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Discussion Worksheets for Deeper Forms of Collaboration

Discussion Worksheets for Deeper Forms of Collaboration

Discussion Worksheets for Deeper Forms of Collaboration

Exploring a merger, amalgamation, or other deeper form of collaboration requires thoughtful planning, honest reflection, and meaningful dialogue. This resource brings together both internal and external discussion worksheets to guide organizations through each stage of the process. The worksheets help boards, leadership teams, and prospective partners assess readiness, clarify goals, explore strategic opportunities, and engage in structured conversations about mission alignment, governance, finances, operations, staffing, assets, and potential collaboration models. Designed to support informed decision-making, this resource provides practical tools to help organizations determine whether a deeper form of collaboration is the right path and what success could look like.

As external conversations progress, the Unilateral NDA Template is another resource that can help establish confidentiality between prospective partners.

We would like to recognize macushlaw, who prepared and developed this resource.

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Advocacy Tools: Power Mapping and Understanding Your Allies

Advocacy Tools: Power Mapping and Understanding Your Allies

Advocacy Tools: Power Mapping and Understanding Your Allies

This combined advocacy resource introduces two practical tools—Power Mapping and Understanding Your Allies—to help non-profits plan and strengthen their advocacy efforts. Through guided activities and reflection questions, it helps you identify key decision-makers, understand relationships and influence, build stronger partnerships, and focus your efforts where they can have the greatest impact. Whether you are new to advocacy or refining an existing strategy, this resource offers a clear starting point for turning goals into action.

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Salaried Employee & Board Handbook for Working with Knowledge Philanthropists (Volunteers)

Salaried Employee & Board Handbook for Working with Knowledge Philanthropists (Volunteers)

Salaried Employee & Board Handbook for Working with Knowledge Philanthropists (Volunteers)

Resource Provided By Vantage Point

This handbook includes policies and procedures for salaried employees and board members to engage knowledge philanthropists. Clear policies and procedures for salaried employees and board members to follow create a consistent experience for knowledge philanthropists and set well-defined parameters.

This version of Vantage Point’s handbook can easily be adapted to fit your organization. It was developed to be used alongside the Handbook for Knowledge Philanthropists (Volunteers) also available on the Vantage Point website.

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Board Role Descriptions

Board Role Descriptions

Board Role Descriptions

Resource Provided By Vantage Point

Strong organizations begin with effective governance, management and planning.

This toolkit contains several role description templates for attracting and developing your board members. These versions of Vantage Point’s role descriptions can easily be adapted to fit your situation.

Great boards don’t just happen. First, the right people are recruited and oriented. Then they are provided with the opportunity and support to do great things.

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Executive Director Position Description Toolkit.

Executive Director Position Description Toolkit.

Executive Director Position Description Toolkit

Resource Provided By Vantage Point

As an organization develops and grows, both in its programs and its culture, the type of leader that is required changes as well. To recruit a new leader, you first have to identify the strategic goals of the organization and the skills and experience in a leader that would deliver on those goals. This process is one of the most important tasks facing any not-for-profit board.

One of the foundational documents in the recruitment process is the job description. Use this template as a building block to create a job description that encapsulates your organization's mission, future priorities, and desired leadership competencies.

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