diane rutter notts consortium presentation 30 june 2010 v2

30th June 2010 / Taking Collaboration Further / Nottingham / Diane Rutter

Taking Collaboration

FurtherThe story of Community Impact

Bucks

Diane Rutter


Community Impact Bucks Promoting excellence in voluntary and community services


• Launched 3 months ago on 1st April 2010

• Volunteer Centre, Council for Voluntary Service and Rural Community Council for Buckinghamshire

• Integrated, countywide

• In many ways a culmination of the ChangeUp programme in Bucks

Community Impact Bucks Promoting excellence in voluntary and community services


How and why did we get here?

• 2005 – 4 districts – 3 CVS and a gap. 3 Volunteer Centres. Countywide RCC. Loose partnership for networking. Countywide strategic plan.

• 2005/6 – Stakeholder group – user surveys – agreed principles for providing support services, plus the priority needs

• 2006 - CVS and Volunteer Centre Consortium formed, bid for and won countywide infrastructure contract. Sub-contracted some work to the RCC


How and why contin….

• 2007-9 Delivering the contract. Additional countywide projects established.

• 2008-9 considered our own strategic development, options and positioning for the future.

• 2009 – trustees agreed to merge, due diligence etc.

• 2010 – merger and launch.


Trustees reasons for merger

Central to the Trustees recommendation was a conclusion that merger was the best way to achieve three key outcomes.

• Improving the sustainability and viability of the projects and services provided within the Voluntary Impact Bucks organisations.

• Retaining local links and enhancing the capability to serve all local communities.

• Enabling new, effective and innovative approaches to service delivery.


How partners were chosen

• Early Voluntary Impact Bucks membership determined by the service spec in the contract – eg Youth CVS remained separate.

• Opted in or out

• Element of competition

• What did each organisation have to offer

• Who could get organised in time


Managing the transition• Trustee steering group

• Chief Officers management group with a nominated merger project lead

• Due diligence (internal followed by external)

• Stakeholder consultation, press releases, bulletin updates

• Shadow board, with consultancy support

• Name, vision, values, aims, organisational chart, budgets, job descriptions

• Tupe, consultations, alternative employment


Securing support of all stakeholders

Internally - Have been talking about it for years.

Externally - One to one meetings with key players, (CEOs etc)

- e-bulletins, updates at forums etc

Overall - Constantly presenting the positives


Key challenges / issues

Pre merger

• Getting buy in from all trustees

• Pension deficit liability

• Achieving a balanced budget

• Selection process for new board

• Managing staff and volunteer expectations and minimising anxiety and disruption


Key challenges / issues

Post merger

• Incompatible IT systems

• Managing dispersed teams across dispersed locations

• Website and suite of communication materials

• Bringing together different cultures


Costs and savings


Merger CostsOpportunity costs

6 months p/t project lead £12,000

6 months other CO’s £12,000

Cost of lost time = £25,000

TOTAL COST = £60,000

Real costs

Financial & legal advice £25,000

Trustee board facilitator £1,500

CEO recruitment £5,000

Meetings £1,000

+ other incidentals

Real cost = £35,000


Financing the merger

Modernisation fund £20,000

ACRE £2,000

Reserves £38,000 (£9,500 each)

Total £ 60,000


Savings

Hoped for efficiencies - Premises £12,000

Budget moved from deficit to break-even £70,000 Reduced staff posts by 4, ie 2.8 fte

BUT – lots more costs coming up on IT, databases, website, marketing materials, extra travel….


Savings?

“Merger’s don’t necessarily lead to savings, but they can lead to efficiencies.”

Cora Carvey CEO


What has been learnt

• Step by step approach – we built towards this over years.

• Take external legal and financial advice to protect all parties.

• Once the decision is made, set a realistic timetable and keep to it.

• There is a honeymoon period – capitalise on this

• Keep your differences internal – maintain a positive voice externally

Be positive

Get on with it!


“If the key staff and trustees want to merge, are sold on the benefits and work well together , it WILL happen.

If one or more of these isn't demonstrably in place then it would be very hard”

Mike Coote, Chair


Thank you for listening !

Any questions?

diane rutter notts consortium presentation 30 june 2010 v2

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