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

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

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

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