DOCSLIB.ORG

Collaboration

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Collaboration Partnership, Collaboration: depend on partnerships with local housing Why Form a Partnership? authorities and private development firms to What is the Difference? provide shelter and transitional housing units for With a strong partnership, your organization may their homeless clients. have access to more financial resources, tangible A legal partnership is a contractual relationship resources, people resources, licensed client involving close cooperation between two or more Collaborations are the most immediate, economical services, and professional expertise. Investors, parties having specified and joint rights and way to enhance the services an organization can such as foundations and government grants, will responsibilities. Each party has an equal share of offer homeless veterans. Gaining access to services be more likely to consider your program the risk as well as the reward. that are already provided by community-based proposals because more areas of need are organizations and agencies is critical in containing A collaboration involves cooperation in which addressed and there is less duplication of services. costs while maximizing program benefits. Support parties are not necessarily bound contractually. organizations, in turn, can justify funding requests There is a relationship, but it is usually less formal based on services they offer to homeless veterans. How do you find and select a than a binding, legal contract and responsibilities partner? may not be shared equally. A collaboration exists Where to Find Vital Services when several people pool their common interests, • Define what your clients needs are (both assets and professional skills to promote broader The following is a list of services most homeless current and future). interests for the community’s benefit. The most veterans will need to regain control of their lives, • Determine what organizations currently have important thing to remember is: Organizations and where you should look in your community to resources you would like to provide to your don't collaborate – people collaborate. find them. clients. It is important to create and nurture both types of • Employment Assistance – The Department of • Look for organizations or groups that share an relationships to strengthen your organization and Labor stations veterans representatives at state alignment with your mission, vision, or enhance the services it provides. Not only does employment offices, One-Stop Career Centers, and objectives. that help your homeless clients, but it makes your many homeless veteran programs nationwide. • Look beyond traditional pairing, be creative in program more competitive when applying for Look in your local phone book blue pages under who you approach. Don’t be afraid to look at government grants and more attractive to “Employment.” nontraditional organizations such as faith based corporate and private funding sources. • Vocational Training – Many homeless service communities. You want your partnership to be providers work with local employers and industries diverse and reflect the community in which you Why Collaboration is Essential to provide training and employment opportunities serve. for their clients. Have your board of directors use their influence Providing shelter or housing alone will not end • Veterans benefits counseling – Available • homelessness. Successful programs, those that through Department of Veterans Affairs (VA) and leverage to make connections for your help individuals and families regain economic Regional Benefits Offices, community VET organization. independence, offer access to health care, Centers, Veteran Service Organizations, County substance abuse and mental health services, Veteran Service Officers (go to www.nchv.org and Organizations you should employment assistance, behavior and life skills click on “Resources” for contact information). counseling, financial assistance, legal aid, and contact: • Life skills and behavior counseling – Local follow-up case management support. colleges, the faith community, family crisis centers, • Community-based service providers Providing access to some services will require public school system adult programs, county health • Faith-based organizations and churches departments and local businesses may offer these legally binding contracts with providers – such as • Civic and fraternal organizations medical care and most substance abuse treatment services, or be willing to help develop them. • Veteran Service Organizations programs. The contracts specify which services • Mental health support – Contact your local are available, at what cost, how they will be paid health department, or check the National Alliance • Charitable organizations for, and limits to liabilities and other protections for the Mentally Ill (NAMI) website at • Local government service agencies www.nami.org to find services in your area. for the parties involved. Some organizations Successful Partnership Factors Resources Effective Environment • Continuum of Care – “A Place at the Table: • Look at the history of collaboration or Homeless Veterans and the Local Homeless Assistance Planning Networks” Community cooperation within the community, what has http://www.hud.gov/offices/cpd/homeless/library worked in the past. coc/index.cfm • Connect with a group that is seen as a leader Collaboration in the community to assist you in the process This guide is designed to help organizations serving homeless veterans participate in homeless • Make sure that the political/social climate is favorable, i.e. is it an election year? assistance program planning networks. Membership Characteristics • Building Strategic Relationships: How to Extend your Organization’s Reach Through • All members must maintain mutual respect, Partnerships, Alliances,and Joint Ventures by understanding and trust. William Bergquist (Order from Jossey-Bass • Have an appropriate cross-section of members Publishers, 350 Sansome St., San Francisco, CA so that all of the community is represented 94101, 415-433-1767, www.josseybass.com.) ® equally. • The Collaboration Challenge: How Nonprofits • Members need to see the collaboration as a benefit to their self interest and Business Succeed through Strategic Alliances • All must be willing to compromise. by James Austin (Order from Jossey-Bass NATIONAL Publishers, 350 Sansome St., San Francisco, CA Process and Structure of the Group 94101, 415-433-1767, www.josseybass.com.) COALITION • Members share a stake in both the process and • Collaboration: What Makes It Work, Amherst outcome. for H. Wilder Foundation (Order from the Publishing • There is a multi-layer check in the decision Center, 919 Lafond Ave., St. Paul, MN 55104, HOMELESS making process, one group does not possess too 800-274-6024, www.wilder.org.) much power. VETERANS • Flexibility to change with the community’s • Collaboration Handbook: Creating, Sustaining, needs. and Enjoying the Journey, Amherst H. Wilder Foundation (Order from the Publishing Center, • There is a clear understanding of roles and policy guidelines. 919 Lafond Ave., St. Paul, MN 55104, 800-274- 6024, www.wilder.org.) 333½ Pennsylvania Avenue, SE The group is able to adapt and change when • Washington, DC 20003-1148 needed. • Beyond Collaboration: Strategic Restructuring Phone: 202-546-1969/Fax: 202-546-2063 Toll free: 1-800-VET-HELP Communication of Nonprofit Organizations (booklet), published by the James Irvine Foundation and the National Fax 1-888-233-8582 • Established and closely maintained formal and Center for Nonprofit Boards. (For copies contact E-mail: [email protected] informal lines of communications. the James Irvine Foundation, One Market, Stuart Website: www.nchv.org • You want to make sure you create an Tower, Suite 2500, San Francisco, CA 94105, environment in which all participants are 415-777-2244. encouraged to make contributions. .
Load more

Recommended publications
  • Certificate of Organization (LLC
    Secretary of the State of Connecticut OFFICE USE ONLY PHONE: 860-509-6003 • EMAIL: [email protected] • WEB: www.concord-sots.ct.gov CERTIFICATE OF ORGANIZATION • Use ink. • Print or type. LIMITED LIABILITY COMPANY – DOMESTIC • Attach additional 8 ½ x 11 sheets if necessary. FILING PARTY (Confirmation will be sent to this address): NAME: FILING FEE: $120 MAILING ADDRESS: Make checks payable to “Secretary of the State” CITY: STATE: ZIP: – 1. NAME OF LIMITED LIABILITY COMPANY (required) (Must include business designation such as LLC, L.L.C., etc.): 2. PRINCIPAL OFFICE ADDRESS (required) (Provide full address): (P.O. Box unacceptable) STREET: CITY: STATE: ZIP: – 3. MAILING ADDRESS (required) (Provide full address): (P.O. Box IS acceptable) STREET OR P.O. BOX: CITY: STATE: ZIP: – NOTE: COMPLETE EITHER 4A BELOW OR 4B ON THE FOLLOWING PAGE, NOT BOTH. 4. APPOINTMENT OF REGISTERED AGENT (required): A. If Agent is an individual, print or type full legal name: _______________________________________________________________ Signature accepting appointment ▸ ____________________________________________________________________________________ BUSINESS ADDRESS (required): CONNECTICUT RESIDENCE ADDRESS (required): (P.O. Box unacceptable) Check box if none: (P.O. Box unacceptable) STREET: STREET: CITY: CITY: STATE: ZIP: – STATE: CT ZIP: – CONNECTICUT MAILING ADDRESS (required): (P.O. Box IS acceptable) STREET OR P.O. BOX: CITY: STATE: CT ZIP: – PAGE 1 OF 2 Rev. 04/2020 Secretary of the State of Connecticut OFFICE USE ONLY PHONE: 860-509-6003 • EMAIL: [email protected]
    [Show full text]
  • Partnership Management & Project Portfolio Management
    Partnership Management & Project Portfolio Management Partnerships and strategic management for projects, programs, quasi- projects, and operational activities In the digital age – we need appropriate socio-technical approaches, tools, and methods for: • Maintainability • Sustainability • Integration • Maturing our work activities At the conclusion of this one-hour session, participants will: • Be able to define partnership management and project portfolio management. • Be able to identify examples of governance models to support partnerships. • Be able to share examples of document/resource types for defining and managing partnerships within project portfolio management. • Be able to describe how equity relates to partnerships and partnership management. Provider, Partner, Pioneer Digital Scholarship and Research Libraries Provider, Partner, Pilgrim (those who journey, who wander and wonder) https://www.rluk.ac.uk/provider-partner-pioneer-digital-scholarship-and-the-role-of-the-research-library-symposium/ Partners and Partnership Management Partner: any individual, group or institution including governments and donors whose active participation and support are essential for the successful implementation of a project or program. Partnership Management: the process of following up on and maintaining effective, productive, and harmonious relationships with partners. It can be informal (phone, email, visits) or formal (written, signed agreements, with periodic review). What is most important is to: invest the time and resources needed to
    [Show full text]
  • Some Collaborative Systems Approaches in Knowledge-Based Environments
    18 Some Collaborative Systems Approaches in Knowledge-Based Environments Mihaela I. Muntean West University of Timisoara, Faculty of Economics and Business Administration Romania 1. Introduction Collaboration represents a strategic alternative to the monolithic approach to business development and competition. It involves a different approach to business – focused on managing business relationships between people, within or without groups, and within and between organizations. Fig. 1. Collaboration – A Business Strategy (http://literacy.kent.edu/CommonGood ) In the present global economy, strongly influenced by IT (information technology) and information systems evolution, the modern organizations try to face the challanges by adjusting their strategies and restructuring their activities, for aligning them to the new economy requirements. It is certain, that the enterprise’s performance will depend on the capacity to sustain collaborative work. The evolution of information systems in these collaborative environments led to a sudden necessity to adopt, for maintaining all kind of virtual activities/processes, the latest technologies/systems that are capable to support integrated collaboration in business services. It is obvious that, all collaborative environments (workgroups, practice communities, collaborative enterprises) are based on knowledge, and between collaboration and knowledge management (KM) there is a strong interdependence. Therefore, we focused on how collaborative systems are capable to sustain knowledge management and their impact on optimizing the KM life cycle. Some issues regarding collaborative systems are explored and a portal-based IT solution that sustains the KM life cycle is highlighted. In addition, an agile development framework for portals will be proposed www.intechopen.com 380 New Research on Knowledge Management Models and Methods 2.
    [Show full text]
  • Collaboration: a Framework for School Improvement Collaboration: a Framework for School Improvement
    Collaboration: A Framework for School Improvement Collaboration: A Framework for School Improvement LORRAINE SLATER University of Calgary Abstract: The ability to work collaboratively with others is becoming an essential component of contemporary school reform. This article reviews current trends in school reform that embody collaborative principles and also draws on the literature to provide a theoretical overview of collaboration itself. The article then outlines the findings from a qualitative, self-contained focus group study that involved 16 individuals (parents, teachers, and administrators) who were selected using a purposeful sampling technique. According to Patton (1990), “the purpose of purposeful sampling is to select information rich cases whose study will illuminate the questions under study” (p.169). Accordingly, because of their experience in collaborative school improvement activities, the participants were able to assist the researcher in addressing the general research question, what are the understandings, skills, and attitudes held by participants in school improvement initiatives that result in successful collaboration. This study allowed the essential nature of collaboration to show itself and speak for itself through participants’ descriptions of their experiences. The findings are presented within a graphic conceptualization that not only represents the large number of issues that participants identified in their collaborations, but also demonstrates the complexity of the interrelations between these issues and school improvement. The model provides a framework for thinking about the school improvement process that is anchored in collaboration. Introduction Themes of teacher empowerment and professionalism, school-based management, shared decision making, and choice and voice for parents have dominated school reform in the last decade.
    [Show full text]
  • Organizational Culture Model
    A MODEL of ORGANIZATIONAL CULTURE By Don Arendt – Dec. 2008 In discussions on the subjects of system safety and safety management, we hear a lot about “safety culture,” but less is said about how these concepts relate to things we can observe, test, and manage. The model in the diagram below can be used to illustrate components of the system, psychological elements of the people in the system and their individual and collective behaviors in terms of system performance. This model is based on work started by Stanford psychologist Albert Bandura in the 1970’s. It’s also featured in E. Scott Geller’s text, The Psychology of Safety Handbook. Bandura called the interaction between these elements “reciprocal determinism.” We don’t need to know that but it basically means that the elements in the system can cause each other. One element can affect the others or be affected by the others. System and Environment The first element we should consider is the system/environment element. This is where the processes of the SMS “live.” This is also the most tangible of the elements and the one that can be most directly affected by management actions. The organization’s policy, organizational structure, accountability frameworks, procedures, controls, facilities, equipment, and software that make up the workplace conditions under which employees work all reside in this element. Elements of the operational environment such as markets, industry standards, legal and regulatory frameworks, and business relations such as contracts and alliances also affect the make up part of the system’s environment. These elements together form the vital underpinnings of this thing we call “culture.” Psychology The next element, the psychological element, concerns how the people in the organization think and feel about various aspects of organizational performance, including safety.
    [Show full text]
  • Partnership Agreement Example
    Partnership Agreement Example THIS PARTNERSHIP AGREEMENT is made this __________ day of ___________, 20__, by and between the following individuals: Address: __________________________ ___________________________ City/State/ZIP:______________________ Address: __________________________ ___________________________ City/State/ZIP:______________________ 1. Nature of Business. The partners listed above hereby agree that they shall be considered partners in business for the following purpose: ______________________________________________________________________________ ______________________________________________________________________________ 2. Name. The partnership shall be conducted under the name of ________________ and shall maintain offices at [STREET ADDRESS], [CITY, STATE, ZIP]. 3. Day-To-Day Operation. The partners shall provide their full-time services and best efforts on behalf of the partnership. No partner shall receive a salary for services rendered to the partnership. Each partner shall have equal rights to manage and control the partnership and its business. Should there be differences between the partners concerning ordinary business matters, a decision shall be made by unanimous vote. It is understood that the partners may elect one of the partners to conduct the day-to-day business of the partnership; however, no partner shall be able to bind the partnership by act or contract to any liability exceeding $_________ without the prior written consent of each partner. 4. Capital Contribution. The capital contribution of
    [Show full text]
  • Limited Liability Partnerships
    inbrief Limited Liability Partnerships Inside Key features Incorporation and administration Members’ Agreements Taxation inbrief Introduction Key features • any members’ agreement is a confidential Introduction document; and It first became possible to incorporate limited Originally conceived as a vehicle liability partnerships (“LLPs”) in the UK in 2001 • the accounting and filing requirements are for use by professional practices to after the Limited Liability Partnerships Act 2000 essentially the same as those for a company. obtain the benefit of limited liability came into force. LLPs have an interesting An LLP can be incorporated with two or more background. In the late 1990s some of the major while retaining the tax advantages of members. A company can be a member of an UK accountancy firms faced big negligence claims a partnership, LLPs have a far wider LLP. As noted, it is a distinct legal entity from its and were experiencing a difficult market for use as is evidenced by their increasing members and, accordingly, can contract and own professional indemnity insurance. Their lobbying property in its own right. In this respect, as in popularity as an alternative business of the Government led to the introduction of many others, an LLP is more akin to a company vehicle in a wide range of sectors. the Limited Liability Partnerships Act 2000 which than a partnership. The members of an LLP, like gave birth to the LLP as a new business vehicle in the shareholders of a company, have limited the UK. LLPs were originally seen as vehicles for liability. As he is an agent, when a member professional services partnerships as demonstrated contracts on behalf of the LLP, he binds the LLP as by the almost immediate conversion of the major a director would bind a company.
    [Show full text]
  • Basic Concepts Page 1 PARTNERSHIP ACCOUNTING
    Dr. M. D. Chase Long Beach State University Advanced Accounting 1305-87B Partnership Accounting: Basic Concepts Page 1 PARTNERSHIP ACCOUNTING I. Basic Concepts of Partnership Accounting A. What is A Partnership?: An association of two or more persons to carry on as co-owners of a business for a profit; the basic rules of partnerships were defined by Congress: 1. Uniform Partnership Act of 1914 (general partnerships) 2. Uniform Limited Partnership Act of 1916 (limited partnerships) B. Characteristics of a Partnership: 1. Limited Life--dissolved by death, retirement, incapacity, bankruptcy etc 2. Mutual agency--partners are bound by each others’ acts 3. Unlimited Liability of the partners--the partnership is not a legal or taxable entity and therefore all debts and legal matters are the responsibility of the partners. 4. Co-ownership of partnership assets--all assets contributed to the partnership are owned by the individual partners in accordance with the terms of the partnership agreement; or equally if no agreement exists. C. The Partnership Agreement: A contract (oral or written) which can be used to modify the general partnership rules; partnership agreements at a minimum should cover the following: 1. Names or Partners and Partnership; 2. Effective date of the partnership contract and date of termination if applicable; 3. Nature of the business; 4. Place of business operations; 5. Amount of each partners capital and the valuation of each asset contributed and date the valuation was made; 6. Rights and responsibilities of each partner; 7. Dates of partnership accounting period; minimum capital investments for each partner and methods of determining equity balances (average, weighted average, year-end etc.) 8.
    [Show full text]
  • Limited Partnerships
    INTELLECTUAL PROPERTY AND TRANSACTIONAL LAW CLINIC LIMITED PARTNERSHIPS INTRODUCTORY OVERVIEW A limited partnership is a business entity comprised of two or more persons, with one or more general partners and one or more limited partners. A limited partnership differs from a general partnership in the amount of control and liability each partner has. Limited partnerships are governed by the Virginia Revised Uniform Partnership Act,1 which is an adaptation of the 1976 Revised Uniform Limited Partnership Act, or RULPA, and its subsequent amendments. HOW A LIMITED PARTNERSHIP IS FORMED To form a limited partnership in Virginia, a certificate of limited partnership must be filed with the Virginia State Corporation Commission. This is different from general partnerships which require no formal recording with the Commonwealth. The certificate must state the name of the partnership,2 and, the name must contain the designation “limited partnership,” “a limited partnership,” “L.P.,” or “LP;” which puts third parties on notice of the limited liability of one or more partners. 3 Additionally, the certificate must name a registered agent for service of process, state the Post Office mailing address of the company, and state the name and address of every general partner. The limited partnership is formed on the date of filing of the certificate unless a later date is specified in the certificate.4 1 VA. CODE ANN. § 50, Ch. 2.2. 2 VA. CODE ANN. § 50-73.11(A)(1). 3 VA. CODE ANN. § 50-73.2. 4 VA. CODE ANN. § 50-73.11(C)0). GENERAL PARTNERS General partners run the company's day-to-day operations and hold management control.
    [Show full text]
  • Effects of Partner Characteristic, Partnership Quality, and Partnership Closeness on Cooperative Performance: a Study of Supply Chains in High-Tech Industry
    Management Review: An International Journal Volume 4 Number 2 Winter 2009 Effects of Partner Characteristic, Partnership Quality, and Partnership Closeness on Cooperative Performance: A Study of Supply Chains in High-tech Industry Mei-Ying Wu Department of Information Management Chung-Hua University Hsin-Chu Taiwan, Republic of China Email: [email protected] Yun-Ju Chang Department of Information Management Chung-Hua University Hsin-Chu Taiwan, Republic of China Email: [email protected] Yung-Chien Weng Department of Information Management Chung-Hua University Hsin-Chu Taiwan, Republic of China Email: [email protected] Received May 28, 2009; Revised Aug. 14, 2009; Accepted Oct. 21, 2009 ABSTRACT Owing to the rapid development of information technology, change of supply chain structures, trend of globalization, and intense competition 29 Management Review: An International Journal Volume 4 Number 2 Winter 2009 in the business environment, almost all enterprises have been confronted with unprecedented challenges in recent years. As a coping strategy, many of them have gradually viewed suppliers as “cooperative partners”. They drop the conventional strategy of cooperating with numerous suppliers and build close partnerships with only a small number of selected suppliers. This paper aims to explore partnerships between manufacturers and suppliers in Taiwan’s high- tech industry. Through a review of literature, four constructs, including partner characteristic, partnership quality, partnership closeness, and cooperative performance are extracted to be the basis of the research framework, hypotheses, and questionnaire. The questionnaire is administered to staff of the purchasing and quality control departments in some high-tech companies in Taiwan. The proposed hypotheses are later empirically validated using confirmatory factor analysis (CFA) and structural equation modeling (SEM).
    [Show full text]
  • Customer Relationship Management and Leadership Sponsorship
    Abilene Christian University Digital Commons @ ACU Electronic Theses and Dissertations Electronic Theses and Dissertations Spring 5-2019 Customer Relationship Management and Leadership Sponsorship Jacob Martin [email protected] Follow this and additional works at: https://digitalcommons.acu.edu/etd Recommended Citation Martin, Jacob, "Customer Relationship Management and Leadership Sponsorship" (2019). Digital Commons @ ACU, Electronic Theses and Dissertations. Paper 124. This Dissertation is brought to you for free and open access by the Electronic Theses and Dissertations at Digital Commons @ ACU. It has been accepted for inclusion in Electronic Theses and Dissertations by an authorized administrator of Digital Commons @ ACU. This dissertation, directed and approved by the candidate’s committee, has been accepted by the College of Graduate and Professional Studies of Abilene Christian University in partial fulfillment of the requirements for the degree Doctor of Education in Organizational Leadership Dr. Joey Cope, Dean of the College of Graduate and Professional Studies Date Dissertation Committee: Dr. First Name Last Name, Chair Dr. First Name Last Name Dr. First Name Last Name Abilene Christian University School of Educational Leadership Customer Relationship Management and Leadership Sponsorship A dissertation submitted in partial satisfaction of the requirements for the degree of Doctor of Education in Organizational Leadership by Jacob Martin December 2018 i Acknowledgments I would not have been able to complete this journey without the support of my family. My wife, Christal, has especially been supportive, and I greatly appreciate her patience with the many hours this has taken over the last few years. I also owe gratitude for the extra push and timely encouragement from my parents, Joe Don and Janet, and my granddad Dee.
    [Show full text]
  • ACCOUNTING for PARTNERSHIPS and LIMITED LIABILITY CORPORATIONS Objectives
    13 ACCOUNTING FOR PARTNERSHIPS AND LIMITED LIABILITY CORPORATIONS objectives After studying this chapter, you should be able to: Describe the basic characteristics of 1 proprietorships, corporations, partner- ships, and limited liability corpora- tions. Describe and illustrate the equity re- 2 porting for proprietorships, corpora- tions, partnerships, and limited liability corporations. Describe and illustrate the accounting 3 for forming a partnership. Describe and illustrate the accounting 4 for dividing the net income and net loss of a partnership. Describe and illustrate the accounting 5 for the dissolution of a partnership. Describe and illustrate the accounting 6 for liquidating a partnership. Describe the life cycle of a business, 7 including the role of venture capital- ists, initial public offerings, and under- writers. PHOTO: © EBBY MAY/STONE/GETTY IMAGES IIf you were to start up any type of business, you would want to separate the busi- ness’s affairs from your personal affairs. Keeping business transactions separate from personal transactions aids business analysis and simplifies tax reporting. For example, if you provided freelance photography services, you would want to keep a business checking account for depositing receipts for services rendered and writing checks for expenses. At the end of the year, you would have a basis for determining the earn- ings from your business and the information necessary for completing your tax re- turn. In this case, forming the business would be as simple as establishing a name and a separate checking account. As a business becomes more complex, the form of the business entity becomes an important consideration. The entity form has an im- pact on the owners’ legal liability, taxation, and the ability to raise capital.
    [Show full text]