North Star Partnership Charter Sample

Win Better, Retain Better Business.

NORTH STAR

PARTNERSHIP CHARTER

BETTER TOGETHER.

BE TTE R TO G E THER .

TABLE OF CONTENTS 04

10

06

11

Introduction

Partnership Wiring

08

Meeting Cadence

2

Measuring Our Success

Reporting and Cadence

12

We will know we are successful when...

B E TTE R TO G E THE R.

BETTER TOGETHER. MISSION | VISION | VALUES | PURPOSE A roadmap to mutual partnership success.

The Partnership Optimization Program (POP) by is designed to align strategic partnerships, existing and new, to ensure long-term alignment and relationship success.

INTRODUCTION Ridgeline and Arroyo have established a foundational operating partnership and want to ensure a strong, mutually beneficial, long-term relationship. The goal is to deliver a superior workplace experience and build community within the Company A portfolio. Together we believe this will lead to attracting and retaining clients, higher employee satisfaction, and improved financial performance.

This Partnership Charter is designed to memorialize the cornerstones of the partnership.

VISION

MISSION

Create great places and spaces through a unified partnership and collaborative journey to provide an innovative, effortless, and best-in-class client experience.

Together, we will partner with our clients to understand their individual needs and expectations, supporting and magnetizing their workplace to attract and retain top-tier talent through consistent and evolving solutions.

4

B E TTE R TO G E THE R.

PURPOSE

VALUES

We cultivate welcoming, inclusive, and sustainable environments to invoke memorable experiences within the community by removing barriers and building trust, one interaction at a time.

We will achieve this by working together with Trust, Candor, Respect, and Stewardship.

BETTER TOGETHER.

5

PARTNERSHIP WIRING To ensure alignment and open communication, the following structure has been designed.

This is only a framework, as in practice the partnership will depend on communication in all directions to ensure agility, growth, and sustainable success.

This Partnership Charter shall form the foundations of our relationship and be integral to our communications and meetings, including our Quarterly Business Reviews. Over time, personnel will change and this Partnership Wiring will require updating to reflect those changes.

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B E TTE R TO G E THE R.

Cedar Evergreen

VP, Regional Property Manager

Fern Forestal

Sr. Property Manager

Willow Woodsman Property Manager

STRATEGIC OVERSIGHT AND GOVERNANCE

STRATEGY AND GOVERNANCE

OPERATIONS, PERFORMANCE, AND FINANCE MARKETING, MESSAGING, AND VISION

Bob Birch

Marketing Manager

Peter Pine

Communication and Conference Management

SALES, COMMUNICATION AND CONFERENCE MANAGEMENT

BETTER TOGETHER.

Brook Banks

Regional Vice President

Drake Delta

Resident Area Manager

Ryder Rapids

General Manager

Sully Stream

Resident Area Manager

Rainey Riviera

Sales Team Manager

7

MEETING CADENCE BI-WEEKLY OPERATIONS MEETING

MONTHLY FINANCIAL REVIEW

First and third Tuesdays of the month at 9 a.m.

Third Monday of the month

Review operational challenges, successes, and action planning.

Review previous month’s financial statements.

QUARTERLY BUSINESS REVIEW Last Wednesday of each quarter Review progress against strategies and initiatives.

ANNUAL BUSINESS REVIEW DECEMBER

Second Week of December Review achievements and set priorities for coming year.

Important Note: For each meeting, an agenda shall be provided in advance and detailed minutes taken. Ongoing action plans will be reviewed, updated, and used to keep projects on track.

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B E TTE R TO G E THE R.

ESCALATION Any issues throughout this relationship will be shared directly with the appropriate Senior Property Manager, who will make decisions or escalate as needed to executive leadership.

All accidents, service successes + failures, HR issues, and health/safety items will be reported within 24 hours.

Only authorized changes to this Partnership Charter will take effect once approved by the signatories of this Charter.

BETTER TOGETHER.

9

MEASURING OUR SUCCESS

COMPLIANCE

FINANCE

QUALITY

What we will measure:

What we will measure:

What we will measure:

How we will measure:

How we will measure:

Food Safety Physical Safety SOW Compliance

Critical Violations Third Party Scores Incident Counts

10

Budget vs Actual Subsidy Amount Catering Participation +/- month over month +/- month over month +/- month over month

Customer Satisfaction Program Participation

How we will measure:

CSAT 85%+ +/- month over month

B E TTE R TO G E THE R.

REPORTING AND CADENCE This reporting and communication is key to insure not just compelling environments, but financial success as well. This will be primarily evident in the ongoing reduction of the overall program subsidy.

As with any successful partnership, regular communication and transparency is essential. Here is a potential list of anticipated reports to review to measure our success together.

Occupancy levels Occupancy changes Monthly holiday open/close schedule Monthly car count Room usage report Client feedback summary

BETTER TOGETHER.

Monthly financial report Health + safety reports Capital spend report Shrink rate Monthly pop up schedule Quarterly Business Review Annual Business Review

11

WE SEE PEOPLE USING THE SPACE. We are striving to increase participation and create a buzz about the places and spaces within our portfolio.

WE WILL KNOW WE ARE SUCCESSFUL WHEN...

12

SALES INCREASE. As we work to create compelling environments, and work with our clients to subsidize their employee dining, our sales will increase.

WE BUILD A SENSE OF COMMUNITY. Our clients will enjoy a comfortable and welcoming environment that fuels great work, casual collisions, and a place to refuel.

B E TTE R TO G E THE R.

MORE PEOPLE COME TO THE BUILDING. As spaces become more inviting and more attuned to the needs of each client’s team, it should help magnetize the workplace.

THERE IS EXCITEMENT AND PRIDE. Crisp + appealing appearance, attention to detail, and innovative menu mix will create social media worthy moments and consistently great client experiences.

We are committed to this Partnership Charter, our North Star, for successful communications and long-term partnership.

Better together.

Cedar Evergreen Cedar Evergreen Regional Property Manager Ridgeline

Brook Banks Brook Banks Regional Vice President Arroyo

BETTER TOGETHER.

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Your time invested in this process is valuable and to protect that investment it is important to embrace it, rally around it, and optimize your partnership through it.

This Charter requires visibility throughout the organization, so cascading to the front line is crucial to the long term success of the Partnership Charter.

BETTER TOGETHER.