Exploring Our Future Together Slide Deck

• Name

• Organization and Role

• Something you are looking forward to

this year

• Introduction

• Context Setting

• Understanding our Situation

• Mapping our process for working

together

• Creating a Compelling Story

• Identifying Next Steps

• Wrap up

• Everyone has wisdom

• We need everyone’s wisdom to create a meaningful result

• There are no absolute right or wrong answers

• Everyone will hear and be heard

• You can change your mind

• Unhinge from your distractions

• Have fun

• What are you cautious about in

undertaking these discussions?

• What are you excited or hopeful

about with these discussions?

Idea 1

The birth, growth, destruction and renewal of a forest

Birth/

Exploitation

Conservation

Creative

Destruction

Renewal

The Renewal LoopThe Performance

Loop

Source: http://www.plexusinstitute.org/edgeware/archive/think/main_aides9.html

choice crisis

reconnect

managenew

thinking

confusiondevelop &

adapt

birth

New Ideas: Creative * Messy * Uncertain*

First hand insights * Outside ideas * Multiple

Perspectives * Flat structure & process * Probes & Little Experiments * Options

Effectiveness: Entrepreneurial * Generalists *Roles * Adaptive structure and process * Prototypes & Pilot Projects * Variation * Lag times •Flexible funding * Flexible rules * Tolerance for •Risk * Dead ends * Emerging Practice

Productivity: Efficiency * Certainty * Stability * Conservation * Hierarchical structure & process *Rules, Policies & Procedures * Standardization * Specialists * Fast Returns * Low Risk Tolerance

Vision: Charismatic * Unraveling * Chaotic * Loss, Anger, Blame, Conflict * Little structure or process * Reflection * Relationships * Essence *

Values * Principles * New Energy & Urgency

expand

possibilities

& buy-in

place

bets

refine

conserve

shared vision,

broad direction

declining

ROI

scarcity

trap

parasitic

trap

rigidity

trapchronic

disaster trap

Traps Description Typical Challenges

SCARCITY People struggle to ‘birth’ something

likely to lead to outcomes and

garners the support it requires to

thrive.

The ideas are not compelling. Underdeveloped

decision-making process & criteria. Members

disagree on which options to pursue. Members

have insufficient credibility. Energy spread too

thin across many directions.

PARASITIC People seem unable to sustain or

grow their work because it is

‘parasitic’ on the host(s) that gave it

birth.

Over reliance on key – often founding –

members of the group. Dependence on start-up

pool of resources. Approach works well only at a

certain scale or in unique context.

RIGIDITY People are unable or unwilling to

change or dismantle an approach

that no longer fits the evolving

context in which they operate.

Psyche of immediate return. Fear of uncertainty.

Self-Interest. Lack of clear exit rules. Concern

about perception of failure. Pressure to continue

by entrenched constituency (e.g. ‘too big to fail’).

CHRONIC

DISASTER

People find themselves ‘spinning’

and unable to get traction on a

compelling new vision, values and

intent for moving forward.

Inability to let go of the past. Weak trust amongst

members. Difficulty in agreeing on shared vision

and values. Volatile environment.

The Innovators Dilemma

• Whether/how to “let go” of

the current approach

without being precisely

clear about the substance,

strengths and weaknesses of

the alternatives.

The Renewal Paradox

• It is often easier to await the

manifest failure of the

existing patterns and

approaches before

beginning the renewal

process - even though it

may mean the eventual

renewal process is more

fragile and less robust.

Idea 2

– baking a cake;

– sending a rocket to the moon;

– raising a child?

By Brenda Zimmerman

Develop common ground,

compromise or compete.

Follow the

‘best practice’

recipe.

Use expertise, experiment and

build knowledge.

Learn-by-doing,

see what emerges,

adapt.Create stability, look for

opportunities to innovate.

• The solution depends on how the problem is framed and vice-versa (i.e. the problem definition depends on the solution)

• Stakeholders have (possibly radically) different world views and frames for understanding the problem and solution.

• The constraints that the problem is subject to and the resources needed to solve it change over time.

• The issues and solutions contain paradoxes and dilemmas.

• The problem is never solved definitively.

• How do these concepts relate to this

work?

• How do they help us understand the

work?

Source: SVA Consulting Quarterly

Combination of two

or more organizations resulting in one organization(s) losing their identity

Combination of two or more organizations

into a new identity

Commitment of two or

more organizations to

shared goals

without integrating

organizational

functionsA group of like-minded organizations around a

common, agreed upon goal

Organizations engaged in collective networking and learning about a common topic

Organizations combine programs or administrative

capabilities that are managed by a new separate entity

• Includes the review of your organizations’ current

situation, strengths, weaknesses, opportunities, and

threats

• Explores the complementary characteristics of the

organization you want to work with (selection

criteria)

• Identifies potential viable partner(s) based on criteria

• Take stalk of your own organization’s effectiveness

• Complete a self assessment: cultural, financial, operational

• Identify potential partner(s)

• Understand clearly how integration or other collaborative

relationship could benefit your organization

At the end of the preparation stage, you should know whether

integration is a viable option, whether the organization is generally

prepared, and which organizations are viable partners.

Po

ten

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Each organization should sign a memorandum of

understanding, stating their commitment to (the working

relationship) if legal, financial, and other key issues can be

resolved satisfactorily.

• Gauge level of mutual interest for various options

• Share information with the potential partner

• Solicit information and input from stakeholders

• Makes recommendation on whether to pursue

an integration or other working relationship

• Avoid focusing too much on logistical details

• Form a joint committee with clear roles and responsibilities

• Identify which forms of collaboration are open for discussion

• Begin communication with stakeholders

• Explore the mission or vision of the new collaborative

• Talk to funders

Po

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• Seek legal counsel if pursuing a form of integration

• Continue to seek stakeholder input

• Frame negotiations around new mission statement

• Seek grants for process

• Commit to confidentiality

• Negotiate the terms of the working relationship

• Resolve key issues and “must haves” such as

name, governance, identity, structure,

programs, services, staffing, etc.

• Identify financial requirements

Negotiation may result in a primary legal agreement

that sets out most of the key terms.

Po

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If amalgamating, an “Application for

Amalgamation” must be filed with Service Alberta

as per the Societies Act.

• Pass a special resolution at a meeting of the

membership

• Nominate transitional board of directors

• Create communication plan

• Consider other legal agreements required

• Membership vote to approve legal

document

• Develop communication plan

• Explain rational and vision for greater

community impact

Po

ten

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Generally it is recommended to complete a

review of the implementation process for

accountability and lessons learned.

• Develop a detailed implementation plan

• Use an implementation committee and

working groups

• Provide training and orientation

• Host social events

• Integrate governance, operational,

program, and service systems as outlined

in negotiations

• Transfer assets

• Integrate policies and procedures

• Foster new culture and attend to

stakeholder moral

Po

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• Improved service quality

• Develop new integrated services

or solutions for clients

• Offer a broader range of services

to existing clients

• Expand client base

• Extend geographic reach

Source: WoodGreen Community Services, June 2012

• Strengthen ability to attract and retain staff and volunteers

• Strengthen financial position

• Strengthen ability to attract funding

• Strengthen brand presence

• Strengthen advocacy for clients and the sector

• Strengthen operational resources

• Acquire new skills, expertise, and technology


• Achieve economies of scale,

organizational efficiencies, or

cost savings

• Eliminate service overlaps with

other organizations


• Transfer responsibility for services

or program areas that are

struggling or non-core to the

mission of the organization

• Address difficulty in sustaining

organizational performance


• Failure to engage and inform

stakeholders sufficiently

• Difficulty determining a plan to

integrate structure (i.e., board; staff)

• Challenges around “brand

stewardship”

• Emotional responses to language

Source: Why Nonprofit Mergers Continue to Lag

• Strong leadership

• Focus on how the new working relationship benefits the communities you serve

• Communication

Source: Why Nonprofit Mergers Continue to Lag

Exploring Our Future Together Slide Deck

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