introduction to collaborative working

Introduction to collaborative

working

Workshop objectives

To explore the context and drivers for collaboration

To identify the benefits, challenges and things that can help

To explore structures and written agreements

To enable you to make informed decisions about whether it suits your situation

What is collaborative

working?

What is collaboration?

MergerInformal networks

Joint projects

Drivers Government Public opinion Charity Commission Funders Recession Expectation

Key changes in public services

Gershon Review of Public Sector Efficiency (2004)

DCLG’s Creating Strong, Safe & Prosperous Communities (2008)

Social Exclusion Task Force World Class Commissioning DWP Commissioning Strategy (2008) Best Value

Benefits of collaborating

Benefits New or improved services Knowledge & information sharing More efficient use of resources Sharing risk in new projects Stronger, united voice Better co-ordination of activities

Enabling a better service for beneficiaries

Obstacles and challenges to collaborative

working

Obstacles Personalities Lack of resources Competition Cultural difference Lack of information and

experience Resistance to change

What can help?

Things that can help

Trust and commitment Early agreement Recognition of different strengths Open, honest communication Steering group Compatible cultures Vision

Structures for collaborative

working

Structures

New legal body

Lead organisation

External non-delivering lead

Joint working agreements

Clarify the project

Define roles and commitments

Process of writing

Reference document

Joint working agreements – what to include

Introduction Roles and responsibilities Costs and assets Monitoring and evaluation Communication and meetings Branding and logos Exit strategy

Considerations for merger

When might a merger be considered?

Very similar aims and objectives

Complementary activities Rescue or survival Increased efficiency Funding of projects

Benefits

Improved services to beneficiaries

Economies of scale Reduction of confusion and

duplication for supporters Knowledge sharing

Barriers Staff dissatisfaction Culture clash Brand confusion Loss of identity Trustee board integration Cost Doubts whether merger is in the best

interests of beneficiaries

Key things to consider

Existing funding TUPE Planning and communication Working group Merging Boards Interim arrangements

Structures

Full merger New organisation Existing structure

Group structure

What to look for

Previous history Mission match Resources – stable and

sustainable Reputation and reach Good governance

Deal Breakers Weak business case Incompatible objects New board & Chief Executive Name and structure of new organisation Different organisational cultures Pensions IT systems Properties Restricted funding

Due Diligence Financial (e.g. financial history

or accounting systems) Legal (e.g. governing

documents or contracts of employment)

Strategic and operational (e.g. organisational culture or IT systems)

Is it right for your situation?

Email: collaborate@ncvo-vol.org.uk

www.ncvo-vol.org.uk/collaborate

Tel: 020 7520 2440

Resources