Manual of Best Management Practices for Collaborative Partnerships. Developed by. House of Delegates BMP for Partnering Workgroup.

Transcription

1 Manual of Best Management Practices for Collaborative Partnerships Developed by House of Delegates BMP for Partnering Workgroup April 2012

2 Table of Contents I. Collaboration & Partnership Policy & Principles WEF Partnership Criteria... 4 WEF Partnering Principles Resolution. 5 WEF Partnering Principles. 6 WEF Collaboration with Member Associations. 9 II. Collaboration & Partnership Best Management Practices (Procedures) WEF Committees & External Organizations.. 12 Sample A - Young Professional Summit MOU.. 14 Sample B - WEF, AWWA & ABC Agreement.. 17 Member Associations & External Organizations. 19 Sample A - Joint Conference MOA. 20 Sample B - Joint Conference Agreement.. 22 Sample C - Joint Conference Reimbursement Letter Sample D - Joint Conference MOU Template 24 2

3 I. Collaboration & Partnership Policy & Principles 3

4 WEF Partnerships Partnerships can be useful tools in the development of a service matrix for an organization s membership, as long as there is a specific criterion that must be met in order for even the best of intentions to be worth the effort. Typically partnerships are more for a long term association where a relationship maybe for a short term (Specialty Conference) WEF Partnership Criteria 1. The clear articulation of complimentary strategic interests 2. Identification of benefits to be derived by each signatory 3. Identification of specific projects or activities unique to the interests of the partners 4. Measurable standards of performance for each project/activity 5. A defined and specific time frame not longer than the delivery date of the named projects or activities. 6. A clear review and ratification process for extending the agreement 7. A specific business plan for each activity or project within the agreement 8. A protocol for periodic review of both the included activities/projects and the agreement itself. Letters of intent will be used where the criteria for partnerships are not applicable but where the establishment of lines of communication are desirable. Adopted by the WEF Board of Trustees March

5 Resolution Water Environment Federation Partnership Principles Whereas: The P3D working group was asked by the WEF President to explore issues related to how WEF makes decisions about engaging in collaborative projects or partnerships with other organizations. Whereas: The working group has identified and used as guiding principles the Partnership Criteria adopted by the WEF Board in March Whereas: These principles are designed to be used as a tool for staff and trustees to evaluate the appropriateness of a specific partnering opportunity. Whereas: It is not intended that these principles be used as an absolute test to make the decision, but rather it is intended to be used to facilitate evaluation and discussion of the merits of each potential opportunity. Be it Resolved: That the Board of Trustees approves these Partnership Principles to evaluate strategic and collaborative partnerships and projects. Be it Further Resolved: That the Board of Trustees approves these Partnership Principles to be used as guidelines that facilitate a structured discussion on decisions about partnering opportunities. March

6 WEF Partnering Principles STRATEGIC PARTNERSHIPS How do we decide if we should have a strategic partnership? Issues that should be considered in order to develop an agreement that meets the board-approved partnership criteria are listed below. The relevant partnership criterion number, if appropriate, is included in parentheses. Screening criteria 1. Are the objectives of the proposed partner aligned with those of WEF? (WEF Policy on Partnership Criteria Item Number 1) 2. How will the partnership benefit WEF and its members (WEF Policy on Partnership Criteria Item Number 2) a. Will the partnership substantially advance WEF s mission? b. Is it consistent with our strategic plan and initiatives? c. What are the specific tangible or the intangible benefits of this strategic partnership? d. Are the benefits to be derived from the partnership equitable? (Specifically, are the likely benefits that will accrue to WEF in balance with our investment, our role, and our risks, especially as they compare to those associated with our partner?) e. Is the partnership for commercial benefit (increased revenue to both organizations?) or simply an attempt to use WEF branding? f. Does it advance our global mission? g. Does the partner bring strengths to the relationship that contributes either to the business success or mission objectives? 3. What are the potential downsides to this proposal a. What are the risks to our business models? b. Is there a risk to WEF market share or brand? c. Have we considered the potential liability risks from the content, conduct or outcome of the partnership and have these been acceptably minimized? 4. Is this partnership inconsistent with other more vital strategic relationships or interests? 5. What resources (staff, volunteer, financial) are likely to be required to implement this partnership and are these justified based on the likely benefits? 6

7 Criteria used to evaluate specifics of proposed partnership to assess compliance with Boardapproved criteria 1. Are the objectives of the partnership clearly defined and beneficial to WEF (WEF Policy on Partnership Criteria Item Number 2)? 2. Are there sufficient anticipated activities to warrant a strategic collaboration? (WEF Policy on Partnership Criteria Item Number 3) 3. Are specific and substantive projects, programs and activities defined along with metrics for success (WEF Policy on Partnership Criteria Item Number 1, 3, 4, 5, 6 and 7)? 4. Is the process and timetable for evaluation of partnership success clearly defined (WEF Policy on Partnership Criteria Item Number 8)? 5. Is there an exit strategy (WEF Policy on Partnership Criteria Item Number 8)? PARTNERING DECISIONS ON INDIVIDUAL PROJECTS How do we decide on an individual activity for partnering? While is assumed that there will be extensive board involvement in the approval of strategic partnerships, management of individual activities will likely be based on the nature of the specific activity. WEF has an established track record of collaborating successfully with other not-for-profit organizations on the development of books, conferences, and grant applications. Where the new activity fits into an established and previously successful model with a long-standing partner, approval and negotiations will likely be handled at the staff level. In cases of a new partner, or kind of activity or where WEF funding is being requested, Board involvement is likely. In either case, the criteria used to evaluate the opportunity should be consistent. Criteria 1. Is this proposed project of merit and is there a cost effective plan is the project likely to succeed? 2. Does the project utilize/leverage the respective strengths of the two organizations? 3. If applicable, how does this proposal contribute to the strengthening of our strategic relationship and does it conform to related agreements? 4. What is the value to WEF and its members of engaging in this activity? (a) Is the proposed activity consistent with WEF s strategic plan and does it support an organizational (strategic) priority identified by the Board? (b) What are the specific tangible (new product, revenue, market access, etc) or the intangible (image, for example) benefits to WEF? (c) Is this an equitable partnership? Is each partner contributing and benefiting in proportion to its relative contribution and risk? (d) Is this something that WEF could accomplish working alone, and if, so what is the reason for partnering? 5. What are the potential downsides to this proposal? (a) Is there any risk to WEF market share? 7

8 (b) Is there a risk to WEF image or brand in working with this partner? (c) Are there risks associated with conduct, content, or outcome, and if there is risk, has WEF s potential liability been minimized? 6. What resources (staff, volunteer, financial) will be required to implement this partnership and are these justified based on the likely benefits and on other organizational priorities? MANAGING PARTNERSHIPS How should WEF manage collaborative projects and relationships? 1. Who is the point of contact and management: staff, volunteer, Trustee or officer? 2. How is that person selected? 3. Should there be a kind of WEF advisory group or individuals? 4. What kind of tracking and reporting is required, if at all, and to whom and at what frequency? 5. What are benchmarks, milestones? 6. Do we have performance criteria? Expectations? 7. Have we defined the level of resources committed by both organizations? 8. Have we defined a contingency plan if complications arise or either organization fails to perform? 9. Should staff have the primary responsibility for managing the business side of collaborative projects including budget, schedule and achievement of business goals? 10. Should there be a WEF volunteer leader for every project (or just some) to work with staff and to focus on issues of technical scope, quality, coordination with WEF committees, etc. 11. There should be post mortem at the conclusion of collaborative projects to allow for continuous improvement. Approved WEF Board of Trustees March

9 WEF Collaboration with Member Associations 1. Policy It is the policy of the Water Environment Federation (WEF) to engage in collaborative activities with the local Member Associations relative to the planning, development and management of WEF Specialty Conferences and Workshops when that collaboration is determined to be in the best interests of both WEF and the Member Association. Specialty Conferences and Workshops are intended to further the Mission of WEF and the Member Associations. Those interests are defined as being advanced when the collaboration results in the potential for increased revenue, attendance, profitability, enhanced product quality or reduced expenses for the event and for which both WEF and the Member Association see sufficient mutual benefit to be willing to share mutual risk on some pre-determined basis. Further, it is the policy of the Water Environment Federation to make this opportunity available to its Member Associations, and to share profits that result from the collaboration on a negotiated basis. Factors such as relative risk and level of effort should be considered. 2. Example Applications of Collaboration Policy Examples of how the WEF/MA Conference and Workshop Collaboration Policy would be applied to revenue sharing from specific events are given below. These examples are provided to facilitate consistent application of the policy. Example A Partnership to enhance a scheduled Hot Topic Workshop WEF develops a successful Hot Topic Workshop program on a specific topic and plans and budgets for the delivery of that workshop in three locations in a specific year. The WEF budget is based on attendance and income projections that reflect the workshop s history. The MA in one of the planned locations indicates an interest in collaborating on the workshop. In this instance, the MA s income from the event is based on a share of the net income from attendance above that included in the WEF budget and/or on any savings on budgeted costs achieved by outsourcing specific tasks to the MA. Example B Partnership to add a Hot Topic Workshop An MA approaches WEF expressing interest in the delivery of one of WEF s established Hot Topic Workshops in its state or region. This event would be in addition to those already included in the WEF budget and would apparently not compete with other instances in which the program is delivered. The MA handles all of the logistical arrangements for the event and WEF coordinates with speakers and provides program 9

10 materials. In this instance, the entire net revenue from the event would be shared based on the level of risk and relative contributions of the two parties. Example C Partnership to enhance an established WEF Specialty Conference WEF s Residual & Biosolids Specialty Conference has been held on annual basis since 1987 and has a well-established attendance and income history. The MA for a scheduled location approaches WEF about collaboration. WEF reviews attendance patterns for the conference and determines the anticipated contribution of local (state or region) attendance to the projection on which the WEF budget is based. In this instance, the MA s income from the event would be based on a share in the net income from local attendance above that included in the WEF budget and/or on any savings on budgeted costs achieved by outsourcing specific tasks to the MA. Example D Partnership to develop a new Specialty Conference WEF and an MA agree to work together to develop and organize a specialty conference on a new topic. In this instance, the entire net revenue from the event would be shared based on the level of risk and relative contributions of the two parties. Approved WEF Board of Trustees April

11 II. Collaboration & Partnership Best Management Practices (Procedures) 11

12 Collaboration Between WEF Committees and External Organizations Before pursuing outside expertise and partnerships, a WEF Committee should ensure what they need is not already available within the Water Environment Federation. Staff liaisons should be able to assist a committee with available resources within the Federation. At times, a WEF Committee may not be able to find the needed expertise/partnership within the Water Environment Federation, requiring the WEF Committee to look for an external partnership. A WEF Committee may be hosting a specialty conference where it may be beneficial to include other organizations with like interests to increase attendance and topics of interest for participants. An example would be a disinfection conference. This is a conference that would be of interest to the American Water Works Association, International Ozone Association, and International Ultraviolet Association etc. It is important that the Water Environment Federation forms a proper relationship with an external organization. This Manual of Best Management Practice will guide the WEF Committee through the formation of external partnerships. Examples of collaboration and partnerships between WEF Committees and External Organizations are: Stockholm Junior Water Prize Committee and the Stockholm International Water Institute to conduct the Stockholm Junior Water Prize Competition Students and Young Professionals Committee and the American Water Works Association to conduct the Young Professionals Summit Utility Management Committee and the American Water Works Association to conduct the Utility Management Conference When forming an external partnership/relationship the following steps should be taken: 1. Identify goals and objectives of product or service. 2. Contact other committees and WEF staff to determine if the product or service is available within WEF. 3. If the product or service is not available contact the WEF Staff Liaison about forming an external partnership/relationship. 4. Review the partnership policy outlined by WEF Board of Trustees (contained in section 1 of this document). All partnerships with outside organizations must be approved by the Board. 5. Establish a contact with a prospective organization or person 6. Develop with WEF staff (*This is very important and cannot be done independently) a MOU or formal agreement which outlines: a. Project objectives b. Project governance c. Funding and revenue distribution d. Detailed timeline of tasks and deliverables 7. After the project is completed review the results and determine the success of the project. What if any changes could be made to make future projects better. 12

13 The Board of Trustees of the Water Environment Foundation has partnership policies and criteria in place. If these policies are followed and the proper WEF staff are included in the formation of a partnership then it should be successful. WEF has ongoing relationships with the American Water Works Association, Stockholm International Water Institute, American Academy of Environmental Engineers, Association of Environmental Engineering & Science Professors, National Association of Clean Water Agencies, the Water Environment Research Foundation, International Water Association, Canadian Water & Wastewater Association, National Biosolids Partnership, Water for People, and all WEF Member Associations. The attached documents are examples of agreements used by WEF for joint activities with other organizations: Memorandum of Understanding (MOU) o Sample A - Young Professional Summit o Sample B - WEF, AWWA & ABC Agreement 13

14 Sample A - Young Professional Summit MOU 14

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17 Sample B - WEF, AWWA & ABC Agreement MEMORANDUM OF UNDERSTANDING between the AMERICAN WATER WORKS ASSOCIATION (AWWA), the WATER ENVIRONMENT FEDERATION (WEF) and the ASSOCIATION OF BOARDS OF CERTIFICATION (ABC) Article I. INTRODUCTIONS Thoroughly trained, qualified, and certified water and wastewater personnel are essential for the protection of public health and the quality of the environment. New regulations and higher environmental standards present an increased need for operators of water and wastewater systems to meet both mandatory and voluntary certification requirements by having a thorough knowledge of the regulations, common treatment processes, hydraulics, chemistry, laboratory procedures, operation and maintenance procedures, as well as public communication skills. Education programs must provide the necessary training of operators to meet certification requirements. Clearly understood certification programs support the selection of qualified operators by water and wastewater system administrators, boards, commissions, and councils. The American Water Works Association (AWWA) is an international non-profit, scientific and educational society dedicated to the improvement of drinking water quality and supply. The Association was founded in 1881 and is the largest organization of water supply professionals in the world. Formed in 1928, the Water Environment Federation (WEF ) is a not-for-profit technical and educational organization with 36,000 individual members and 75 affiliated Member Associations representing water quality professionals around the world. WEF and its Member Associations proudly work to achieve our mission of preserving and enhancing the global water environment. The Association of Boards of Certification (ABC), a non-profit corporation, has been assisting mandatory and voluntary certification programs since ABC is a member driven organization dedicated to protecting public health and the environment by advancing the quality and integrity of environmental certification programs. The AWWA, WEF, and ABC represent more than 100,000 professionals in the water industry. These organizations endorse certification, education, and training for all personnel of water and wastewater systems. Article II. AGREEMENT The AWWA, WEF, and the ABC jointly will: 1. Jointly encourage personnel of water and wastewater systems to become certified, 2. Jointly work together to encourage all water and wastewater certification authorities to be members of ABC, AWWA, and WEF, 17

18 3. Share their mutually agreed upon resources and coordinate their staffs in promoting qualified, certified operators and support personnel for all water and wastewater facilities, 4. Share mutually agreed upon printed and electronically published articles, news items, and events as a means to expand dissemination of information, provided that appropriate copyright acknowledgement is given to the relevant party, and 5. Appoint one member of their respective organization with experience in certification programs to serve as the official liaison between the three organizations. The appointees will serve as full voting members of the ABC Board of Directors to the extent permitted by the ABC Bylaws. AWWA and WEF will provide travel support for its appointees for official Board meetings. Article III. TERMS AND DURATION OF THE MEMORANDUM OF UNDERSTANDING This MOU will become effective upon approval of the three parties and will exist as a living document. It will be formally reviewed every three years and renewed/amended as appropriate. This MOU may be terminated at any time upon the mutual agreement of the parties or upon 180-day prior written notice by any party to the other two. Article IV. KEY OFFICIALS Date: June 15, 2011 Joseph P. Mantua President American Water Works Association David B. LaFrance Executive Director American Water Works Association Jeanette Brown President Water Environment Federation Jeff Eger Executive Director Water Environment Federation Jenny Chambers President Association of Boards of Certification Paul D. Bishop Chief Executive Officer Association of Boards of Certification 18

19 Collaboration and Partnerships Between Member Associations (MAs) and External Organizations Member Associations can expand education and business opportunities through partnerships with other like minded organizations. By combining expertise and resources, MAs can reach ample goals to further the water profession by collaborating with other Member Associations, environmental agencies, businesses, and non-profit organizations. Collaboration can take many different forms. They can be short or long-term, formal or informal, and can serve a variety of purposes. Partnerships can be advantageous because they can broaden a target audience, increase expertise, and amplify an organization s image or brand. As with any endeavor, the success of partnership is a result of comprehensive planning. Examples of partnerships between MAs and External Organizations are: New York Water Environment Association and the New England Water Environment Association holding the Joint Spring Technical Conference & Exhibition Georgia Association of Water Professionals is an umbrella organization encompassing the Georgia Water Environment Federation, the Georgia American Water Works Association, the Georgia Water Resource Association, and other water resource sections. The following information will provide guidelines for a successful partnership. 1. Develop goals and objectives for the project. 2. Indentify another organization that would benefit from the outcome of the project. 3. Establish a contact with the prospective organization. 4. Build a team with representatives from both organizations to steer the project. 5. Develop a formal agreement which outlines: a. Project objectives b. Project governance c. Funding and revenue distribution d. Detailed timeline of tasks and deliverables assigned to respective parties 6. Upon completion, use qualitative and quantitative measures of success. 7. Record positive and negative aspects for utilization in future projects. The attached documents are examples of partnership agreements used by MAs: Memorandum of Understanding (MOU) o Sample A - Joint Conference Memorandum of Agreement (MOA) o Sample B - Joint Conference Agreement o Sample C - Joint Conference Reimbursement Letter o Sample D - Joint Conference MOU Template 19

20 Sample A - Joint Conference MOA 20

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22 Sample B - Joint Conference Agreement 22

23 Sample C - Joint Conference Reimbursement Letter 23

24 Sample D - Joint Conference MOU Template Subject: <Sample Water Conference> Memorandum of Understanding Between <Organization 1> and <Organization 2> The <Sample Water Conference> is a collaborative effort among the previously named entities for the purpose of disseminating information and data regarding <sample water> issues pertaining to all organizations represented in this agreement. 1. The partners of the <Water Sample Conference>, as referenced above, hereby enter into this agreement for the effective time period of <month, day, year month, day, year>. 2. This agreement is based upon consensus among the named parties as to the purpose, scope, and direction of the <Water Sample Conference>. 3. This agreement encompasses location, timing, program content, and revenue sharing regarding the <Water Sample Conference>. GOVERNANCE 4. An <Water Sample Conference> Steering Committee will be formed to provide continuous direction to the program and marketing efforts of the event. This group will be comprised of representatives from each organization. Each organization will provide representation on the Steering Committee throughout the term of this MOU. <*Details of the Steering Committee composition and scope of duties should be attached as a separate document.> LOCATION 5. The <Water Sample Conference> will be held in <city, state> with location determined and arranged by the Steering Committee. If adjustment is necessary or desired it will be discussed by the Steering Committee and the principal representative of each the organizations involved, and a final decision rendered by such, should that situation arise. TIMING 6. The <Water Sample Conference> shall be held <date>; exceptions and adjustments to event timing may be made due to mitigating circumstances, and will be determined through discussions and decision by the Steering Committee. 24

25 CONFERENCE SCHEDULE 7. The <Water Sample Conference> schedule will be established as follows: Day One: <Time Time> Day Two: <Time Time> If adjustment is necessary or desired it will be discussed by the Steering Committee and the principal representative of each the organizations involved and a final decision rendered by such, should that situation arise. FINANCIAL TERMS 8. <Organization 1 / 2>, as the conference host, will pay all overhead costs from gross event revenue and retain 65% of net revenue, with the remaining 35% of revenue going to <Organization 1 / 2>. Any net losses shall be apportioned with 65% paid by the host <Organization 1 / 2> and the balance paid by <Organization 1 / 2>. It shall be the responsibility of the host, <Organization 1 / 2>, to purchase event insurance for the conference, cost to be deducted from the conference gross revenue. BINDING AGREEMENT 9. This Agreement, along with any attachment referenced herein, encompasses all of the terms agreed to by the parties. Any changes to these terms must be made in writing and signed by all parties to be effective. All prior agreements, verbal or written, are no longer effective once this Agreement is signed by all parties. This Agreement shall be reviewed and signed by the principal representatives of both organizations. Request for termination of this Agreement must be submitted in writing to the principal representatives of each organization. <Organization 1 Representative> Date <Organization 2 Representative> Date 25