Risk Management through
Organizational Governance,
Network Citizenship, and
Collaboration
Agenda
Organizational Governance
• 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
Good Governance is really about
Risk Management
“The minute you think you've got it made,
disaster is just around the corner.”
– Joe Paterno
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.
www.wikipedia.org
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).
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
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?
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
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
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
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
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.
UWW Membership
Requirement C
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.
. . . 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.
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 12-24
months
Nine Required Elements of Good
Governance
1. Defined Responsibilities
2. Board Training
3. Annual Report
4. Conflict of Interest Policy
5. Governance Documents
6. Meeting Procedures
7. Meeting Minutes
8. Compensation, Benefits and Business Expense Policies
9. Review of Audit & IRS Form 990
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.
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
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
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
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.
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.
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
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
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.”
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
United Way Business Model
Big Ideas :
Measured by :
Values :
Build impact strategies
in education, income,
and health that improve
lives
Lives improved
Outward facing,
engaged with the
community, committed
to community success
Frame strategies as
investment products
Segment and
understand your
markets
Connect investor
aspirations with
need/opportunity
Individuals engaged:
giving, advocating,
volunteering
Investor satisfaction
and confidence
Long-term, sustained
financial growth
Resources under
management
Accountability/
transparency
Operational
Excellence
Customer-centered
Inclusiveness
Innovation/continuous
improvement
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: http://www.independentsector.org/PDFs/governance.pdf
• Nine Required Elements are the
minimum for sound governance.
• Communicate to the community
about your organization’s
practices and policies.
Network Citizenship
System Citizenship and Collaboration
The National Landscape
United Ways by Metro Size – January 2011
300
276
250
200
# of UWs
165
164
150
127
118
100
88
84
75
74
47
50
29
0
1
2
3
4
5
6
7
8
9
10
11
Metro size (Campaign in $)
Metro 1: 9,000.000+
Metro 2: 4,000,000-9,000,000
Metro 3: 2,000,000-4,000,00
Metro 4: 1,000,000-2,000,000
Metro 5: 750,000-1,000,000
Metro 6: 500,000-750,000
Metro 7: 200,000-500,000
Metro 8: 100,000-200,000
Metro 9: 50,000-100,000
Metro 10: 50,000-25,000
Metro 11: $25,000 or less
The National Landscape
United Ways that have left the Network – State by State
WA-2
VT-1
ND-1
MN-1
OR-1
MI-3
PA-3
IA-1
IL-50
UT-1
OH-9
IN-2
WV-3
CO-1
CA-3
KS-4
MO-2
OK-1
NM-1
NC-2
AR-4
SC-1
MS-1
TX-7
LA-1
VA-3
KY-1
TN-1
AR-2
NH-4
MA-1
NY-5
WI-4
SD-1
ID-1
AL-1
GA-2
CT-7
NJ-2
The National Landscape
UWW Members leaving the Network from January 2004 to January 2011
13 Mem bers Shut
Dow n Operations
(6% of total)
110 members
Merged with another
UW
64% of total
6 Mem bers
Resigned Voluntarily
(3% of total)
47 Mem bers w ere
revoked by UWW
(27% of total)
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
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
So how do we establish a new
paradigm?
1. Acknowledge that the
environment has changed
VALUE
Advancing
the Common
Good/EIH
2. Be mindful of Mission but
focus on the Value Proposition
3. Build a Business Model
that delivers Value
United Way as
a Mobilizing
Force
Driving
Revenue and
Resources
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.
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.
Network Citizenship: Webster’s New
World Dictionary Definition
Network:
•
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
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.”
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
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.”
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
Collaboration
“In the long history of mankind, those who
learned to collaborate and improvise most
effectively have prevailed.”
- - Charles Darwin - -
Why Even Talk about
Collaboration?
The Environment Has Changed
Marketplace
Economy
• Global
• More nonprofits
• Competition
• Increasing
diversity
• People attached
to causes, not
institutions
47
• Information /
technology
• Increased training
/ education
required
• Overreliance on
old economy
business
Social
Conditions
• More complex
• Current
‘solutions’ not
working
• Basic building
blocks of a good
life still absent
for many
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.”
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
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
If we wish to be effective, we will need to:
Operate as an
integrated
and aligned
organization
Have the right
skills,
competencies
& leadership
Measure,
evaluate &
communicate
results
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
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
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?
Expanded Base
• More 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
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?
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
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
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
“Collaboration is allowing someone else to
influence how your money is to be used.”
- - Brian Gallagher - -
The Collaborative Continuum
The Collaborative Continuum
Initiatives
S
I
M
P
L
E
Communication
Shared
Services
Joint
Ventures
Shared
Governance
Instruments
Memorandum of
Understanding or
Letter of
Agreement
Contract
Merger
C
O
M
P
L
E
X
Legal Filing
61
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
emails or memos
62
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
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
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
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
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
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
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
Top 10 Essentials for Collaboration
70
#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
#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
#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
#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
#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
Something New…
The Collaboration Toolkit
DRAFT (3/ 17/ 11)
A United Way Guide to
Collaborations and Good
Relationships
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
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
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.
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
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
Deciding if collaboration is for you..
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”…
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”…
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…
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?
Questions?
Thank you!!!
Ken Euwema, Vice President - Membership Accountability
United Way Worldwide (Alexandria, Virginia)
ken.euwema@unitedway.org
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