net Getting Started • Slow down • Handshake to contract • Communication matters • Know what you know and who you are • What a collaborative structure looks like 11
    12. 12. www.illinoisresource.net Slow Down, What Are My Options? Sealed with a handshake Strategic alliance Committing with a contract 12
    13. 13. www.illinoisresource.net Sealed with a Handshake • Based on trust • No documents • No bureaucracy • No lawyers • No upfront expenses • Generally between people who know each other • Conflicts resolved through flexibility, tolerance 13
    14. 14. www.illinoisresource.net Strategic Alliance • An association to further common interests • An intentional relationship to build common interests • Goodwill, learning, sharing are the driving forces • Might have a memorandum of agreement to guide the work together 14
    15. 15. www.illinoisresource.net Committing with a Contract • Essential in complex partnerships • Written, time specific • Legally binding • Can provide a project management or governance structure • Details financial arrangements including budget and payment 15
    16. 16. www.illinoisresource.net Communication Matters • Communication is at the core of any successful collaboration • You’ve got to know your organization’s communication style, to effectively communicate with others • Every organizational type has a communication style—know yours
    17. 17. www.illinoisresource.net SMALL GROUP EXERCISE Describe recent experiences 17
    18. 18. www.illinoisresource.net It Will Result in…. • Better understanding of your value • Consistent and reliable information to those you serve • Improved understanding of your accomplishments • Ultimately, increased use of your programs and more public support of your efforts 18
    19. 19. www.illinoisresource.net Sample Collaborative Structure Collaboration (Governance, Decision Making) Program Case Management- Organization A Mentoring- Organization C Housing- Organization B Job Training- Organization C Finance/Admin- Organization A Grants Management- Organization A Marketing and Outreach (All) Fundraising- Organization A Legal structure could take on a number of forms, including, MOU, Partnership, Joint Venture or New Corporation. Governance could occur through a MOU, partnership agreement, advisory council, board of directors, etc. 19
    20. 20. www.illinoisresource.net Know What You Know and Who You Are To move from good to great….
    21. 21. www.illinoisresource.net Organizational Capacity Check-up • Human Resources – Leadership – Management – Staff/Teams • Board/Governance • Strategic Plan • Management Systems • Financial Management Systems • Fundraising • Marketing/Brand 21
    22. 22. www.illinoisresource.net We Are Best At… • Program models and expertise • Research expertise • Administrative systems (IT, finance, accounting, grants management, etc.) • Funding base of support • Major donor and/or volunteer base • Community involvement • Government relations 22
    23. 23. www.illinoisresource.net Connective Tissue What makes a collaborative soar?
    24. 24. www.illinoisresource.net Connective Tissue • But can we be collaborative? • How does a collaborative really take shape? • And now…back to basics –Drilling down –Examples 24
    25. 25. www.illinoisresource.net Can We Be Collaborative? Moving beyond the status quo
    26. 26. www.illinoisresource.net The Collaborative Leader Non-Collaborative • Hierarchical-Self- Oriented • Presides over status quo • Pursues own agenda/goals • Seeks predictable results • Relies on traditional organizational structure • Relies on traditional win- lose scenarios Collaborative • Relational-Group Oriented • Declares new possibilities • Seeks shared agenda/goals • Seeks creative, entrepreneurial results • Builds new networks, relationships • Learns, models collaborative processes Source: Mastering the Art of the Creative Collaborative, Robert Hargrove 26
    27. 27. www.illinoisresource.net • Knows all they need to • Success=having the answers • Advocates own views in order to win; Discourages inquiry • Controls others on the job, diminishing their gifts/talents • Takes care of others to keep them submissive • Is a learner • Success=asking the right questions • Balances own views and other’s views; Encourages inquiry • Empowers others, acknowledging their gifts/talents • Provides an environment that enables people to grow The Collaborative Leader Non-Collaborative Collaborative 27
    28. 28. www.illinoisresource.net A Collaborative Taking Shape • Gathering • Chaos • Unity • Performing 28
    29. 29. www.illinoisresource.net Performing Do it. Take risks Teach each other Solve problems Evaluate, Celebrate, Change Chaos: What is our purpose? Small group interaction Teach process Mission Roles/responsibilities Gathering: Why are we here? Welcoming environment Leader directed Introductions Information/Agenda Unity How will we do it? Work out our differences Focus on tasks Interaction of all Apply unique skills 29
    30. 30. www.illinoisresource.net And Now…Back to Basics Moving into the performance zone
    31. 31. www.illinoisresource.net Back to Basics: Using a Solid Program Logic Model • Macro • Big Picture • Policy • National • Micro • Local • Community, • Organization • Clients Situation Analysis • What We Invest •Money •Staff Time •Equipment •Supplies • What We Acquire • Additional Staff •Expertise •Training Inputs • Who We Reach • Target Market • What We Do • Programs • Services Outputs • How will our clients or community be impacted by our work? • Short Term • Intermediate • Long Term Outcomes Goals and Objectives Ongoing Evaluation *Adapted from the University of Wisconsin Extension Program Action Model 31
    32. 32. www.illinoisresource.net Sample Mentoring Program Logic Model Goal: Reduce the rate of recidivism among clients in Second Chance Act-funded programs by 50% over the next 5 years Situation Analysis Inputs Outputs Outcomes Over 650,000 inmates are released per year in the U.S. and return to their families and communities Hire case manager, recruit and train mentors, hire VISTA volunteer Target nonviolent offenders 18 years or older that have been released from prison within the past 180 days Outcome: Clients secure employment Indicator: # clients entering employment Without intervention, 40% of returning inmates will return to prison within 5 years Purchase software to track program outcomes Provide case management and mentoring programs Outcome: Clients establish consistent work history Indicators: # clients remaining employed 18,377 inmates were released to Cook County in 2001 . 15,488 (84.3 percent) were released to the city of Chicago. Provide professional development opportunities for staff; develop pre- release orientation and learning opportunities for prisoners. Provide job training and placement programs. Outcome: Clients earn living wages Indicator: Average earnings The Second Chance Act of 2007 was passed in April 2008. Provide matching funds and in-kind donations up to 50% of grant amount Make referrals to supportive services Outcome: Increased public safety Indicator: Rates of recidivism among program participants Evaluation: What is the power of the mentorship model to reduce recidivism? Utilize data from intake process, and other program documents to conduct ongoing program assessment and quality improvement. Hire outside evaluator to provide evidence-based program evaluation. 32
    33. 33. www.illinoisresource.net How do we do it? Creating shared goals: The Example: Southernmost Illinois Empowerment Zone Our Strategic Plan GOAL #1 INFRASTRUCTURE - Increased numbers of residents and businesses in the zone will have clean drinking water, safe sewage disposal systems, adequate electrical and gas service, improved solid waste management systems, 24-hour emergency service, access to basic and advanced telecommunications and well-maintained roads that are adequate to support their intended use. GOAL # 2 ECONOMIC DEVELOPMENT - Through a comprehensive program of economic development that includes business expansion, recruitment and entrepreneurship, plus workforce preparation, the area's high unemployment rate will be reduced to that of the state average GOAL # 3 TOURISM DEVELOPMENT - Recognizing that the historical and scenic assets of the area represent strengths that have not been fully developed, three hundred tourism-related jobs will exist as the result of an aggressive program of conservation, development and marketing of existing and new tourist sites and services. 33
    34. 34. www.illinoisresource.net How do we do it? Creating shared goals: The Example: Southernmost Illinois Empowerment Zone Our Strategic Plan GOAL # 4 STRONGER UNITY/SENSE OF COMMUNITY - Believing that a strong sense of unity, community pride and optimism for the future result from people working and playing together in a positive manner, each year of zone designation, at least 300 people, reflecting the diversity of the community, will plan or participate in new volunteer community building activities. GOAL # 5 LIFE-LONG LEARNING AND EDUCATION - Each year high school graduation rates and standardized test scores at each of the area's secondary schools will increase, as will the number of adults participating in GED, general interest, vocational and degree programs offered by regional educational institutions. <read more> GOAL # 6 HOUSING - Increased numbers of residents in the zone will have a decent, affordable place to live. New homes will be built to accommodate residents and existing homes will be improved through housing rehabilitation programs. 34
    35. 35. www.illinoisresource.net Drilling down GOAL #1 INFRASTRUCTURE OBJECTIVE #1: To provide safe, affordable utility service to the residents and businesses within the Southernmost Illinois Delta Empowerment Zone. Strategies a. Extend water mains to provide safe, treated water to residents and businesses in unincorporated areas in cooperation with South Water, Inc. and other regional water providers. b. Upgrade and extend safe, treated water to residents and businesses within incorporated areas. c. Extend utilities, including water, sewage, gas, electricity and telecommunications to industrial sites. d. Upgrade and extend existing sewage systems within incorporated areas. e. Support the provision of sewer service to unincorporated areas where economically feasible. f. Improve solid waste management within the zone. 1. Establish recycling program, including education, drop-off and hauling services. 35
    36. 36. www.illinoisresource.net Drilling down GOAL #1 INFRASTRUCTURE OBJECTIVE #2: Develop safe, reliable transportation systems throughout the Southernmost Illinois Delta Empowerment Zone to accommodate residents, industry and tourism in order to stimulate economic growth. Strategies a. Convert heavily traveled gravel-surfaced roads to an oil and chip surface. b. Upgrade major road arteries to state/federal standards to accommodate agriculture and industrial transportation of goods and services throughout the area. c. Employ additional people to assist the county highway departments with road upgrades. d. Purchase needed roadway equipment for use within the Southernmost Illinois Delta Empowerment Zone by County Highway Departments. e. Upgrade surface of roads serving municipalities, industrial sites and critical areas to benefit low-income residents. f. Support the improvement of Cairo Regional Airport. 36
    37. 37. www.illinoisresource.net Drilling down GOAL #1 INFRASTRUCTURE OBJECTIVE #3: To provide quality, efficient emergency services to residents of the Southernmost Illinois Delta Empowerment Zone. Strategies a. Support the improvement of fire protection services in the zone. b. Support the improvement of 911 services in the zone. c. Support the improvement of law enforcement equipment. 37
    38. 38. www.illinoisresource.net Collaboration Rules A handshake just won’t cut it
    39. 39. www.illinoisresource.net Rules Continuum Ground Rules Letter of Intent Due Diligence Formal Agreement 39
    40. 40. www.illinoisresource.net Start with Ground Rules • Who are the spokespersons, negotiators, team? • What are their roles? • What are the communication mechanisms? • Confidentiality status? • Board or oversight involvement, roles or obligations • Determine general support and support of goals from external supporters • Think about the impact of a collaboration agreement on each organization 40
    41. 41. www.illinoisresource.net Create a Letter of Intent • Statement of intention • Statement of intended accomplishment • Expiration • Agreements reached to date • Conditions of conduct • Due diligence scope • Discussions with other organization • Confidentiality • Internal and public announcements • Noncompetition • Responsible parties • Survival (beyond the letter’s expiration) • Counterparts • Governing law • Signatures and dates 41
    42. 42. www.illinoisresource.net Due Diligence • General organizational records (description, incorporation, Board of Directors) • Three years financial data, comparing actual with budget • Accounting policies • Internal controls environment • Consistency of financial management and reporting • Auditor’s reports • Human resources procedures (including AA/EEO) • Licensure • Banking relationships • Asset conditions (endowments, physical plant, equipment) • Outstanding and significant commitments and contingent liabilities (e.g. pending litigation, self-insurance, lease, etc.) 42
    43. 43. www.illinoisresource.net Components of an Agreement • Goals • Statement of Mission, Vision, and Values for the project • Duration of the Project, Agreement, or Both • Specific Responsibilities of Each Partner • Financial Contributions, Structure, and/or Budget • Distribution of Any Revenue/Loss • Staffing Levels (incorporating expected changes, fluctuations) • Commitments for Other Services • Governance and day-to- day Management Structure • Initial Liability or Insurance Issues • Schedule and Content of Expected Reporting • The Process for Communication with Public or Media 43
    44. 44. www.illinoisresource.net The Fine Print • Authority of partners including duties and restrictions • Process for making decisions and definition of relative power of partners • The degree to which one partner can obligate the partnership without the agreement of others • Determination of whether to obtain insurance and if so, what kinds • Distribution of revenue and losses • Ownership of any assets • How can partners be added or removed • When and how this agreement gets terminated 44
    45. 45. www.illinoisresource.net Notes of Caution • Turf protection and mistrust must be overcome • Reaching consensus can and will take time • Limited resources may hinder participation • Policy conflicts among partners may arise • Members in crisis may cause cooperation to decrease 45
    46. 46. www.illinoisresource.net And in the End…. • Internal and external announcements • Monitor the progress of the agreement on a quarterly or semi-annual basis • Provide progress and financial reports to all partners • Be prepared for internal and external program and fiscal audits • Document your successes as well as your challenges 46
    47. 47. www.illinoisresource.net So What About Sustainability? • Sustainability is the organization’s demonstrated ability to carry out its mission over the long term • Future funding – Renewing of existing grants – Fees for service – Annual campaigns – Earned income • Business Planning – Indicates feasibility of products and services • Strategic Planning – Positions organization to be proactive in dealing with changes in its environment
    48. 48. www.illinoisresource.net Can IRN Help?
    49. 49. www.illinoisresource.net IRN Will….. Assist with Federal proposal development Assist with proposal submission Establish relationships with federal government representatives Foster partnerships among community groups and local governments Advise on best practices for preparing a sustainable budget 49
    50. 50. www.illinoisresource.net IRN’s Virtual Proposal Building Studio • A secure online space for collaborating groups to work in sharing materials, writing drafts, and storing resource documents. • Groups have access to project management tools such as milestones, task lists and calendars to easily share and track work being completed. • Discussion Forum allows all groups members to comment on each others work or conduct virtual brainstorming 50
    51. 51. www.illinoisresource.net Sign-up to use the Virtual Proposal Building Studio with your Technical Assistance Provider. 51
    52. 52. www.illinoisresource.net Resources • Illinois ResourceNet – www.illinoisresource.net • Center for Collaborative Planning – Great library by topic – www.connectccp.org • Jim Collins, Good to Great for the Social Sector – www.jimcollins.com 52
    53. 53. www.illinoisresource.net Thank you! Lauri Alpern lauri@opendooradvisorsinc.com 773.883.0141 53

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