1. Risk Management through Organizational Governance, Network Citizenship, and Collaboration

2. Agenda Organizational Governance Network Citizenship Collaboration
Good Governance is really about Risk Management
What are the duties of board members?
UWW Membership Requirement C
The Nine Required Elements of Governance
Network Citizenship
The National Landscape
UWW’s Perspective
Collaboration
Why even talk about Collaboration?
The Collaborative Continuum
The Top 10 Essentials for Collaboration
Something New… The Collaboration Toolkit 2

3. Good Governance is really about Risk Management
“The minute you think you've got it made, disaster is just around the corner.” – Joe Paterno

4. Standards of Excellence
Risk management is the identification, assessment, and prioritization of risks followed by coordinated and economical application of resources to minimize, monitor, and control the probability and/or impact of unfortunate events or to maximize the realization of opportunities. 
Standards of Excellence
5.4: Risk Management  United Way is intentional and comprehensive in the protection of the organization’s assets (brand, financial, property, and people).

5. Kinds of Risk Management
Asset protection
D&O Liability
General Liability
Worker’s Compensation
Personal Property
Typically consult with professionals (insurance, legal, etc.) for advice on appropriate coverage
Financial
Internal controls
Mission
Brand management
Be/do/say

6. What is the linchpin to risk management?
Sound and effective governance… Boards need to manage risk right and manage the right risks.
What does this mean for United Way governing boards?

7. Good Governance for United Ways
Requirement C: United Ways will have an active, responsible, and voluntary governing body, which ensures effective governance over the policies and financial resources of the organization.
Implementation of Membership Requirement C
Creating and Maintaining Sound Governance
Part 1 - The Nine Required Elements of Good Governance
Part 2 - Recommended Best Practices, Sample Documents & Regulatory Reference Materials

8. What are the duties of board members?
Defined by case law, the duties of board members are the legal standards against which all actions taken (or not taken) are measured
They are collective duties and mandate active participation by all board members
Accountability is demonstrated by exercising the:
Duty of Care
Duty of Loyalty
Duty of Obedience

9. Duty of Care Requires that directors:
Be reasonably informed about the organization’s activities
Participate in decision-making of the board
Act in good faith and with the care of an ordinarily prudent person in comparable circumstances
In other words, they must pay attention to the organization’s activities and operations
In order to satisfy this duty, the board member must:
Attend meeting of the board and appropriate committees
Prepare in advance for meetings
Obtain information before voting to make appropriate decisions
Use independent judgment
Periodically examine the credentials and performance of those who serve the organization
Frequently review the organization’s finances and financial policies
Comply with filing requirements of periodic informational returns

10. Duty of Loyalty Requires that directors:
Exercise their power in the interest of the organization
Not exercise their power in the interest of another entity, particularly one with which they have a formal relationship
In other words, when acting on behalf of the organization, board members are expected to place the interests of the organization before any other personal or professional interests
In order to satisfy this duty, the board member must:
Disclose any conflicts of interest
Otherwise adhere to the organization’s conflict-of-interest policy
Avoid the use of corporate opportunities for their personal gain or other benefit
Not disclose confidential information concerning the organization
Note - Conflicts of interest are not inherently illegal
They can be common in both non-profit and for-profit
The important factor is the process by which the board manages these conflicts
Even the appearance of a conflict must be managed carefully

11. Duty of Obedience Requires that directors:
Comply with applicable federal, state, and local laws
Adhere to the organization’s governing documents
Remain guardians of the organization’s mission
In other words, they must make sure that they personally, and the organization they govern, follow the rules.
In order to satisfy this duty, the board member must:
Endeavour to be certain that the organization is in compliance with applicable regulatory requirements
Comply with and periodically review all documents governing the operations of the organization
Make decisions in advancement of the organization’s mission and within the scope of the entity’s governing documents

12. UWW Membership Requirement C

13. What the Requirement C Guidance is . . .
It is:
intended to be a tool that helps to ensure universal, effective governance to protect the United Way brand.
intended that the standards would provide each member with a clear picture of an organization that is well governed.
an attempt to strike an appropriate balance between requirements and recommendations to achieve national consistency and local autonomy.

14. . . . and what it is not It is not:
intended to be an operational manual which directs day-to-day management of a local United Way.
intended to confer upon the national organization the authority to remove a member from the United Way system based solely upon a few variations from the standards.

15. Implementation Standards for Membership Requirement C
Nine Required Elements of Good Governance
Complemented by Appendices loaded with samples to accelerate and facilitate implementation
Guidance is specific to United Ways but will ring true for any nonprofit
Effective January 1, 2011, with full implementation over the next months

16. Nine Required Elements of Good Governance
Defined Responsibilities
Board Training
Annual Report
Conflict of Interest Policy
Governance Documents
Meeting Procedures
Meeting Minutes
Compensation, Benefits and Business Expense Policies
Review of Audit & IRS Form 990

17. 1. Defined Responsibilities
The Bylaws of the organization will establish defined responsibilities in the following areas to be exercised by the Board, a committee, or some subset of the Board:
Executive
Board Development
Ethics
Finance
Audit
Executive Compensation - Because United Ways must protect the shared brand from headline risks, including those related to unreasonable executive compensation levels, all Metro 1 United Ways must annually provide CEO compensation information to the UWW Membership Accountability Committee.

18. 2. Board Training
Board training provides knowledge and understanding to board members so they can effectively carry out their roles as members of the organization's board of directors.
Selection of the particular training topics and training methods depend on the nature and needs of the organization.
Appendices provide a sample training agenda and the table of contents for a Board training manual

19. 3. Annual Report
The annual report is the single most important publication an organization can use to educate the public on how it fulfills its mission.
Recommended annual report components based on BBB/Wise Giving Alliance standards
Mission statement
Board of Directors
Program service accomplishments
Financial information

20. 4. Conflict of Interest Policy & Procedure
Conflicts arise when personal interests of a board member, volunteer or employee are potentially at odds with the best interests of the United Way.
The Board shall establish a conflict of interest policy that at a minimum addresses
How to resolve real or perceived conflicts
Annual and ongoing disclosure practices
Conflicts of interest happen and are not a problem per se.
Where they become a problem is when they have not been handled appropriately.
Disclosure disclosure disclosure
The duty of loyalty is breached when the director puts their interest in front of that of the corporation.

21. 4. Conflict of Interest Policy & Procedure (continued)
Additional steps may include:
Limitations on business transactions with board members and employees
Disclosures required (potential, perceived and real conflicts)
Recusal from decisions involving potential conflicts
Procedures to ensure fairness with business activity (e.g., competitive bidding process)
Appendix includes sample policies.

22. 5. Review Governance Documents
In order to exercise due diligence with regard to organizational governance:
Review governance documents at least once every three years
Conduct an annual meeting of its members in accordance with the bylaws
Distribute a copy of the current United Way bylaws to each director
Make available to the public a copy of the corporation’s Articles of Incorporation and Bylaws.

23. 6. Meeting Procedures An active and engaged Board will ensure that:
The United Way maintains strong governance practices and embraces accountability
At a minimum, United Way Boards must meet once every quarter
The Annual Meeting, if required under your bylaws, is not a substitute for a quarterly board meeting
Guidance for electronic polling of board members
Should only be used for special situations where quick board action is required, the board’s position is obvious and discussion is not required.
polling permitted if
State law permits it
UW’s bylaws permit
The board is unanimous in handling the matter this way and
The board is unanimous in its vote (all must be in favor or against the measure)

24. 7. Meeting Minutes
Written meeting minutes are needed for all meetings that meet the following criteria:
Conducted under authority of the organization’s governing board
Meetings that obligate the organization or recommend action to the governing board

25. 8. Compensation, Benefits and Expense Policy
Create and adhere to a well-designed and fully documented executive compensation program that will attract and retain qualified employees at all levels of responsibility who perform in a manner that permits the organization to achieve its objectives mission and goals.
Comply with all governing documents, Local, State, and Federal Laws and regulations.
Board members’ responsibility and the “rebuttable presumption of reasonableness.”
Three Conditions:
The compensation arrangement or terms of the transfer are approved in advance by the organization’s governing body or a committee of the governing body composed entirely of individuals who do not have a conflict of interest with respect to the arrangement.
The governing body or committee obtained and relied upon appropriate data as to the comparability prior to making its determination, and
The governing body or committee adequately documented the basis for its determination concurrently with making that determination.

26. 9. Review Audit and IRS Form 990
To ensure the highest level of accountability and transparency:
Both the annual audited financial statements and the IRS Form 990 provided to the Board
Copies of both documents available for public review on the organization’s website

27. United Way Business Model
Big Ideas :
Build impact strategies in education, income, and health that improve lives
Frame strategies as investment products
Segment and understand your markets
Connect investor aspirations with need/opportunity
Measured by :
Lives improved
Individuals engaged: giving, advocating, volunteering
Investor satisfaction and confidence
Long-term, sustained financial growth
Resources under management
Values :
Outward facing, engaged with the community, committed to community success
Accountability/ transparency
Operational Excellence
Customer-centered
Inclusiveness
Innovation/continuous improvement

28. Final Thoughts on Governance
Effective boards focus on strategy to accomplish the organization’s mission to advance the common good.
Governance is not management. See Governance is Governance:
Nine Required Elements are the minimum for sound governance.
Communicate to the community about your organization’s practices and policies.
About Governance is Governance: This timeless commentary was originally a speech by Kenneth N. Dayton to an INDEPENDENT SECTOR Leadership/
Management Forum in It was first published as a monograph in 1987, then updated in 1998 and again
in Governance Is Governance is one of the most popular INDEPENDENT SECTOR publications to date.
Quote:
governance is recognizing
the responsibility that, as a board member,
you have to protect the long-range future of
your organization and see to it that it fulfills its
obligations to its constituencies, however defined.
And by governance I mean that as a board
member you have to see to it that the organization
is well managed, rather than managing it
yourself. 28

29. System Citizenship and Collaboration
Network Citizenship
System Citizenship and Collaboration

30. The National Landscape
Patti does this slide

31. United Ways by Metro Size – January 2011
Metro size (Campaign in $)
Metro 1: 9, Metro 5: 750,000-1,000,000 Metro 9: 50, ,000
Metro 2: 4,000,000-9,000,000 Metro 6: 500, ,000 Metro 10: 50,000-25,000
Metro 3: 2,000,000-4,000,00 Metro 7: 200, ,000 Metro 11: $25,000 or less
Metro 4: 1,000,000-2,000,000 Metro 8: 100, ,000

32. The National Landscape
United Ways that have left the Network – State by State
WA-2
VT-1
ND-1
OR-1
MN-1
NH-4
SD-1
WI-4
NY-5
ID-1
MA-1
MI-3
CT-7
IA-1
PA-3
NJ-2
OH-9
IL-50
IN-2
UT-1
WV-3
CA-3
CO-1
VA-3
KS-4
MO-2
KY-1
NC-2
TN-1
AR-2
OK-1
NM-1
AR-4
SC-1
MS-1
AL-1
GA-2
TX-7
LA-1 32

33. The National Landscape33

34. Most everyone agrees that…
1,243 separate “back offices” is too many
Our network needs some consolidation
There is opportunity for greater economy and efficiency
Companies and individual donors don’t understand zip code boundaries
The general public should see United Way as a cohesive network 34

35. But unfortunately…
No one wants to be the one who gives up their “control”
Many think consolidation is code for “hostile takeover”
Many think efficiency is code for “someone loosing their job”
Companies and individual donors want to work with their “local” United Way
The community too often can’t see the “united” in United Way
Few want to share their information 35

36. So how do we establish a new paradigm?
Acknowledge that the environment has changed
Be mindful of Mission but focus on the Value Proposition
Build a Business Model that delivers Value
VALUE
United Way as a Mobilizing Force
Advancing the Common Good/EIH
Driving Revenue and Resources 36

37. Why We Exist and the Value We Add
Mission
To improve lives by mobilizing the caring power of communities around the world to advance the common good.
Value Proposition
We galvanize and connect a diverse set of individuals and institutions, and mobilize resources, to create long-term change. 37 37

38. Network Citizenship’s Role
If we wish to be successful “galvanizers” and “connectors”, we need to model that behavior
Too often, our focus is on what is good for us when it should be focused on what is good for all
We can’t expect our community partners to explore possibilities if we don’t explore them ourselves.

39. Network Citizenship: Webster’s New World Dictionary Definition
A system of interlacing lines, tracks, or channels
System:
A set or arrangement of things so related as to form a whole
As set of facts, rules, etc. arranged to show a plan
A method or plan
An established, orderly way of doing something
The body, or a number of bodily organs, functioning as a unit
Citizen:
A member of a state or nation (or group) who owes allegiance to it by birth or naturalization (or membership) and is entitled to full civil rights

40. Network Citizenship, from the legal perspective…
The United Way Worldwide Bylaws establish the concept of Network Citizenship when it states:
“Members shall refrain from taking any actions or conducting activities likely to damage the welfare, interests, or reputations of the United Way system.”

41. Network Citizenship, from the business perspective…
We need to cooperate with one another in order to maintain:
The public trust
The United Way Reputation & Brand value
The growth of resources available to our system

42. Network Citizenship, from the practical perspective…
The USA United Way Standards of Excellence incorporate the concept of Network Citizenship in Standard 4.8 which states:
“Your United Way’s relationships with other United Ways, state associations and USA national UW acknowledge that each member bears responsibilities toward others. The successes and failures of any one member impact the entire network. Your United Way fosters a high level of trust, information exchange and mutual help with others in the network to further our community impact mission, create a consistent brand experience, and support a strong network of United Ways locally, regionally, and nationally.”

43. Network Citizenship in action
Collaboration with other United Ways on common issues
Create opportunities for regional or statewide collaboration and resource-sharing on issues and initiatives that are relevant to multiple United Ways, including public policy and advocacy
Corporate Relationships
In shared territories, consult and work with other United Ways when asking for corporate gifts and involvement
National Impact
When compatible with identified local issues, implement initiatives that further United Way’s USA national impact agenda

44. Collaboration

45. “In the long history of mankind, those who learned to collaborate and improvise most effectively have prevailed.”
- - Charles Darwin - - 45

46. Why Even Talk about Collaboration?

47. The Environment Has Changed
Marketplace
Economy
Social Conditions
Global
Information / technology
Increased training / education required
Overreliance on old economy business
More nonprofits
Competition
Increasing diversity
People attached to causes, not institutions
More complex
Current ‘solutions’ not working
Basic building blocks of a good life still absent for many 47 47

48. Donors and others are asking us to do it…
“I have been a leadership donor for several decades… I’m concerned that inefficiencies in United Way are damaging the reputation”
“The lack of standardization among United Ways is not only costly, but results in avoidable inefficiencies”
“There is no reason to have separately incorporated United Ways in each county… UWW needs to insist that more consolidations occur so that donor dollars are used more effectively”
“Our organization submits funding requests and various reports to 22 United Ways in our 18 county service area… we have a full time person whose sole responsibility is to prepare these reports… even though United Ways fund only 3% or our budget.”

49. Our response to this seems obvious…
We need to increase our collective understanding of the United Way network’s existing collaborative efforts
We need to stay innovative in our approach to efficient/effective operations in these tough economic times
We need to propel the United Way network forward through greater collaboration among its members so that it will become more effective in its execution of a shared mission
Our for-profit counterparts are doing this so our donors expect us to consider its benefits too 49 49

50. Executing on the Business Model
Mobilization:
Executing on the Business Model
What will it take to become a mobilizing United Way?
A deeper focus on certain elements of the Standards of Excellence
Engage with the community
Create & deepen
relationships with individuals &
institutions
Develop strategies and focus actions
Mobilize resources
Align and execute on plans and strategies
Measure, evaluate & communicate results
This slide can be at the beginning or the end of the presentation but remember, on this slide you should highlight in red those elements that your session has a direct or perhaps indirect connection to.
If we wish to be effective, we will need to:
Operate as an integrated
and aligned organization
Have the right skills,
competencies
& leadership

51. UWW’s Perspective on Collaboration
Collaboration gets to the heart of the Business Model, specifically contributing to:
Greater network capacity locally, regionally and worldwide
More effective network design to put greater resources against mission and improve partner experience
Expanded base of donors, advocates, volunteers and supporters
Continue to enhance and build reputation and trust 51 51

52. Greater Network Capacity
Collaboration is less about “cutting costs” than it is about “effective deployment of resources”
Costs may go up at first, the key is the return on investment
Fewer generalists, more specialists
Working yourself out of a job isn’t necessarily a bad thing
How many times have you said, I would like to… but I just don’t have the time?
Allows local volunteers to focus more on local mission delivery
Allows staff to focus on new and traditional work 52

53. Effective Network Design
If you were going to design a UW network, would it look like what we have today?
Research suggests that we’ll be saying goodbye to our last donor in 2020 unless we change the way we approach our business
The “community” is redefining itself constantly
Network Design isn’t code for “let’s get rid of the small UWs”, its about acknowledging that we need to redefine our mission delivery network too
Sometimes “bigger” isn’t better, but if we don’t have an honest discussion about it, how will we know for sure? 53

54. Expanded Base More donors: More types of donors:
Reimagining the “Workforce” Campaign
Segmentation
Leveraging the Social Media
More types of donors:
ADT
Major Gifts
Planned Giving
More types of revenue:
Grants
Bequests
Services 54

55. Build Reputation and Trust
Headline Risk – It is easier to maintain a good reputation than to rebuild a bad one
Trust – One of our greatest assets
Accountability – It is what we do when no one is watching that defines who we really are
Transparency – The world is watching us, will they like what they see? 55

56. The Bottom Line…
United Way Worldwide is supportive of all kinds of collaborative efforts
Monitoring activities nationwide & creating learning opportunities (Community Impact Leadership & Learning Team)
Engaging a consultant to develop models (McCormick Group)
Providing member consultation (Membership Accountability Team)
Supporting studies & tools (Financial Issues Committee)
Upic Collaborative
Indiana Association of UW’s NP&AS 56 56

57. The Bottom Line… United Way Worldwide promotes collaborative efforts
UWW Staff Leader’s Conference
UWW Financial Management & Human Resources Forum
Mid-Winter Institute/Great Rivers Conference
The 10 “Must Haves” for Collaborations Webinar
Collaborations & Mergers Course
Intro to United Way Financial Operations & Accountability Course
Providing member consultation (Membership Accountability Team) 57 57

58. The Bottom Line…
United Way Worldwide facilitates collaborative efforts
Kansas City Collaboration & Merger
Metro Chicago Merger
San Bernardino/Riverside United Ways “Friendly Association”
Truist (formerly United eWay Collaborative)
UW Knowldege Café (Case Histories and Tools)
Providing member consultation (Membership Accountability Team) 58 58

59. “Collaboration is allowing someone else to influence how your money is to be used.”
- - Brian Gallagher - - 59

60. The Collaborative Continuum

61. The Collaborative Continuum
Initiatives
Communication
Shared
Services
Joint Ventures
Shared Governance
Merger
COMPLEX
SIMPLE
Instruments
Memorandum of Understanding or Letter of Agreement
Contract
Legal Filing 61 61 61

62. The Collaborative Continuum Types of Collaboration
Communication
All organizational collaborations begin with a conversation
We need to learn about each other
We need to determine common needs and wants
First conversations should not have predictable expectations
Trust is developed face-to-face - - not over telephones, through s or memos 62 62

63. The Collaborative Continuum Types of Collaboration
Shared Services
Two or more organizations agree to jointly purchase or operate a service to be shared among the participants.
Possibilities could include:
Joint purchasing
Using excess capacity in one entity to service others
Joining forces to obtain a service that will be needed by all
Other? 63 63

64. The Collaborative Continuum Types of Collaboration
Joint Ventures
Two or more organizations agree to partner in the creation, development and/or operation of a service needed by all
Possibilities could include:
Creating a joint call center (211)
Combining marketing resources
Combining campaign staff
Other? 64 64

65. The Collaborative Continuum Types of Collaboration
Shared Governance
Two or more organizations create an entity to perform a service for all and share equally (or though some proportionality) its governance
Almost always requires creating a new corporation
Possibilities could include:
A call center
An entity for most purchasing
An entity to operate and manage property used by all 65 65

66. The Collaborative Continuum Types of Collaboration
Merger
Two or more organizations formally become one corporation
Dissolution (versus merger) is not a good option
Merger is the ultimate collaboration
Merger is the ultimate shared governance 66 66

67. The Collaborative Continuum Types of Instruments
Memorandum of Understanding (MOU)/Letter of Agreement (LOA)
Falls short of a contract but contains some of the same elements
Should not be used where significant funds are involved
If trust is a problem, it’s a good place to start
Strength = easy to negotiate and requires little time (relatively)
Weakness = easy to walk away, usually without penalty 67 67

68. The Collaborative Continuum Types of Instruments
Contracts
Formalizes collaborative initiatives far more than MOU/LOAs
Strengths:
Defines the length and cost of the agreement
Can be used where big money is involved
Not as easy to exit
Weaknesses:
More time needed for negotiation
Involves lawyers (costly) 68 68

69. The Collaborative Continuum Types of Instruments
Legal Filings
Needed for most forms of shared governance and all mergers
Strengths:
Usually permanent - - must work things out
Generally reduces financial risk
Weaknesses:
Complexity – longer time to negotiate, more people involved
Involves lawyers and CPAs (can be very costly) 69 69

70. Top 10 Essentials for Collaboration70 70

71. #1 - Establishing “Trust”
What ever the reason, if the parties don’t develop trust, you will never get out of the starting block.
If you don’t maintain trust, it will quickly fall apart
#2 - Be Persistent
There is no way around it, these things simply take time
Just because they said “no”, is no reason to give up 71 71

72. #3 - Identify a “Champion”
Someone involved in the collaboration must be sufficiently committed to seeing the process through to a successful completion to best guarantee that the project maintains its momentum.
#4 - Operational Imperative
Internal or external conditions change to a degree that all partners agree that “we have to do something different.”
The imperative creates a sense of urgency that keeps the momentum of the project moving 72 72

73. #5 - Responsible Governing Body
At the outset of the collaboration, parties should develop a governing body that will guide the work of the collaboration and define its role relative to the local United Way’s board of directors
#6 - Governance Policies
Written governance policies provide structure and continuity.
Provides parameters for group interaction, dynamics, and norms. 73 73

74. #8 - Right Players at the Table
#7 - Mission Alignment
Collaborations are not successful if organizations are moving in different directions, leaders disagree on objectives, or philosophies differ significantly.
#8 - Right Players at the Table
People with the “know how” and passion
People who are respected and willing to trust 74 74

75. #9 - Financial Commitment
Each partner involved in the collaboration is committed to investing in the partnership according to their ability
Financial benefits of the collaboration are also shared…and agreed upon in advance
#10 – Commonalities
Similar community demographics & needs
Similar directives from the community or the boards
Similar goals 75 75

76. Something New… The Collaboration Toolkit

77. Focused on Shared Service Collaboratives Information Technology
To properly assess whether an organization is a candidate for collaboration of information technology (IT) services it’s important to understand its key information technology platforms and processes.
Hardware
Software
IT Services
The primary benefits of collaboration fall into four categories:
Gain efficiency/productivity—management focus
Save money
Reduce Risk-Increase security or control
Access to IT expertise/technology

78. Focused on Shared Service Collaboratives Financial Services
Deciding whether or not to enter a collaborative arrangement for financial services requires a better understanding of several factors:
Financial service overview
Key financial processes
Benefits of collaborative financial services
Potential partners to consider
Service level Agreements

79. Trust is the essential ingredient for a successful collaboration.
The amount of trust between the partners will determine where the collaboration falls on the continuum of collaborative efforts.
As trust grows, it is likely that the partners’ willingness to let each other “see behind the curtain” will grow and that leads to bigger and bigger “leaps of faith”.
For example:
In the beginning, a collaborative effort may start with a simple data entry agreement.
As time goes on and a working relationship develops where expectations are met, the partners might decide to move to a closer relationship where they are likely to be less concerned about loss of control and the confidentiality of their information.

80. 800 Pound Gorilla #1: We’ll loose our identity…
Affirm often that local identity is as important as centralized administration
Use a central board for governance
Use local advisory committees
Keep the offices open until it seems “obvious” that a better location exists
Ask yourself often if keeping a particular “community” structure operating is only perpetuating an artificial differentiation
Integrate support for local with support for region
Use collaboration as an opportunity to propel change in other areas 80 80

81. 800 Pound Gorilla #2: I’ll loose my job…
Use of the skills inventory will help to match up existing staff with new positions
A bookkeeper may turn out to be a great grant writer
A small office Executive Director may turn out to be a great Planned Giving Officer
Naturally you can only have one of some jobs but there are other opportunities in the UW system for good people who can see beyond what is, to what can be
Some people will leave because they aren’t ready for the change and some others will leave for reasons all their own… and that’s OK 81 81

82. Deciding if collaboration is for you..

83. Key Decision/Action Point #1
Determine if your local United Way is a candidate for collaboration, ask your self questions such as:
Do you have high turnover in the area/department for which you are considering the collaboration?
Will this collaboration strengthen your internal control environment?
Will the collaboration increase capacity?
Do you have difficulty maintaining current best practices in this area?
if “yes”…

84. Key Decision/Action Point #2
Determine if a specific type of collaboration is appropriate for you, ask yourself questions such as:
Will the collaboration reduce risk?
Is or should the service be a core competency of your United Way?
Is your Board of Directors comfortable yielding to or sharing control of this operation with an external party?
Once you identify a “yes”…

85. Key Decision/Action Point #3
Develop a business case for collaboration
Assess the key business objectives you are is trying to achieve
Determination of what is within the scope of the collaboration and what is out of scope
Spell out a timeline of events that are expected to ensue and
Do a financial analysis
if your Board finds it compelling, then…

86. Key Decision/Action Point #4
Begin to negotiate a collaborative agreement with questions such as the following in mind:
Will the collaboration result in a higher level of quality, expertise and/or service?
Will the collaboration increase capacity?
Will the collaboration result in a more seamless service delivery?
Will the service delivery be more donor-centric?
Will the collaboration increase flexibility to adapt to changing circumstances?

87. Questions?

88. Thank you!!! Ken Euwema, Vice President - Membership Accountability United Way Worldwide (Alexandria, Virginia) 88 88