Transforming Local Infrastructure
~ Suffolk
Anne Moynihan ~ Programme Manager
Community Action Suffolk
Partners
Suffolk Project Aims
To create a co-ordinated & effective infrastructure for
all voluntary and community groups in Suffolk...
Process followed
 Project Board/Project Team (Feb 12)
 Heads of Terms (Sept 12)
 Due Diligence (autumn 12)
 AGMs/EGMs ...
Process/programme plan
 Communication & Marketing – including branding etc;
 Community Action Suffolk’s service offering...
Challenges ~ Solutions
Challenges
1. Timescale
2. Size & capacity of
partners
3. Communication
4. TUPE
5. Trustee/staff
un...
Lessons & Benefits
 Time before benefits realised
 Transformation only after merger
 Communication is never sufficient
...
Transforming Local Infrastructure
- Suffolk
Questions & Answers
Community Action Suffolk
Partners
Transforming Local Infrastructure
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Transforming Local Infrastructure

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Anne Moynihan (programme manager) discusses innovations in charity support at the Evolve 2013 conference.

Find out more about NCVO's events: http://www.ncvo.org.uk/training-and-events/events-listing

Published in: Business, Technology
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  • Process – challenges – solutions and lessons
  • Transforming Local Infrastructure

    1. 1. Transforming Local Infrastructure ~ Suffolk Anne Moynihan ~ Programme Manager
    2. 2. Community Action Suffolk Partners
    3. 3. Suffolk Project Aims To create a co-ordinated & effective infrastructure for all voluntary and community groups in Suffolk which will construct & deliver:  An accessible, coherent & consistent support offer;  A single structure that enables effective planning and local delivery;  Support that is flexible & responsive to need;  Sustainability for the future.
    4. 4. Process followed  Project Board/Project Team (Feb 12)  Heads of Terms (Sept 12)  Due Diligence (autumn 12)  AGMs/EGMs (autumn/winter 12)  Transferee Board recruited (Oct 12)  Company established (Oct 12)/charitable status (Jan 13)  CEO recruitment/TUPE process started (Nov 12)  Transfer Deed (Jan 13)  Merger (31 March 13)  SCC Partnership Agreement signed (April 13)
    5. 5. Process/programme plan  Communication & Marketing – including branding etc;  Community Action Suffolk’s service offering – analysis of services that are valued & in terms of take up, consultation with 500 frontline organisation;  Legal & regulatory – MOU, legal vehicle for the merger, heads of agreement, board & members to pass resolutions, transfer deeds;  Finance & tax – due diligence, financial model 13/14, HMRC registration, VAT, transfer of contracts, funding and property etc;  Governance & organisational structure – agree Articles of Association, Companies House Registration & charitable status + trading subs;  Strategic & business planning;  Staffing & human resources – CE recruitment, management & staff integration/TUPE;  Day One planning - ICT integration etc;  Project management & reporting to BIG.
    6. 6. Challenges ~ Solutions Challenges 1. Timescale 2. Size & capacity of partners 3. Communication 4. TUPE 5. Trustee/staff understanding of roles 6. Passion of those involved Emails in the small hours! Solutions 1. Leadership 2. Facilitative v directive approach 3. Principles agreed 4. Communication? 5. Staff Reps Group 6. Collegiate Board 7. Everyone giving 101%
    7. 7. Lessons & Benefits  Time before benefits realised  Transformation only after merger  Communication is never sufficient  Don’t underestimate time or resources required  Treat all partners with respect  Manage conflict/don’t leave it to fester Benefits  Increased strategic capacity  Duplication removed/consistent offer  Reduction in overheads – eventually  Streamlined/improved decision making  Staff able to do what hired to do
    8. 8. Transforming Local Infrastructure - Suffolk Questions & Answers
    9. 9. Community Action Suffolk Partners
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