Revised: September 12, 2003
PHILOSOPHY, GOALS AND CRITERIA
Alliance Program Philosophy
The Academy's Alliance Program is designed to establish and maintain strategic alliances with organizations that will advance the Academy's Strategic Plan. The Alliance Program is focused on Consortium and Project Alliances, while networking opportunities between DPGs and other organizations are encouraged, they will not be considered official alliances of the Academy.
Alliance Program Goals
The goals of the Alliance Program are to:
- Move the Academy's Strategic Plan forward and support the Board of Director's Program of Work.
- Establish outcomes-based plans within the parameters of available resources (staff and financial).
- Increase the visibility of the Academy and its members with official alliance organizations.
- Promote Academy members in leadership positions in official alliance organizations.
- Increase the value of membership in the Academy.
- Position members to compete in current and future environments.
- Provides insight to an issue which offers the opportunity for the Academy to be proactive.
- Increase demand and utilization of services provided by Academy members.
- Influence the policy initiatives of official alliance organizations.
Strategic fit: Advancing the Academy's Strategic Plan is the essential relationship driver and thus, the primary screen that determines the value of a potential alliance relationship. If there is no strategic fit, the proposal will not be further evaluated. Proposals passing the strategic fit analysis will be reviewed by Knowledge Center staff using the following criteria and a corresponding rating scale.
- Supports outcomes-based plans established on an annual programmatic cycle.
- Identifies resource needs and determines that sufficient resources are available to support the activities and plan.
- Has compatible organization chemistry/culture with the Academy.
- Increases the visibility of the Academy and its members with official alliance organizations.
- Has the potential to increase the value of membership in the Academy.
- Has the potential to position members to compete in current and future environments.
- Provides the opportunity to establish members in leadership positions in allied organizations.
- Provides the opportunity to increase demand and utilization of services provided by members.
- Has the potential to influence policy initiatives of key audiences.
Initiating an Alliance
- A request for an alliance can be initiated by any Academy member or Academy staff during the open call period (April/May), however, all alliance requests will be screened for alignment with the Academy's priority areas for potential alliances as determined by the Strategic Plan and the BOD Program of Work for the designated year. The identified priority areas will be communicated to all members on the alliance application.
It is encouraged that alliance applications be submitted during the open call period to allow for review, approval and potential incorporation into the next fiscal year's budget, however, applications can be submitted year round. All Academy alliance agreements must include:
* A designated time frame for the alliance.
* The identified tangible outcomes to be achieved.
* A defined commitment from the alliance organizations (official letter of invitation or minutes).
* Designated resources (staff and financial support) provided by all involved organizations.
- Subsequent to screening for alignment with the Academy's Strategic Plan and the BOD program of work, the Executive Team will review the alliance for alignment with the established criteria as follows:
* If deemed acceptable the Executive Team will approve the alliance and designate the appropriate Academy Team and member representative (either a DPG member or Academy
member) to provide management and oversight.
* If the Executive Team rejects the alliance proposal the requestor will be notified in writing of the rationale for the denial.
* The BOD will be notified of all approved and rejected alliances.
- After the alliance is approved, selected DPGs will be contacted to obtain recommendations for member representatives and technical experts related to activities of the alliance using the DPG Key Interest Areas document as well as DPG executive committee and officer recommendations.
Each Alliance will have one or more designated Academy representatives, either staff or an Academy member and staff based on the needs of the alliance plan. The representative(s) will be selected based on expertise and area of responsibility. The Knowledge Center will submit recommendations for alliance representatives to the Executive Team for approval. Alliance representatives to a consortium will be appointed to a two-year term, while representatives to a project alliance will serve for the term of the project.
* Serve as the communication link between the official alliance organization and the Academy.
* Participate in Alliance meetings and other activities outlined in the alliance plan.
* Provide timely status and meeting reports to the Academy (if a DPG is involved with the official alliance, reports will be shared with the DPG executive committee).
* Submit annual program plan, activity report and budget requests.
- Alliance funding requests prepared by Academy staff representatives will be submitted to the Knowledge Center during budget planning and incorporated into the Alliance Program budget request. Coordination of the Alliance Program including budget and expenditures will be managed by Knowledge Center.
- Quarterly Alliance Program status reports will be provided to the Executive Team and Board of Directors by the assigned Academy Team and coordinated by the Knowledge Center.
Review and Termination of Alliances
- Alliances will be reviewed on an annual basis by the Knowledge Center. Subsequent to the annual review process, recommendations will be given to the Executive Team for approval of termination. After the Executive Team approves termination, the BOD will be notified. Alliances may be terminated for any of the following reasons:
* The alliance is no longer aligned with the Academy's Strategic Plan and/or BOD program of work.
* The mutual project as originally outlined by the alliance application and/or agreement is completed.
* The consortium alliance has achieved its goals, as originally outlined in the alliance application and/or agreement or is dissolved.
* The alliance representative recommends termination as part of the year-end report based on any of the items noted above or other pertinent reasons.
- This Alliance policy does not apply to other Academy relationships that do not meet the definition and requirements of an alliance. These can include many government affairs coalitions, sponsoring partnerships or other sponsor relationships, committees and advisory boards and memberships in other organizations.
OFFICIAL ALLIANCE DEFINITIONS
The Academy's official alliances consist of two distinct types: Project Alliance and Consortium Alliance. The definition of each of the types of alliances is outlined below.
- The key feature of a project alliance is the coordinated effort around a shared project.
- Each organization has an equal responsibility to share the work load and expertise The project alliance is time limited - when the project is completed the alliance is dissolved.
- A paid staff member from each entity participates in the project to ensure consistent, accurate information. Selected members from each organization may contribute expertise in specialty areas.
- The project alliance is accomplishment-focused with defined outcomes and produces measurable value to each participating organization.
A consortium is made up of different agencies joining together to reach a common goal. It is a highly shared endeavor with a stated mission and a narrowly focused purpose.
A new free-standing entity is created that is owned in part by all the partners. It serves to create new value, a product, or service of high expectation and quality.
Paid staff from member organizations form a part of a permanent small group with considerable autonomy and responsibility to provide consistent, accurate information. They also provide the communication link with the leadership of participating organizations.
Selected members from each organization may participate based on their area of expertise.
Each organization has the opportunity to assume a leadership role within the consortium's program of work.
GUIDELINES AND DEFINITIONS
DPGs have traditionally engaged in networking with organizations related to their special areas of interest (i.e., Diabetes Care & Education DPG and American Association of Diabetes Educators). These networking opportunities are not considered official Alliances for the Academy. However, it is recognized that these opportunities for interaction provide a value for the DPGs and the Academy.
Definition of Networks
Networks are defined by the Academy as an informal communication opportunity between a DPG and another organization and do not constitute an official alliance for the Academy. The opportunity is designed for the purpose of sharing information between two groups. Also, Academy member participation on another organization's board of directors or committee does not create an official alliance, but rather is considered a network.
Guidelines for Networks
DPGs may establish a network with another organization after carefully considering the following criteria. DPGs should use the criteria as a guideline for approval to establish a network. The criteria below are suggested criteria and are consistent with Academy policy.
Criteria to Establish a Network:
* Has compatible organization chemistry/culture with the Academy.
* Increases the visibility of the Academy and its members with targeted organizations.
* Provides the opportunity to establish members in leadership positions in allied organizations.
* Has the potential to influence policy initiatives of key audiences.
The DPG will submit a proposal to establish a Network with another organization to the Practice Manager at Academy Headquarters for approval. The proposal should include the name of the organization, their mission statement and the value of the Network to the DPG. The DPG will be notified of the outcome of the review of the proposal.
On a yearly basis, the following information must be provided to the Practice Manager:
* Name of DPG contact for the network. (The DPG should establish it's own policy on the length of time a DPG member is the designated network representative to an organization. It is suggested that the DPG consider sufficient mentoring of new network representatives to ensure continuity.)
* Name of organization, organization contact information (staff and/or volunteer-address, phone, fax and email address), and mission statement of the organization.
DPGs will be responsible for expenses related to Networks (i.e., meeting attendance, phone).
The DPG Executive Committee will receive quarterly written reports on the Network. If no activity has occurred during a quarter, it will be noted in the DPG Executive Committee's conference call or meeting minutes.
The DPG may publish information in the other organization's newsletter/journal and the organization may provide articles for inclusion in the DPG newsletter. The DPG newsletter must identify the source of the information, it must acknowledge that is it printed with permission and must clearly state that the article is "Information Only."
DPGs will not engage in a project with the network organization (such as events, CPE programs, education material development) without seeking approval of the project. If the DPG and the organization wish to engage in a project, an Application for an Alliance (Project Alliance) must be submitted to the DPG manager for approval (see Alliance Program Policy/Procedure for details).