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In today's workplace, resources - both human and financial - are stretched to the limit. That makes it essential to maximize an associations' abilities to meet member needs. One such path involves building collaborative relationships with other organizations to establish ongoing partnerships or short-term, project-specific partnerships. In either case, staff and leadership should review several important factors before entering into a collaborative arrangement. Tips for doing this include: 1. Access what each organization bring to the table. 2. Consider whether the organizations are competitors for the same target audience or market share. 3. Develop a clear, written agreement. 4. Determine how the relationship will be funded. 5. Continue to nurture the relationship.

In today's workplace, resources-both human and financial-are stretched to the limit. That makes it essential to use all avenues to maximize our associations' abilities to meet member needs. One such path involves building collaborative relationships with other organizations to establish ongoing partnerships or shortterm, project-specific partnerships. In either case, staff and leadership should review several important factors before entering into a collaborative arrangement.

Assess what each organization brings to the table. Review the core purpose and goals of your organization and those of your potential partners) to determine each party's areas of strength and focus. Look for opportunities to capitalize on collective knowledge and expertise in particular areas.

Consider whether the organizations are competitors for the same target audience or market share. If organizations are considering a collaborative venture, discuss the potential relationship honestly. Trust is essential to the success of a collaborative relationship. If both groups offer similar services and compete for the same members, you must ask what will be gained by joining forces. However, if the potential partner focuses on different programs for your audience, you may capitalize on the group's strengths while adding member value.

Develop a clear, written agreement. If you decide that it is in your best interest to collaborate on a long-term or short-term basis, it is important to clearly articulate how the relationship will function.

1. Describe the roles and Dale Singer responsibilities for each organization. Who has decision-making authority within each group?

2. Determine how the groups will communicate with one another during the life of the relationship (i.e., monthly conference calls or meetings with staff, quarterly meetings with chief elected officers and chief staff officers, and so on).

3. Delineate the process and frequency for reviewing the agreement and revising it as necessary.

Determine how the relationship will be funded. Whenever money is involved, the possibility of disputes is not far behind. From the outset, participating organizations must agree on how the project or partnership will be funded.

1. Will both groups seek outside funds to support the project?

2. Will one group serve as the lead society and maintain a treasury comprised of contributions from each of the participating groups to support the partnership?

3. Will one group pay a percentage of the costs for the project to the other society, which is charged with management responsibility for the project?

The financial arrangement for a collaborative relationship can be structured in a variety of ways. Your staff and leadership need to agree on which structure will work best and put appropriate safeguards in place to manage, track, and report on the use of those funds.

Continue to nurture the relationship. Once you have decided that a collaborative relationship is beneficial, concentrate on team building among the participating organizations' staff and leadership, understanding that it is an ongoing process. Frequent communication ensures that all necessary parties are engaged in the relationship and have an equal understanding of the status of the project(s). This also allows problems to be recognized and dealt with in a timely manner before they have the potential to destroy the relationship.

My association and our members have reaped the benefits.of several collaborative relationships. At times, it seemed that we were spending more time on building and nurturing the relationship than on the tasks) at hand. However, in the long run the project results were better than going it alone, because we were able to capitalize on the strengths and maximize the resources of all participating societies. It has also enhanced the perception by our members that we are working together for the common good of the profession-and isn't that what it's all about anyway?