Collaboration – what’s it really like?

Wendy Osborne OBEChief Executive30 March 2011

Commencing the collaboration journey – setting the change agenda

Catalyst for change– 2008 Volunteer Bureau Initiative evaluation

Stocktaking of relationships and the external environment– Regional (Volunteer Development Agency) and local

(15 volunteer centres) volunteer support infrastructure

– Policy arena e.g. proposed Volunteering Strategy; Review of Support Services; Review of Public Administration; future economic environment

Leadership to commence the discussion

Commencing the collaboration journey – drivers for change

Need to respond to issues raised in the VBI evaluation

Need to consider information/evidence/opinions from key organisations and individuals on the role, functions and services that should be provided by a NI volunteering infrastructure

Need for volunteering infrastructure organisations to agree a way forward regarding the role, function and services to be provided at a regional and local level

Need to consider integration as a means of providing a better quality, more consistent service across NI to volunteers and volunteer involving organisations

Commencing the collaboration journey…

LessonsDrivers of change have to real and compellingDrivers of change have to be about more than moneyThere has to be leadership and support for the processKey stakeholders have to be involved at every stepThe process has to be open and transparentThe importance of understanding and acknowledging

that the real barriers are about values and feelings – lack of trust; misperceptions and misunderstandings; fear of the unknown; sense of loss; uncertainty

Making collaboration real – the building blocks

Providing direction and support to an agreed process– Strategic Working Group established in June 2008 &

reported in December 2008– Integrated Infrastructure Working Group established

in January 2009– Transition Board for Volunteer Now established in

December 2009– Merger agreement signed 31 March 2010– Volunteer Now goes ‘live’ 1 April 2010

Consensus on ‘why merge’ rationale and establishment of new organisation

Ownership of a shared vision for the new organisationFocus on benefits – improvement in quality, delivery and

outreach for volunteering and the volunteering infrastructure

Implementation of good leadership and clear decision making

A well co-ordinated and supported process underpinned by a commitment to openness and transparency, respect and fairness

Motivation, tenacity and momentum

Making collaboration real – the vital components Leadership that gives ownership to the partners but also maintains

direction and meets deadlines Commitments agreed & implemented Understanding and negotiating the expectations of merger partners Financial support & expertise to implement the process e.g. HR,

legal & financial due diligence Operational plan in place with actions and time targets Engagement with wider stakeholder network – members,

volunteers, funders Access to appropriate resources and expertise Good communication – internal & external Attention to culture and values associated with staff expectations,

the process and the outcome Motivation, tenacity and momentum

Making collaboration real ……. Lessons The importance of building trust to minimise the threat and

maximise the opportunity of the merger The need to be sensitive to partner organisation’s views and fears

and to be flexible in negotiating consensus The importance of having a detailed plan, resources to deliver and

clear co-ordination of the process The need for resilience, merger is a huge step and commitment

from the partners involved waivered and changed The importance of leadership that gained people’s buy in and

maintained their commitment to achieving the goal of a new organisation and a new way forward for the volunteering infrastructure

Signing the merger document and creating the new organisation was a momentous step – it is only the beginning!

Volunteer Now – the first year

Change agenda continues– Development of new five year Strategic Plan 2011-

2016 (completed 31 October 2010)– Organisational restructuring – Development of culture & values

Integrating financial systems Alignment of HR procedures and terms & conditions Communication – internal & externalManaging ‘business as usual’ and developing businessMotivation, tenacity and momentum

Volunteer Now – the first yearLessonsChange management – important not to

underestimate the amount of internal change created by a merger

Resources to deliver change effectivelyGood internal communication, openness and

transparencyPrioritisation to set what can be achieved Clear messages about the new organisation and

it’s work emphasising the benefits of mergerEffective leadership from the Board of Trustees

Would I still support integration of the regional and local volunteering infrastructure – Yes!

Do I consider that merger in this instance was the best option – Yes!

Do I believe that Volunteer Now can deliver better outcomes for volunteering in NI – Yes!

‘When it comes to mergers, hope triumphs over experience’.

Irwin Stelzer

American Economist