Strategic partnerships for woca
•
1 like•249 views
The document discusses strategic partnerships and provides advice for developing them. It recommends forging new partnerships that leverage connections and build alliances to enhance an organization's value. It advises considering partnerships with other organizations whose missions overlap and whether working together could extend both organizations' reach with equal or fewer resources. Critical first steps involve developing a value proposition to guide strategy and thinking carefully about what activities an organization would and would not engage in through partnerships.
Report
Share
Report
Share
![Strategic Partnerships ,[object Object]](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
Recommended
The Power of Collaboration
The document discusses the importance and benefits of collaboration. It defines collaboration as bringing together appropriate teams to create shared visions and strategies through open communication and by setting aside personal agendas. Collaboration allows for sharing information, building trust, solving problems efficiently, and making consensus-based decisions. However, collaboration can be difficult if the wrong people are involved, information is missing, or there are hidden agendas or a lack of focus. Key elements to effective collaboration include developing a common understanding of the problem, consistent open communication, dedicated leadership, agreed upon outcomes and accountability, and coordinating activities to build trust and find common goals. The document concludes that no single organization can win government contracts alone and that collaboration is essential.
30701_WCT_Factsheet-v2
The document summarizes recommendations for building strategic partnerships from three associations: IABC Ottawa, WCT NCR, and CPRS. It recommends establishing clear goals and ensuring brand alignment with potential partners. It also stresses the importance of setting partnerships up to be mutually beneficial, asking questions to set expectations, maintaining open communication, and revisiting goals to evaluate the partnership. The overall message is that strategic partnerships require planning and collaboration to advance mutual goals.
Strategic Partnerships: How to Play Nice with Others for Mutually Beneficial ...
This document discusses strategic partnerships and provides tips for forming effective partnerships. It emphasizes that partnerships should be win-win collaborations aimed at achieving shared business objectives by leveraging each party's strengths. It also recommends developing ideal partnership criteria, assessing potential partners, and approaching partners through various online and in-person methods while maintaining clear expectations and communication.
Grants Information Session Spring 2010
The document summarizes information about BC Social Venture Partners' grant making process. It discusses that BC SVP is a group of individuals and business leaders who make time and money investments in nonprofits seeking innovative solutions to social problems. Grants of up to $30,000 annually for three years are aimed at increasing grantee capacity. Priority is given to applications demonstrating a clear capacity building plan, ability to collaborate with partners, and commitment to measurable outcomes. The decision process involves letters of inquiry, developing full proposals with partner support, and a final voting process by the full partnership.
MHA Brochure Final
This document provides information about Michelle Holiday's consulting services. She has over 20 years of experience advising senior executives across government, tribal, private sector, and utilities. Her firm, MHA, offers strategic planning, development, and consulting services to help clients achieve their goals through opportunity identification, market examination, stakeholder engagement, and more. MHA works with clients in areas like energy development, resource allocation, economic transition, and policy.
Strategic planning primer
The document discusses strategic planning for non-profit organizations. It defines strategic planning as taking stock, focusing on common objectives, and brainstorming how to achieve objectives. The document outlines who should be involved in strategic planning, when it should occur, and what the key outputs should be including a vision, mission, values, SWOT analysis, objectives, and strategies. It provides examples and tools to guide the strategic planning process.
Strategic Partnerships Presentation - Rhett Cecil
Rhett Cecil discusses strategic partnerships and their importance for organizations. Strategic partnerships are formal alliances between two or more organizations designed to help strengthen their capacity and sector capacity through collaborations and cross-pollination of services. Fundamental keys to forming meaningful strategic partnerships include capacity growth, risk mitigation, community engagement, revenue generation, and competency growth. Potential partners must have strategic fit and ability to assist with growth objectives. Objectives of partnerships include establishing goals, communication plans, and performance metrics to gauge success. Examples of strategic partnerships for Habitat for Humanity are provided.
Converging Trends Impacting Associations
Three major trends -- content marketing, cause marketing and social media -- are converging to impacta Associations and Nonprofits. This paper quickly outlines what DrakeCo -- an accredited association managment company -- is seeing.
Recommended
The Power of Collaboration
The document discusses the importance and benefits of collaboration. It defines collaboration as bringing together appropriate teams to create shared visions and strategies through open communication and by setting aside personal agendas. Collaboration allows for sharing information, building trust, solving problems efficiently, and making consensus-based decisions. However, collaboration can be difficult if the wrong people are involved, information is missing, or there are hidden agendas or a lack of focus. Key elements to effective collaboration include developing a common understanding of the problem, consistent open communication, dedicated leadership, agreed upon outcomes and accountability, and coordinating activities to build trust and find common goals. The document concludes that no single organization can win government contracts alone and that collaboration is essential.
30701_WCT_Factsheet-v2
The document summarizes recommendations for building strategic partnerships from three associations: IABC Ottawa, WCT NCR, and CPRS. It recommends establishing clear goals and ensuring brand alignment with potential partners. It also stresses the importance of setting partnerships up to be mutually beneficial, asking questions to set expectations, maintaining open communication, and revisiting goals to evaluate the partnership. The overall message is that strategic partnerships require planning and collaboration to advance mutual goals.
Strategic Partnerships: How to Play Nice with Others for Mutually Beneficial ...
This document discusses strategic partnerships and provides tips for forming effective partnerships. It emphasizes that partnerships should be win-win collaborations aimed at achieving shared business objectives by leveraging each party's strengths. It also recommends developing ideal partnership criteria, assessing potential partners, and approaching partners through various online and in-person methods while maintaining clear expectations and communication.
Grants Information Session Spring 2010
The document summarizes information about BC Social Venture Partners' grant making process. It discusses that BC SVP is a group of individuals and business leaders who make time and money investments in nonprofits seeking innovative solutions to social problems. Grants of up to $30,000 annually for three years are aimed at increasing grantee capacity. Priority is given to applications demonstrating a clear capacity building plan, ability to collaborate with partners, and commitment to measurable outcomes. The decision process involves letters of inquiry, developing full proposals with partner support, and a final voting process by the full partnership.
MHA Brochure Final
This document provides information about Michelle Holiday's consulting services. She has over 20 years of experience advising senior executives across government, tribal, private sector, and utilities. Her firm, MHA, offers strategic planning, development, and consulting services to help clients achieve their goals through opportunity identification, market examination, stakeholder engagement, and more. MHA works with clients in areas like energy development, resource allocation, economic transition, and policy.
Strategic planning primer
The document discusses strategic planning for non-profit organizations. It defines strategic planning as taking stock, focusing on common objectives, and brainstorming how to achieve objectives. The document outlines who should be involved in strategic planning, when it should occur, and what the key outputs should be including a vision, mission, values, SWOT analysis, objectives, and strategies. It provides examples and tools to guide the strategic planning process.
Strategic Partnerships Presentation - Rhett Cecil
Rhett Cecil discusses strategic partnerships and their importance for organizations. Strategic partnerships are formal alliances between two or more organizations designed to help strengthen their capacity and sector capacity through collaborations and cross-pollination of services. Fundamental keys to forming meaningful strategic partnerships include capacity growth, risk mitigation, community engagement, revenue generation, and competency growth. Potential partners must have strategic fit and ability to assist with growth objectives. Objectives of partnerships include establishing goals, communication plans, and performance metrics to gauge success. Examples of strategic partnerships for Habitat for Humanity are provided.
Converging Trends Impacting Associations
Three major trends -- content marketing, cause marketing and social media -- are converging to impacta Associations and Nonprofits. This paper quickly outlines what DrakeCo -- an accredited association managment company -- is seeing.
Grants Information Session Fall 2009
This document summarizes information about BC Social Venture Partners (BC SVP) grants. It discusses that BC SVP is made up of individuals and families who are business leaders that provide both money and time as "venture philanthropists". The overall mission is to make investments in non-profits to support entrepreneurial leaders and innovative approaches to social problems. Grants focus on sustainability and currently support women at risk, children/youth, and social enterprises. The process involves letters of inquiry, developing full proposals, and presentations to the full membership for voting. Key criteria for decisions include social impact, fit with BC SVP, sustainability orientation, ability to collaborate, and commitment to outcomes.
Grantee Workshop - Grants Information Session
The document summarizes information about BC Social Venture Partners' grant making process. It discusses that BC SVP is a group of individuals and business leaders who make time and money investments in nonprofits seeking innovative solutions to social problems. Grants of up to $30,000 annually for three years are considered, with an emphasis on helping organizations increase sustainability. The decision process involves letters of inquiry, selected organizations developing full proposals, and partners presenting and voting on finalist proposals.
A Blueprint for Partnerships: Philadelphia Housing Authority and Medicaid fun...
Beginning in 2008, the Philadelphia Housing Authority and the City of Philadelphia's Medicaid Managed Care Behavioral Health Carve Out Organization, partnered to end chronic homelessness with the resources of Housing Choice Vouchers and Medicaid Funded Supportive Services. The resulting partnership is examined as an essential component to ending chronic homelessness in 2016.
Cialdini Six Tools of Influence summary
This document summarizes Cialdini's six tools of influence - social proof, liking, reciprocity, authority, scarcity, and commitment and consistency - and provides examples of how a Resource Manager at Protiviti could apply each tool when working with Engagement Teams. The Resource Manager could emphasize popularity and success figures to demonstrate social proof, develop friendships to encourage liking, freely share information to foster reciprocity, establish expertise to claim authority, stress urgency due to scarcity, and seek early small commitments to build consistency. The overall objective is to empower Resource Managers with interpersonal skills to implement staffing software at a higher strategic level.
Rm class-day2-influence activity
The document discusses six tools of influence that can be used when trying to build consensus around ideas according to research by social scientist Robert Cialdini. The six tools are: liking, authority, consistency, reciprocity, scarcity, and consensus. Specific studies are described that show how each tool can influence behaviors and opinions. The document concludes with an activity that asks participants to apply the six tools of influence to common work situations and discuss as a group which tools are most useful and why.
Leading Growth
Three aspects to consider when leading growth are:
1) Having clear targets, identifying bottlenecks, and plans to improve performance.
2) Ensuring organizational structures and informal communication channels support opportunities for growth.
3) Sustaining growth through flexibility, balanced team behaviors, and recognition of achievements.
Community And Economic Development
This document provides guidance on understanding community issues and opportunities, analyzing existing capacity to address them, framing an appropriate response, and taking action. It discusses understanding stakeholder interests and perspectives; assessing available programs, expertise, and resources; determining an appropriate role and timeline; and considering collaboration and evaluation. The document also lists specific economic development topics and tools that could inform actions.
Sample Presentation 1
The document outlines 8 elements of successful fundraising: 1) having a clear case for support, 2) understanding fundraising capacity, 3) adequate resources, 4) cultivating relationships, 5) persistence and consistency, 6) stewardship of donors, 7) strong leadership, and 8) engaged volunteers. It encourages rating each element and discussing strengths and weaknesses to improve fundraising readiness. The key to success is unlocking potential in the donor base through strong relationships built over time with consistent efforts across all elements.
3 14 11 great ideas presentation
Case study with 7 lessons on how three associations created one common conference which is vastly more valuable than their individual meetings
Leading The Learning Function
The document discusses building value for organizational learning functions. It suggests identifying trends impacting the organization, understanding the external environment, and developing a business model aligned with organizational goals. An effective model demonstrates how learning adds strategic value, is funded and measures impact through business-related outcomes rather than just participant satisfaction.
Aenc association 101 goverment relations - domain 6
The document provides guidance on developing and implementing public policy and government relations strategies for associations. It recommends that associations conduct an environmental scan to identify key issues for members, develop policy positions through a transparent process, and clearly communicate stances on issues. Additionally, it advises establishing alignment between national and state-level policies, and using a variety of tools and resources to advocate for policy priorities with legislators.
Financial planning in a digital era
Great section on how to segment financial advisors and encourage adoption of social marketing tools. Thanks to Nicolas De Ridder at Hootsuite for sharing.
Successful collaborations for non profit organizations
Today it's critical for non-profits to see their way to collaboration as a tool to reduce expenses and increase revenue. It's also a way to encourage support from foundations who are looking at innovative ways to think about doing business. Successful non-profit collaborations help with establishing an authentic relationship and handling the challenges.
Enhancing Your Revenue Stream
Revenue generation requires focus. Nonprofits and associations benefit from stakeholder network participation in developing new revenue streams.
Corporate reputation vmz1
The document discusses managing corporate reputation through analyzing identity, communicating brand promise, taking actions to fulfill promise, and measuring progress. It defines reputation as the aggregate impression stakeholders hold of a company. A strong reputation attracts customers, investors, employees and makes companies more competitive. Managing reputation is important due to trends like globalization and social media that impact reputations. The right approach involves analyzing identity and communication mix, defining brand promise, engaging stakeholders, and measuring reputation drivers. Benefits include strategic focus, unified approach, benchmarks, and attracting talent.
Catalyst learning circle 5.8.12
The document outlines steps for non-profit organizations to explore strategic partnerships, including understanding the goals of partnerships, assessing their own organization, identifying potential partners, and laying the foundation for a successful partnership through a letter of intent and joint task force. The presentation provides guidance on when partnerships are appropriate versus not, and recommends involving boards and using a neutral third party for integration.
Developing and Implementing a Balanced Scorecard
The document discusses developing and implementing a balanced scorecard. It provides an overview of the balanced scorecard framework, including its key components like objectives, measures, targets, and initiatives. It emphasizes that the balanced scorecard should be used not just to monitor performance but to execute strategy by aligning the organization, initiatives, and operations. To be effective, the balanced scorecard requires linking strategic objectives and measures across financial, customer, internal process, and learning and growth perspectives. Culture, storytelling, agility, co-creation, and active reviews are identified as important factors for making the most of the balanced scorecard.
Strategy Planning
This document discusses exploring strategic partnerships through strategy and planning. It suggests that strategic planning can identify opportunities to align or restructure with another organization through various partnership models. Questions are provided to help organizations evaluate if a strategic partnership could help achieve their goals more efficiently, such as by expanding programs, achieving goals faster, or accomplishing things currently beyond their abilities. The document emphasizes continuing to consider partnership opportunities after planning to address challenges or capitalize on new successes. It concludes that strategy helps focus on priorities, some of which may require partnership to effectively achieve.
Skapa en sökmotorvänlig webbplats!
Optimera din webbplats och skapa på så sätt rätt förutsättningar för din hemsida att synas bra på sökmotorerna.
15jan N As
Pemerintah berupaya memenuhi kebutuhan obat antiretroviral (ARV) bagi penderita HIV/AIDS dengan memproduksi sendiri. Namun produk obat ARV dalam negeri belum lolos uji prakualifikasi Organisasi Kesehatan Dunia. Pemerintah akan membantu perusahaan farmasi nasional agar obatnya segera lolos standar WHO sehingga dapat menjadi pemasok ARV dalam negeri dengan harga terjangkau.
More Related Content
What's hot
Grants Information Session Fall 2009
This document summarizes information about BC Social Venture Partners (BC SVP) grants. It discusses that BC SVP is made up of individuals and families who are business leaders that provide both money and time as "venture philanthropists". The overall mission is to make investments in non-profits to support entrepreneurial leaders and innovative approaches to social problems. Grants focus on sustainability and currently support women at risk, children/youth, and social enterprises. The process involves letters of inquiry, developing full proposals, and presentations to the full membership for voting. Key criteria for decisions include social impact, fit with BC SVP, sustainability orientation, ability to collaborate, and commitment to outcomes.
Grantee Workshop - Grants Information Session
The document summarizes information about BC Social Venture Partners' grant making process. It discusses that BC SVP is a group of individuals and business leaders who make time and money investments in nonprofits seeking innovative solutions to social problems. Grants of up to $30,000 annually for three years are considered, with an emphasis on helping organizations increase sustainability. The decision process involves letters of inquiry, selected organizations developing full proposals, and partners presenting and voting on finalist proposals.
A Blueprint for Partnerships: Philadelphia Housing Authority and Medicaid fun...
Beginning in 2008, the Philadelphia Housing Authority and the City of Philadelphia's Medicaid Managed Care Behavioral Health Carve Out Organization, partnered to end chronic homelessness with the resources of Housing Choice Vouchers and Medicaid Funded Supportive Services. The resulting partnership is examined as an essential component to ending chronic homelessness in 2016.
Cialdini Six Tools of Influence summary
This document summarizes Cialdini's six tools of influence - social proof, liking, reciprocity, authority, scarcity, and commitment and consistency - and provides examples of how a Resource Manager at Protiviti could apply each tool when working with Engagement Teams. The Resource Manager could emphasize popularity and success figures to demonstrate social proof, develop friendships to encourage liking, freely share information to foster reciprocity, establish expertise to claim authority, stress urgency due to scarcity, and seek early small commitments to build consistency. The overall objective is to empower Resource Managers with interpersonal skills to implement staffing software at a higher strategic level.
Rm class-day2-influence activity
The document discusses six tools of influence that can be used when trying to build consensus around ideas according to research by social scientist Robert Cialdini. The six tools are: liking, authority, consistency, reciprocity, scarcity, and consensus. Specific studies are described that show how each tool can influence behaviors and opinions. The document concludes with an activity that asks participants to apply the six tools of influence to common work situations and discuss as a group which tools are most useful and why.
Leading Growth
Three aspects to consider when leading growth are:
1) Having clear targets, identifying bottlenecks, and plans to improve performance.
2) Ensuring organizational structures and informal communication channels support opportunities for growth.
3) Sustaining growth through flexibility, balanced team behaviors, and recognition of achievements.
Community And Economic Development
This document provides guidance on understanding community issues and opportunities, analyzing existing capacity to address them, framing an appropriate response, and taking action. It discusses understanding stakeholder interests and perspectives; assessing available programs, expertise, and resources; determining an appropriate role and timeline; and considering collaboration and evaluation. The document also lists specific economic development topics and tools that could inform actions.
Sample Presentation 1
The document outlines 8 elements of successful fundraising: 1) having a clear case for support, 2) understanding fundraising capacity, 3) adequate resources, 4) cultivating relationships, 5) persistence and consistency, 6) stewardship of donors, 7) strong leadership, and 8) engaged volunteers. It encourages rating each element and discussing strengths and weaknesses to improve fundraising readiness. The key to success is unlocking potential in the donor base through strong relationships built over time with consistent efforts across all elements.
3 14 11 great ideas presentation
Case study with 7 lessons on how three associations created one common conference which is vastly more valuable than their individual meetings
Leading The Learning Function
The document discusses building value for organizational learning functions. It suggests identifying trends impacting the organization, understanding the external environment, and developing a business model aligned with organizational goals. An effective model demonstrates how learning adds strategic value, is funded and measures impact through business-related outcomes rather than just participant satisfaction.
Aenc association 101 goverment relations - domain 6
The document provides guidance on developing and implementing public policy and government relations strategies for associations. It recommends that associations conduct an environmental scan to identify key issues for members, develop policy positions through a transparent process, and clearly communicate stances on issues. Additionally, it advises establishing alignment between national and state-level policies, and using a variety of tools and resources to advocate for policy priorities with legislators.
Financial planning in a digital era
Great section on how to segment financial advisors and encourage adoption of social marketing tools. Thanks to Nicolas De Ridder at Hootsuite for sharing.
Successful collaborations for non profit organizations
Today it's critical for non-profits to see their way to collaboration as a tool to reduce expenses and increase revenue. It's also a way to encourage support from foundations who are looking at innovative ways to think about doing business. Successful non-profit collaborations help with establishing an authentic relationship and handling the challenges.
Enhancing Your Revenue Stream
Revenue generation requires focus. Nonprofits and associations benefit from stakeholder network participation in developing new revenue streams.
Corporate reputation vmz1
The document discusses managing corporate reputation through analyzing identity, communicating brand promise, taking actions to fulfill promise, and measuring progress. It defines reputation as the aggregate impression stakeholders hold of a company. A strong reputation attracts customers, investors, employees and makes companies more competitive. Managing reputation is important due to trends like globalization and social media that impact reputations. The right approach involves analyzing identity and communication mix, defining brand promise, engaging stakeholders, and measuring reputation drivers. Benefits include strategic focus, unified approach, benchmarks, and attracting talent.
Catalyst learning circle 5.8.12
The document outlines steps for non-profit organizations to explore strategic partnerships, including understanding the goals of partnerships, assessing their own organization, identifying potential partners, and laying the foundation for a successful partnership through a letter of intent and joint task force. The presentation provides guidance on when partnerships are appropriate versus not, and recommends involving boards and using a neutral third party for integration.
Developing and Implementing a Balanced Scorecard
The document discusses developing and implementing a balanced scorecard. It provides an overview of the balanced scorecard framework, including its key components like objectives, measures, targets, and initiatives. It emphasizes that the balanced scorecard should be used not just to monitor performance but to execute strategy by aligning the organization, initiatives, and operations. To be effective, the balanced scorecard requires linking strategic objectives and measures across financial, customer, internal process, and learning and growth perspectives. Culture, storytelling, agility, co-creation, and active reviews are identified as important factors for making the most of the balanced scorecard.
Strategy Planning
This document discusses exploring strategic partnerships through strategy and planning. It suggests that strategic planning can identify opportunities to align or restructure with another organization through various partnership models. Questions are provided to help organizations evaluate if a strategic partnership could help achieve their goals more efficiently, such as by expanding programs, achieving goals faster, or accomplishing things currently beyond their abilities. The document emphasizes continuing to consider partnership opportunities after planning to address challenges or capitalize on new successes. It concludes that strategy helps focus on priorities, some of which may require partnership to effectively achieve.
What's hot (18)
A Blueprint for Partnerships: Philadelphia Housing Authority and Medicaid fun...
A Blueprint for Partnerships: Philadelphia Housing Authority and Medicaid fun...
Aenc association 101 goverment relations - domain 6
Aenc association 101 goverment relations - domain 6
Successful collaborations for non profit organizations
Successful collaborations for non profit organizations
Viewers also liked
Skapa en sökmotorvänlig webbplats!
Optimera din webbplats och skapa på så sätt rätt förutsättningar för din hemsida att synas bra på sökmotorerna.
15jan N As
Pemerintah berupaya memenuhi kebutuhan obat antiretroviral (ARV) bagi penderita HIV/AIDS dengan memproduksi sendiri. Namun produk obat ARV dalam negeri belum lolos uji prakualifikasi Organisasi Kesehatan Dunia. Pemerintah akan membantu perusahaan farmasi nasional agar obatnya segera lolos standar WHO sehingga dapat menjadi pemasok ARV dalam negeri dengan harga terjangkau.
Ediasi 18 aceh
Pemerintah mengumumkan paket stimulus ekonomi baru untuk menyelamatkan bisnis dan pekerjaan yang terkena dampak virus corona. Paket ini mencakup insentif pajak, keringanan pinjaman, dan bantuan tunai langsung untuk UMKM dan tenaga kerja terdampak. Langkah ini diharapkan dapat memperkuat daya tahan ekonomi dan meminimalisir dampak resesi akibat wabah global ini.
Punctuating clauses
This document provides guidelines for using commas with clauses in sentences. It discusses using commas after introductory phrases or clauses, to separate two independent clauses joined by FANBOYS conjunctions, and to set off nonessential clauses and phrases. The document also notes that a comma is not always needed between one independent and one dependent clause joined by a subordinating conjunction. In summary, it offers tips for properly punctuating different types of clauses in sentences using commas.
Noise Mitigation Plan 4/27/10 County Meeting
This document proposes a draft noise mitigation plan for Fort Lauderdale-Hollywood International Airport following the expansion of Runway 9R/27L. The plan proposes three voluntary programs: 1) a residential sound insulation program to insulate 961 homes in high noise areas, estimated to cost $116 million, 2) acquisition of two mobile home parks and relocation of residents at an estimated cost of $64.5 million, and 3) a sales assistance program to help homeowners in high noise areas sell properties for $46 million. The total estimated cost is $226 million. The plan aims to mitigate noise impacts through insulation and relocation prior to the runway expansion, while maintaining neighborhood integrity and stability. It recommends sound
Airport Noise Presentation 2009
This document discusses best practices for airport noise programs to effectively engage with impacted homeowners. It emphasizes the importance of honesty, transparency, education, and addressing homeowners' concerns. Successful outreach requires keeping communication simple, establishing timelines, making staff available to answer questions, and using both traditional and non-traditional approaches like social media, public meetings, and collaborating with community groups. The overall goal is to demonstrate the airport's value to the community and treat homeowners with compassion.
Top Flex 7 Unit One- phrasal verbs
The document describes 22 secret animals through clues about their physical characteristics and habitats. The clues for each animal include having a tail, eyes, ears, nose or mouth of a certain size, as well as where they live and what they eat. The reader is prompted to guess what each secret animal is based on the clues provided.
6 A,(10 1 5)Perhutanan
The document discusses several topics related to forests including:
1) Characteristics of different types of tropical forests and grasslands and the factors that influence them.
2) The impacts of deforestation such as effects on climate, biodiversity loss, and disruption of ecological processes.
3) Steps that can be taken to conserve and protect forests, including strengthening laws and sustainable forest management practices.
Top Flex 7 Unit One- phrasal verbs
The document discusses phrasal verbs, which are verbs combined with particles that can change the verb's meaning. Some examples of phrasal verbs provided are "look forward to", "look up", and "run out of". Phrasal verbs can be separable, where the particle can be separated from the verb, or inseparable, where the particle cannot be separated. The document also provides tables explaining the meanings of different phrasal verbs like "come up with", "take off", and "get along".
Dania Entertainment Plans Exhibit C
This document appears to be a certificate of some kind with a reference number of xxxx 514. However, as the document contains no text and is simply an image, it is impossible to determine what the certificate is for or any other essential details from the content alone in 3 sentences or less.
Innovation After Work #01
The document discusses innovation in an era of rapid technological change and exponential growth. It notes that incremental improvements are no longer sufficient and companies must innovate across customer segments, products, channels, experiences and business models to survive. The presentation emphasizes that the world is changing quickly and businesses must constantly adapt to new realities in order to thrive in today's volatile environment.
Merge
The document provides a cost estimate for job number 43400 for AGFA (PTY) LTD. It estimates the costs for supplying an aircon, chasing walls, and laying piping. The total estimated cost is R2,686.58 including VAT. Labour for the standard service is estimated at R1,282.50, chasing walls is estimated at R570, and laying piping is estimated at R342.
Tim 4 Q09 Webcast Eng 1
1) TIM Brasil presented its 4Q09 results, showing signs of a turnaround from difficulties in previous years. 2) Key metrics like subscriber base, traffic, ARPU and revenues all improved quarter-over-quarter. 3) The subscriber base grew to 41.1 million, ARPU reached R$27, and service revenues increased 5.4% compared to last quarter.
Viewers also liked (20)
Similar to Strategic partnerships for woca
Clf.ngo corp.part.srr
The document discusses the importance and trends of NGO-corporate partnerships. It outlines the benefits for both NGOs and corporations, including economies of scale, image/credibility, access to resources, and addressing societal issues no single sector can handle alone. The document also notes challenges like differing world views and identifies various partnership types from resource exchange to integrative joint ventures. Key is for partnerships to have clearly defined outcomes, strategies, and structures for open communication and monitoring progress.
Pd Community Partnerships C6
Partnerships are defined as relationships where two or more parties form an agreement to share work, knowledge, risk, accountability, and results to achieve compatible goals. Partnerships are beneficial as they allow for networking, promotion, additional resources, funding, new strategies, and flexible service delivery. The most significant reason for partnering is to serve clients and provide a full suite of services. Factors for successful partnerships include power, history, resources, competition, leadership, clear communication, and inclusion. The advantages of partnerships include leveraging joint resources, accessing new information and people, accountability, and generating creative solutions. Effective partnerships require a shared vision, clear goals, committed membership, an action plan, defined roles, ongoing communication, securing resources
Community Partnerships
Partnerships are defined as relationships where two or more parties form an agreement to share work, knowledge, risk, accountability, and results to achieve compatible goals. Partnerships are beneficial as they allow for networking, promotion, additional resources, funding opportunities, and flexible service delivery. The most significant reason for partnering is to serve clients by providing a full suite of services and advocating to decision makers. Factors for successful partnerships include having a common vision and goals, a diverse membership that includes stakeholders, a clear commitment and action plan, well-defined roles, effective communication, a plan to share resources, ongoing evaluation, and the ability to revise the partnership. Skills like partnership management, negotiation, planning, evaluation, problem-
Using Strategic Alliances To Open Doors June172010
The document discusses how strategic alliances can help non-profit organizations increase their social impact by combining forces and eliminating duplication. It provides a framework for strategic alliances, including different types of partnerships and a step-by-step process for planning an alliance from assessing potential partners to evaluating the partnership. The presentation aims to help non-profits understand how strategic alliances can benefit their organization.
Global Best Practices / Benchmark & Tips: How to Evaluate & Assess Business P...
Hi & Thanks for visiting ....
Are YOU currently having difficulties with existing Business Partners, Value-added Partners, Solution Partners, Strategic Partnerships, and Strategic Alliances?
This presentation will significantly help! :-)
Maz
Dubai / Mobile - IMO - Whatsapp: +971-56-1706553
Author & Writer
Sales Trainer, Leadership Trainer, Management Trainer, Communication Trainer
Introduction to stakeholders and material issues
Stakeholders activate issues, but which stakeholders impact or are impacted by your business? And what environmental and social issues should you prioritize? In this workshop, we explore steps to identify your key stakeholders and prioritize your—and—their top issues. These tools are instrumental to identifying material issues and offer the foundation for creating an aligned corporate citizenship strategy that provides value for your company.
Strategic Alliances Presentation
A presentation for subject MGMT90148 (Consulting Fundamentals) at Melbourne Business School.
Designed as an engaging look at strategic alliances as a tool in business. Highlights its application, effectiveness and a guide for what successful strategic alliances entail in the corporate world.
Great Partnerships - DuMonde Ventures 020714
This document discusses building valuable partnerships. It defines a partnership as two or more entities coming together to achieve a common goal. Partnerships can combine offerings to address market needs, develop new products/services, or expand into new areas. Potential benefits include new customers, revenue, market share, and competitive differentiation. However, not all organizations partner due to cultural differences, fear of commitment, or lack of vision.
The document recommends clearly communicating goals, listening to other perspectives, and starting small. It also discusses considerations like contacts, responsibilities, budgets, and ownership. Maintaining open communication, getting to know partners, and continually assessing goals are keys to success. Partnerships require balancing each organization's strengths and making the combination stronger over
C5 e8 community partnerships
Community partnerships are an effective way to deliver services through collaboration. The key benefits are pooling resources to provide a full suite of services, advocacy, and consistency of services. Effective partnerships require clear goals and vision, well-defined roles, open communication, and evaluating progress towards goals. Overcoming challenges like competition requires networking, emphasizing mutual benefit, and delegating relationship building.
Building Collaborative Relationships Final2
The document discusses building collaborative relationships through public-private partnerships. It outlines the goals of enhancing knowledge of partnerships, developing understanding of successful collaboration models, and learning innovative approaches. It then provides details on the Business Council of Fairfield County and its role in connecting organizations across sectors through leveraging existing relationships and social networks to identify opportunities for collaboration focused on shared objectives and mutual benefit.
How To Create Meaningful Constituent Relationships Webinar featuring 2Dialog ...
Day 1 of the How To Create Meaningful Constituent Relationships Webinar featured Heller Consulting who spoke about creating strategies to help you deepen your nonprofits relationships with their constituents. Here's the full webinar, for your viewing pleasure: <a />video on Vimeo</a>
Solution Sector Research.final.iactive
The document summarizes the key findings of a study on cross-sector partnerships. It identified four profiles of organizations based on their openness to partnerships and willingness to innovate: Traditionalists, who are open to partnerships but not innovative; Skeptics, who are wary of partnerships; Solution Seekers, who are highly collaborative and innovative; and Disruptors, who prefer to act alone. The most important insights concern how to engage Traditionalists, who are open but narrow in their views, and Solution Seekers, who are the ideal collaborative partners. Understanding these profiles can help form more effective partnerships.
Strategy Development Process
This document outlines the strategic development process as presented by Dr. John Persico Jr. of Minnesota Consulting Alliance. It discusses the components of strategic development including strategic thinking, leadership, design, and implementation. It provides details on the vision, mission, and principles of strategic development. The goal of strategic development is to create both short and long-term opportunities that provide value to stakeholders. It emphasizes identifying and removing roadblocks to creating value through strategic leadership and eliminating pathological thinking. The document also outlines the ten strategic principles and eight dimensions of strategy that are key to effective strategic development.
Partnerships
This document discusses learning in partnerships. A partnership is a dynamic relationship between organizations pursuing shared goals through a rational division of labor based on each partner's comparative advantages. Effective partnerships balance organizational identity and mutuality through respect, decision-making, accountability, and transparency. Partnerships can lead to learning through knowledge sharing and the generation of new knowledge, which benefits the strategy, learning, and influence of the partner organizations. Factors like trust, communication, and a shared commitment to learning affect how much partners learn from each other.
Strategic alliance
Strategic alliances allow businesses to gain competitive advantages through accessing a partner's resources like markets, technologies, capital and personnel. The document defines strategic alliances as partnerships between two or more businesses that join together for a set period of time to pursue mutual interests while retaining independence. It discusses the characteristics, stages of formation, types, advantages and disadvantages, risks, success factors and provides an example of Apple's strategic alliance with Clearwell. In conclusion, strategic alliances can be a cost-effective growth strategy if managed properly to help companies develop and exploit their unique strengths through team efforts.
The Future of NGO Collaboration: Partnership to Convening
The Future of NGO Collaboration: Partnership to ConveningAgency for Cooperation and Research in Development
This document discusses trends affecting NGOs and collaboration models. It explores the spectrum of partnerships from functional to solidarity-based. While "partnership" is a contested term, collaborative relationships require relational capabilities like building trust, managing tensions, and supporting relationships. Relational skills, understanding context, sharing information, and handling differences in size are important capabilities for co-creation and convening. The document questions if ACORD values and identifies its relational capabilities to promote effective collaboration.Community Engagement
This document discusses community engagement and coalitions, noting that community engagement involves collaborating with community groups to address issues affecting well-being. It emphasizes focusing on community assets and needs, valuing community members as partners, and combining community wisdom with expertise. Coalitions are most effective when they build trust, recruit new resources and allies, and create better communication. This allows for strengthened communities and accountability as well as improved health outcomes. The document provides guidance on engaging communities in coalitions, including knowing the community, identifying relevant organizations, overcoming barriers, and providing opportunities for members to contribute.
Duin.Success Indicators
This document discusses indicators of successful partnerships and provides guidance on launching, maintaining, and sustaining partnerships. It emphasizes the importance of clarity of vision and purpose, commitment from partners, effective communication, and embedding partnerships into existing structures. Metrics for tracking partnership success include evidence that the partnership enhanced access, pedagogy, and was responsive to emerging needs. Successful "collabornauts" make connections between partners, introduce groups, and build relationships to benefit from combined resources.
Building Successful Communities
The idea of community is to bring people with diverse characteristics who are linked by social ties, share common perspectives together on a common platform and engage them in collective actions.
Modern technology based businesses have realized the potential of communities for profitability and sustainability. This session covers perspectives on how successful communities can be built for business advantage.
Strategic Alliances for Non-Profits
This document discusses strategic alliances, which are partnerships between organizations intended to achieve greater impact. It defines strategic alliances and provides examples of types, including associations, joint programming, shared services, and mergers/acquisitions. The document outlines key considerations for strategic alliances, such as identifying goals, finding the right partner, defining the collaboration in writing, addressing implementation challenges, and regularly communicating during implementation.
Similar to Strategic partnerships for woca (20)
Using Strategic Alliances To Open Doors June172010
Using Strategic Alliances To Open Doors June172010
Global Best Practices / Benchmark & Tips: How to Evaluate & Assess Business P...
Global Best Practices / Benchmark & Tips: How to Evaluate & Assess Business P...
How To Create Meaningful Constituent Relationships Webinar featuring 2Dialog ...
How To Create Meaningful Constituent Relationships Webinar featuring 2Dialog ...
The Future of NGO Collaboration: Partnership to Convening
The Future of NGO Collaboration: Partnership to Convening
More from Arts and Humanities Council of Montgomery County
FY24 Community Kickoff Slide Deck
Annual grantee kickoff event and program overview from the Arts and Humanities Council of Montgomery County for FY2024.
FY23 Community Kickoff Slide Deck.pptx
Annual grantee kickoff event and program overview from the Arts and Humanities Council of Montgomery County for FY2023.
FY 2022 kickoff slide deck
The document outlines the agenda for the AHCMC FY2022 kickoff meeting, including presentations on the organization's leadership, grants programs, marketing and constituent services teams, as well as breakout sessions and networking. It also provides data on grant funding amounts, applications received, and awards for FY2022. County appropriation for AHCMC increased to $5.7 million for FY2022.
AHCMC FY21 Kickoff
The document provides an agenda and information for an Arts and Humanities Council kickoff meeting for FY2021. The agenda includes updates on grants, constituent services, advocacy, and a panel discussion on programming and reopening the arts during the pandemic. The document also provides information on the Council's funding history, grants programs, marketing and advocacy efforts, and staff.
Facebook Advertising Bootcamp with Ceci Dadisman
This document provides an overview of Facebook advertising best practices for non-profit organizations. It discusses using Facebook Business Manager to manage ads and pages, creating effective ad campaigns with targeted audience segments, and developing a content calendar to deploy multiple promoted posts over time with a mix of engaging content like behind-the-scenes photos, videos, and artist spotlights. Custom audiences containing past supporters can also be used to retarget individuals who have previously interacted with the organization. The overall goal is to engage audiences with compelling content on Facebook to increase support and outreach.
MarketPower Marketing Seminar 2017
This document provides an overview of a data and marketing workshop. It introduces the presenter and outlines the agenda for the day, which includes sections on precision marketing, website optimization, email marketing, and social media. For each section, there is a brief introduction to the topic and exercises for participants. Traditional marketing is also discussed, with steps outlined for better understanding customers through data appending and merging existing customer data. The goal is to teach attendees how to use customer data and insights to improve their marketing strategies across various channels.
FY 2017 Kickoff Presentation
The annual kickoff meeting covered the following topics:
- Introductions and welcome from staff
- A new 40-year strategic plan for the Arts and Humanities Council
- FY17 grant awards, deadlines, and tips for success
- Updates on various programs and resources including CultureSpotMC, cooperative advertising, and professional development workshops
- Presentation on the economic impact study and public art in Montgomery County
- Grantee spotlight on capacity building
FY17 Kickoff presentation
The document summarizes the agenda and information presented at the Arts and Humanities Council of Montgomery County's annual kickoff meeting. The agenda included staff introductions, a new strategic plan focusing on inclusivity and diversity, grant award information for FY17 and deadlines for FY18, marketing and advocacy updates, and a networking reception. Additional sections provided information on the Council's mission, values, strategic goals, and grant programs. Charts and graphics showed funding amounts, numbers of grantees by region and discipline, and services provided to help grantees engage audiences and increase efficiency.
Strategic thinking for strategic planning
The document discusses the state of arts and humanities in Montgomery County, Maryland. It notes that the arts and culture enhance quality of life, drive the local economy, and convene communities. Montgomery County has many performing arts venues, galleries, theaters, and arts organizations that contribute to making the county one of the top places to live and a smart business location. The arts and humanities sector has grown the county's employment by 5.9% and brings in tourists. The Arts and Humanities Council of Montgomery County funds local arts and provides grants, and will be developing a new strategic plan to further support the sector.
2014 state of arts humanities montgomery county final
2014 state of arts humanities montgomery county finalArts and Humanities Council of Montgomery County
The document summarizes the state of the arts and humanities in Montgomery County, Maryland. It discusses how the arts enhance quality of life, drive the local economy, and convene communities. Montgomery County has many performing arts venues, galleries, theaters, and historical sites that attract tourists and make the county an attractive place to live and work. The arts and humanities sector has grown the county's employment and is an important part of its growing economy. The Arts and Humanities Council of Montgomery County provides funding to support local artists and organizations and is developing a new strategic plan to further promote the arts.Strategic Thinking for Strategic Planning
The document discusses the state of arts and humanities in Montgomery County, Maryland. It notes that the arts and culture enhance quality of life, drive the local economy, and convene communities. Montgomery County has many performing arts venues, galleries, theaters, and arts organizations that contribute to making the county one of the top places to live and a smart business location. The arts and humanities sector has grown the county's employment by 5.9% and brings in tourists. The Arts and Humanities Council of Montgomery County funds local arts and provides grants, and will be developing a new strategic plan to further support the sector.
Nonprofit energy alliance viii
The Non-Profit Energy Alliance is a collaboration between four organizations that allows non-profits in Montgomery County to purchase cheaper and greener electricity through group negotiations. Non-Profit Energy Alliance VIII will seek quotes from Clean Currents for 50-100% renewable energy for one or two years. Interested non-profits must submit paperwork by October 11th to participate. Clean Currents will provide quotes from October 22nd-25th and participating non-profits must sign agreements by October 25th. The goal is for non-profits to save money while supporting clean energy.
2013 state of arts humanities montgomery county
The document summarizes arts and humanities in Montgomery County, Maryland. It states that arts, heritage and culture enhance quality of life, drive the economy, and convene communities in the county. It then provides details on the large number of performing venues, galleries, theaters, historical venues, arts groups, and independent artists located in the county. It discusses how arts and cultural activities positively impact residents' quality of life and the county's business location. The document ends by outlining the county's budgets and grants for arts and humanities organizations in the current and upcoming fiscal years.
MarketPower Launch
Do&Go is expanding its services through a new partnership with MarketPower. This will double the number of calendars Do&Go events are listed on, expand cooperative advertising opportunities to new publications like the Washington City Paper and Bethesda Gazette, and offer more professional development resources for members. The partnership will provide more visibility for members' events while keeping cooperative ad rates discounted over 50%. Members can choose one of three tiers of involvement from $65 to $300 per year to receive benefits like calendar listings, ads, and workshops to help grow their business.
Nonprofit energy alliance vii
The Nonprofit Energy Alliance is a collaboration between four organizations that negotiates competitive and renewable electricity rates for nonprofits. Participating nonprofits can save an estimated $536,000 collectively while supporting clean energy. Nonprofit Energy Alliance VII allows nonprofits to purchase 50-100% renewable energy from Clean Currents at a negotiated rate. Interested organizations must submit information by April 10th to participate. The initiative aims to reduce costs and environmental impact for local nonprofits.
Mo coarts katie freeman
The document summarizes a seminar on disaster preparedness for arts organizations in Montgomery County. The agenda included introductions, an introduction to disaster planning, recovery planning in Montgomery County, and resources for arts organizations. The introduction to disaster planning section provided examples of arts organizations impacted by disasters and foundations providing support. The recovery planning section discussed forming a planning team and recovery support functions. The resources section listed questions for arts organizations around emergency preparedness and collections management.
Arts & Economic Prosperity IV - Montgomery County Data
Arts & Economic Prosperity IV - Montgomery County DataArts and Humanities Council of Montgomery County
The Montgomery County Arts & Economic Prosperity IV (AEP IV) study documents the key role played by the nonprofit arts and culture industry, and their audiences, in strengthening County's economy. Data from this study was released at the Montgomery County AEP IV Summit on September 19, 2012. Learn more at http://creativemoco.com/aep4!Non-Profit Energy Alliance: Sustainability Webinar
What everyday steps can your organization take to go green? Find out here in this sustainability presentation!
Montgomery County Public Safety Memorial Dedication
The document describes the dedication ceremony for the Montgomery County Public Safety Memorial held on April 20, 2012. The memorial honors fallen police officers and firefighters from Montgomery County, Maryland. Several local officials and family members of the fallen spoke at the dedication to pay tribute to the officers' sacrifice and remember those lost in the line of duty.
Non-Profit Energy Alliance V
The Nonprofit Energy Alliance is not a formal or contractual group, but an alliance of like-minded nonprofits who have joined together to use their collective purchasing power to not only secure competitive electricity supply at lower cost, but to protect the environment and build a greener economy. The Nonprofit Energy Alliance is a collaboration between the Arts and Humanities Council of Montgomery County, Nonprofit Montgomery and Nonprofit Roundtable of Greater Washington. More information is available at http://nonprofitenergyalliance.org.
More from Arts and Humanities Council of Montgomery County (20)
2014 state of arts humanities montgomery county final
2014 state of arts humanities montgomery county final
Arts & Economic Prosperity IV - Montgomery County Data
Arts & Economic Prosperity IV - Montgomery County Data
Non-Profit Energy Alliance: Sustainability Webinar
Non-Profit Energy Alliance: Sustainability Webinar
Montgomery County Public Safety Memorial Dedication
Montgomery County Public Safety Memorial Dedication
Strategic partnerships for woca
- 1. Strategic Partnerships Forge new strategic partnerships, Unleash your full leadership potential and Leverage your extensive network of connections in all sectors to Build strategic alliances that enhance and deepen your value proposition Presented by Suzan E. Jenkins, CEO Arts and Humanities Council of Montgomery County March 7, 2012