1. Using Collaboration to Build Your Volunteer Capacity

2. “Collaboration is “a mutually beneficial and well-defined relationship that involves people from different organizations, agencies, sectors or the community joining together to achieve a common goal.
That goal could not be achieved as efficiently (or at all) by any one person, organization or sector. The result is a highly shared endeavor in which members eventually commit themselves as much to the common goal as to the interests of their respective organizations.”
- Corporation for National and Community Service,
Types of Partnerships

3. Today’s Discussion … Community entry and relationship building
Stages in building collaboration
Sector trends
Success factors and challenges
Going the distance. A roadmap for developing relationships
Growing capacity by training volunteers in organizing and leadership

5. Community Entry and Relationship Building

6. Stages in Collaboration
Connection
Cooperation
Coordination
Collaboration

7. Why Collaborate? Shared Concern Pool Power Add Diversity
Overcome Gridlock (get unstuck)
Increased Ability to Handle Complex Issues

8. Sector Trends

9. Discussion
Consider one aspect of a relationship in which your organization is or would like to be involved:
What is your “value add” to the relationship? What have you learned that you’d like to share?
What techniques did you use to maximize the relationship?
What would you do differently if you had to do it again?

10. Peter F. Drucker Foundation for Nonprofit Management, 2002
Meeting the Collaboration Challenge Workbook: Developing Strategic Alliances Between Nonprofit Organizations and Businesses,
Peter F. Drucker Foundation for Nonprofit Management, 2002

11. Success Factors Environment Organizational Commitment
Purpose and Trust
Resources
Organizational Commitment
Clear objectives and shared expectations
Process & Structure
Communication

12. Challenges Driven by self-interest Vague idea of what will happen
Let’s get started and see how/ where it goes
Parties that don’t know and/or trust each other
Individually-based interests

13. Road Map for Developing Relationships
PREPARE
PLAN
DEVELOP
RENEW
Identify assets & capabilities you bring to alliance
Mapping strategic relationships
Develop purpose and fit statements for each alliance
Prepare for alliance appraisal
Research potential alliances for strategic fit/ benefits
Update your operating plan
Determine benefits from alliance
Develop management process for each alliance
Review your portfolio of alliances
Identify strategic goals and readiness
Design outreach approach for each potential alliance
Delegate responsibilities to guide alliances
Assess against current relationships
— Adapted from Meeting the Collaboration Challenge Workbook,
Drucker Foundation, 2002 13

14. Road Map for Developing Relationships
PREPARE
Identify assets & capabilities you bring to alliance
Strong mission, visibility, access, communication & networks, expertise, programs, volunteers/ opportunities, leadership, etc.
Determine benefits from alliance
Knowledge, programs, access, revenues, facilities, recognition, issue awareness, etc.
Identify strategic goals and readiness
Strategic goals, good governance, sound policies, effective management, quality programs, sound finances, culture of volunteering, etc.
Delegate responsibilities to guide alliances
Identify appropriate level and alignment of responsibilities. Clarify role and scope of work.
Assess against current relationships
Characterize your current relationships against the criteria above

15. Road Map for Developing Relationships
PLAN
Mapping strategic relationships
Philanthropic----Transactional----Integrative
Research potential alliances for strategic fit/ benefits
Compatibility of mission and values; ability to serve your primary customers, brand strategy, exchange of assets & capabilities, capacity to operationalize, risks, etc.
Design outreach approach for each potential alliance
Identify contacts, plan initial discussion, decide on info and materials to be shared, plan next steps and follow-up

16. Road Map for Developing Relationships
Develop purpose and fit statements for each alliance
Articulate the fit: Mission, capabilities, objectives, strategy
Develop management process for each alliance
Plan for: Marketing and visibility; relationship management, operationalizing; building trust and commitment; creating learning and volunteer opportunities; developing innovations; appraising outcomes; etc.

17. Road Map for Developing Relationships
RENEW
Prepare for alliance appraisal
Strategic fit; capabilities, objectives, contributions, management plan, significance to client; unexpected consequences; etc.
Update your operating plan
Elements of a relationship portfolio:
Profile of the nonprofit, business and government entity
Description of the relationship
Enclose Memorandum of Agreement/ Understanding
Primary contact information (Relationship manager)
Key markets, stakeholders
Assets, structure
Governing body/owners
Key internal contact (Relationship manager of partner)
Communication plan
Learning and volunteer opportunities
Frequency and outcome of assessments and partner performance
Review your relationship portfolio

18. Assessing your relationships
Connection with purpose and people
Clarity of purpose
Congruency of mission, strategies, values
Creation of value
Communication among partners
Continued learning
Commitment to the partnership
— Adapted from Meeting the Collaboration Challenge Workbook,
Drucker Foundation, 2002

19. Cincinnati, OH GrinUp!

20. Collin County, TX. Interfaith Symposium

21. Chattanooga, TN Seeds of Change

22. Grow your Volunteer Capacity
Culture of public service and leadership
Participatory decision-making
Shared leadership
Facilitate (internal, external) community conversations

23. Grow your Volunteer Capacity
Training and learning opportunities
Shared understanding of vision, outcomes/ objectives and roles
Opportunities to develop competencies
Shared values (discipline, accountability, integrity, trust, etc.)
Open communication and clear messaging

24. Grow your Volunteer Capacity
Internal operations
Policies and planning
Networking. “A net that works”
Effective communications
Relationship management
A learning environment
Multicultural, inclusive
Assessment and appraisal

25. References
Meeting the Collaboration Challenge Workbook: Developing Strategic Alliances Between Nonprofit Organizations and Businesses, Peter F. Drucker Foundation for Nonprofit Management, 2002
The Harwood Institute Community Conversation Kit
content/uploads/2013/04/CommunityConversationKit1.pdf
David Brooks commentary: Political dysfunction a symptom of atomized society
dysfunction-a-symptom-of-atomized-society.html

26. Thoughts? Comments? Questions?