Collaborative working and mergers session 25 October 2007

Paula Reynolds, NICVA Alan Gordon, RNIB Jenny Ebbage & Aisling Byrne, Cleaver Fulton Rankin

Paula Reynolds, NICVA

Alan Gordon, RNIB

Jenny Ebbage & Aisling Byrne, Cleaver Fulton Rankin

Collaborative working - definition Collaborative working within the voluntary and community sector can also be known as joint or partnership working. It includes a wide spectrum of ways that two or more organisations can work together. Examples range from informal working together through joint delivery of projects to full blown mergers. Collaborative working can be for a fixed length of time or can be a permanent arrangement.

Collaborative working within the voluntary and community sector can also be known as joint or partnership working. It includes a wide spectrum of ways that two or more organisations can work together. Examples range from informal working together through joint delivery of projects to full blown mergers. Collaborative working can be for a fixed length of time or can be a permanent arrangement.

Spectrum Formal Mergers Partnership Service Level Agreement Resource Sharing Network Interest group on specifics Working together Informal

Formal

Mergers Partnership

Service Level Agreement

Resource Sharing

Network

Interest group on specifics

Working together

Informal

Context Government policy and increased government interest in our sector’s role in service delivery Taskforce on Resourcing the Voluntary and Community Sector Positive Steps

Government policy and increased government interest in our sector’s role in service delivery

Taskforce on Resourcing the Voluntary and Community Sector

Positive Steps

External drivers to collaboration Policy Funding: overall pot and specific programmes Funders: eg DSD Modernisation Fund, BLF Success of other collaborative ventures Public perception

Policy

Funding: overall pot and specific programmes

Funders: eg DSD Modernisation Fund, BLF

Success of other collaborative ventures

Public perception

Internal drivers to collaboration Funding opportunities Service opportunities Increased capacity Stronger voice and influence Existing relationships Moral imperative

Funding opportunities

Service opportunities

Increased capacity

Stronger voice and influence

Existing relationships

Moral imperative

What’s happening Viewfinder: 82% are currently working on projects with other organisations 24% state they work both formally and informally 35% work in partnership on an informal basis 41% work purely on a formal basis Over 55% of those in partnership arrangements have a written agreement 25% of those not involved in partnership had thought about merger and 11% had began that process

Viewfinder: 82% are currently working on projects with other organisations

24% state they work both formally and informally

35% work in partnership on an informal basis

41% work purely on a formal basis

Over 55% of those in partnership arrangements have a written agreement

25% of those not involved in partnership had thought about merger and 11% had began that process

Examples of collaborative working Back Office: PAYE Specific Interest: Developing Governance Group Shared resources: Youth Providers Forum, Service delivery for those with learning disability

Back Office: PAYE

Specific Interest: Developing Governance Group

Shared resources: Youth Providers Forum, Service delivery for those with learning disability

Benefits Improved or wider range of services for the beneficiaries Financial savings and better use of resources Knowledge and information sharing Sharing risks in new projects Stronger united voice (Manifesto) Better co-ordination of organisation’s activities

Improved or wider range of services for the beneficiaries

Financial savings and better use of resources

Knowledge and information sharing

Sharing risks in new projects

Stronger united voice (Manifesto)

Better co-ordination of organisation’s activities

Risks Outcomes do not justify time and resources invested Loss of flexibility in working practices Loss of autonomy Cultural mismatch between organisations Mission drift Damage to organisations if collaborative working is not successful

Outcomes do not justify time and resources invested

Loss of flexibility in working practices

Loss of autonomy

Cultural mismatch between organisations

Mission drift

Damage to organisations if collaborative working is not successful

Successful collaborative working Ensure your organisation is doing it for the right reasons Give time to planning collaboration and to identifying and addressing issues Be very clear on roles and responsibilities Consider the need for a written agreement Consider the need for legal and professional advice Give time to the maintenance of the collaboration in particular relationship building, communication and information management Keep all stakeholders informed Ensure the ‘ordinary’ work of the participating organisations is not neglected

Ensure your organisation is doing it for the right reasons

Give time to planning collaboration and to identifying and addressing issues

Be very clear on roles and responsibilities

Consider the need for a written agreement

Consider the need for legal and professional advice

Give time to the maintenance of the collaboration in particular relationship building, communication and information management

Keep all stakeholders informed

Ensure the ‘ordinary’ work of the participating organisations is not neglected

And… It is not always right for every organisation in every case!

It is not always right for every organisation in every case!