Collaboration  Merger  Partnership Whats their place in difficult times? <ul><li>Nigel Newton Sawyerr </li></ul><ul><li>En...
Agenda <ul><li>Current context: what’s driving collaboration </li></ul><ul><li>Spectrum of Collaboration – what others hav...
What is   Collaboration Benefits <ul><li>Resources  - collection & dissemination of good practice  </li></ul><ul><li>Skill...
What’s driving Collaboration  Weaknesses/Threats- REACTIVE <ul><li>The ‘vulnerability of smallness’ </li></ul><ul><li>Gove...
Collaboration Drivers – Opportunities - PROACTIVE <ul><li>History of informal networking & collaboration  </li></ul><ul><l...
Organisational benefits <ul><li>Better use of resources (e.g. efficiency savings or economies of scale) </li></ul><ul><li>...
Benefits for Communities <ul><li>Improved, increased, maintained services </li></ul><ul><li>New services (meeting more nee...
Spectrum of collaboration <ul><li>Networking / forums </li></ul><ul><li>Influencing / campaigning </li></ul><ul><li>Joint ...
Merger <ul><li>Community Action Southwark : </li></ul><ul><li>Duplication/too many orgs </li></ul><ul><li>Potential to red...
Co-location/sharing back office <ul><li>One Stop Shop Lutterworth : </li></ul><ul><li>Under one roof/cohesive services </l...
Sharing workers & expertise <ul><li>Hanley Crouch Co-operation : </li></ul><ul><li>Stronger together </li></ul><ul><li>Enh...
Joint tendering/consortia Ealing One Stop Jobs Shop  : Lead body consortium Lancs 3rd Sec MH Consortium : New independent ...
What do you want to do? <ul><li>Clearly defined Aims/Vision </li></ul><ul><li>What are we trying to achieve? </li></ul><ul...
Why are you doing it? <ul><li>2. Business case </li></ul><ul><li>Is it relevant to all partners? </li></ul><ul><li>What wi...
What needs to be in place <ul><li>3) Ownership </li></ul><ul><li>By all partners </li></ul><ul><li>Within/across each part...
and what more? <ul><li>5) Leadership </li></ul><ul><li>Make things happen </li></ul><ul><li>Take everyone with you </li></...
and what else <ul><li>7) Resources </li></ul><ul><li>Sufficient time </li></ul><ul><li>People </li></ul><ul><li>Money </li...
Who needs to do what? <ul><li>VCS Trustees – Take responsibility & trust </li></ul><ul><li>VCS Leaders – Develop understan...
Support Needed <ul><li>Web resources (guidance, templates, case studies) </li></ul><ul><li>Publications/signposting/phone ...
Contact <ul><li>For further support </li></ul><ul><li>contact </li></ul><ul><li>Nigel Newton Sawyerr </li></ul><ul><li>Eni...
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Mergers, collaboration, partnership, experience and good practice - Nigel Newton Sawyerr

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Mergers, collaboration, partnership, experience and good practice - Nigel Newton Sawyerr

  1. 1. Collaboration Merger Partnership Whats their place in difficult times? <ul><li>Nigel Newton Sawyerr </li></ul><ul><li>Enigma Solutions </li></ul><ul><li>Collaboration NI </li></ul><ul><li>30 th March 2011 </li></ul>
  2. 2. Agenda <ul><li>Current context: what’s driving collaboration </li></ul><ul><li>Spectrum of Collaboration – what others have done </li></ul><ul><li>Critical Success Factors </li></ul><ul><li>Support needed – who needs to do what? </li></ul>
  3. 3. What is Collaboration Benefits <ul><li>Resources - collection & dissemination of good practice </li></ul><ul><li>Skills - training and developing support providers </li></ul><ul><li>Action - facilitating collaborative clusters/developing good practice </li></ul>
  4. 4. What’s driving Collaboration Weaknesses/Threats- REACTIVE <ul><li>The ‘vulnerability of smallness’ </li></ul><ul><li>Governance problems / organisational crises </li></ul><ul><li>Lack of influence </li></ul><ul><li>Inability to meet users’ needs fully </li></ul><ul><li>Lack of procurement/ commissioning experience </li></ul><ul><li>Onerous requirements & extra costs </li></ul><ul><li>Aggregated contracts & larger areas for provision </li></ul><ul><li>Funder pressures (duplication / waste) </li></ul><ul><li>Funding reductions (economic downturn) </li></ul>
  5. 5. Collaboration Drivers – Opportunities - PROACTIVE <ul><li>History of informal networking & collaboration </li></ul><ul><li>Flexibility & fleet-footedness </li></ul><ul><li>Greater influence </li></ul><ul><li>More robust Governance/management </li></ul><ul><li>Meeting users’ needs more effectively </li></ul><ul><li>Increased co-ordination & Economies of scale </li></ul><ul><li>Pooled resources & expertise </li></ul><ul><li>Financial opportunities / Funder support </li></ul><ul><li>Broadening the organisation’s offering </li></ul>
  6. 6. Organisational benefits <ul><li>Better use of resources (e.g. efficiency savings or economies of scale) </li></ul><ul><li>Increased access to resources/ improved sustainability </li></ul><ul><li>Increased skills/ knowledge </li></ul><ul><li>Higher profile </li></ul><ul><li>Reduced risk </li></ul>
  7. 7. Benefits for Communities <ul><li>Improved, increased, maintained services </li></ul><ul><li>New services (meeting more needs) </li></ul><ul><li>Improved access to services (extended reach) </li></ul><ul><li>Increased influence/ stronger united voice </li></ul><ul><li>Better co-ordination (filled gaps/reduced duplication) </li></ul>
  8. 8. Spectrum of collaboration <ul><li>Networking / forums </li></ul><ul><li>Influencing / campaigning </li></ul><ul><li>Joint tendering – Consortium working </li></ul><ul><li>Integrated service delivery </li></ul><ul><li>Sharing staff or resources/joint purchasing </li></ul><ul><li>Sharing accommodation </li></ul><ul><li>Joint business planning </li></ul><ul><li>Merging </li></ul>
  9. 9. Merger <ul><li>Community Action Southwark : </li></ul><ul><li>Duplication/too many orgs </li></ul><ul><li>Potential to reduce overheads </li></ul><ul><li>Strengthen voice </li></ul><ul><li>Increase Services </li></ul><ul><li>Vision/leadership/planning </li></ul>
  10. 10. Co-location/sharing back office <ul><li>One Stop Shop Lutterworth : </li></ul><ul><li>Under one roof/cohesive services </li></ul><ul><li>Better premises </li></ul><ul><li>Compatible values </li></ul><ul><li>Joint bidding </li></ul><ul><li>Stronger organisations/voice </li></ul>
  11. 11. Sharing workers & expertise <ul><li>Hanley Crouch Co-operation : </li></ul><ul><li>Stronger together </li></ul><ul><li>Enhanced services </li></ul><ul><li>Cost savings </li></ul><ul><li>Linked governance </li></ul><ul><li>Longer term impact </li></ul>
  12. 12. Joint tendering/consortia Ealing One Stop Jobs Shop : Lead body consortium Lancs 3rd Sec MH Consortium : New independent body
  13. 13. What do you want to do? <ul><li>Clearly defined Aims/Vision </li></ul><ul><li>What are we trying to achieve? </li></ul><ul><li>By when? </li></ul><ul><li>How will we know if its achieved? </li></ul>
  14. 14. Why are you doing it? <ul><li>2. Business case </li></ul><ul><li>Is it relevant to all partners? </li></ul><ul><li>What will be the likely benefits for us? </li></ul><ul><li>Does it fit with our mission? </li></ul><ul><li>Do we have the powers to do it? </li></ul>
  15. 15. What needs to be in place <ul><li>3) Ownership </li></ul><ul><li>By all partners </li></ul><ul><li>Within/across each partner </li></ul><ul><li>4) Communication </li></ul><ul><li>Across the partnership </li></ul><ul><li>With everyone directly affected </li></ul><ul><li>With everyone indirectly affected </li></ul>
  16. 16. and what more? <ul><li>5) Leadership </li></ul><ul><li>Make things happen </li></ul><ul><li>Take everyone with you </li></ul><ul><li>6) Clear and Agreed: </li></ul><ul><li>Roles & responsibilities </li></ul><ul><li>decision-making </li></ul>
  17. 17. and what else <ul><li>7) Resources </li></ul><ul><li>Sufficient time </li></ul><ul><li>People </li></ul><ul><li>Money </li></ul><ul><li>Other resources </li></ul><ul><li>8) Mutual Trust and Understanding </li></ul><ul><li>probably the biggest deal maker/ </li></ul><ul><li>deal breaker? </li></ul>
  18. 18. Who needs to do what? <ul><li>VCS Trustees – Take responsibility & trust </li></ul><ul><li>VCS Leaders – Develop understanding & be bold </li></ul><ul><li>Local Infrastructure – Develop information & skills to support </li></ul><ul><li>Regional/National Infrastructure – Resources/ awareness training/ training programmes </li></ul><ul><li>Policymakers – Create structures and policies that enable the VCS to collaborate </li></ul><ul><li>Funders – Support all of the above! </li></ul>
  19. 19. Support Needed <ul><li>Web resources (guidance, templates, case studies) </li></ul><ul><li>Publications/signposting/phone or e-advice </li></ul><ul><li>Awareness seminars & training </li></ul><ul><li>Facilitation support for complex collaborations </li></ul><ul><li>Local infrastructure agency; e.g. CVS, RCC </li></ul><ul><li>National agencies/programmes like Collaboration NI </li></ul><ul><li>www.bassac.org.uk/collaborationbenefits </li></ul>
  20. 20. Contact <ul><li>For further support </li></ul><ul><li>contact </li></ul><ul><li>Nigel Newton Sawyerr </li></ul><ul><li>Enigma Solutions </li></ul><ul><li>[email_address] </li></ul><ul><li>07984 489946 </li></ul>

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