Rhian Bowen Davis, Calan DVS, at Engage - the collaborative working conference 2013.

2. The story of our successful merger
Rhian Bowen-Davies, Chief Executive

3. Aims
• To provide an overview of our recent merger
• To outline the approach we adopted
• To share our experiences and our “lessons
learnt”
• To highlight the challenges and how we
overcame these
• To provide an opportunity to ask
questions and explore thoughts

4. Who were we?
• Neath and Lliw Valley Women’s Aid
• Together, 60 years experience supporting
women and children experiencing domestic
abuse
• Organisational similarities
• Operating within 1 Local Authority -
Neath Port Talbot

5. Who are we now?
CALAN Domestic Violence Services
• First Women’s Aid groups in Wales to merge
• Company limited by guarantee and registered charity
• Provision of services for all individuals and families
• Crisis intervention and preventative services
• Refuge and Community based support services
• BRAVE project – a specialist children and young peoples
project
• The lead organisation for NPT DA One Stop Shop
• Campaigning
• Provision of bespoke training and awareness
raising programmes

6. Journey Context
2010…. The external environment
• Economy
• Legislative considerations
• Changes to funding sources
• Shift to commissioning of services
• Regionalisation v Local provision
• Outcomes focus
• Quality and standards of services
• Changes within the domestic violence and abuse
sector

7. Our response
• Fit for purpose
• Long term sustainability
• Best Value
• Efficiency savings
• Reduce duplication
• Collaboration

8. The first step....
• Our experiment in collaboration
• In 2010 remodelled children and young
people’s services across NWA/LVWA
• BRAVE – an integrated specialist service
from June 2010
• Positive experience
• Merger considerations next logical step….

9. Why a merger?
• The development, innovation and sustainability of
appropriate services to individuals and families
• Best practice and quality of services
• Efficiency savings and rationalisation of resources
• Capacity to respond to policy and development
opportunities
• To reduce perception of overcrowded voluntary
sector

10. Agreed Principles
• A merger of equals
• Positivity and momentum to be
maintained through the process
• New organisation, new name, new
identity

11. Our key elements
• Planning, preparation and framework
• Communication, communication,
communication!
• Consultation and engagement
• Pilot programmes and interim plans
• Realistic timescales
• Energy and momentum

12. Planning our merger
• Merger Steering Group
• Memorandum of Understanding
• Business case, principles and deal breakers
• Legal and HR Consultants
• Phase I and II Merger Plans
• Implementation Plans
• Transfer date

13. Communication
• Integral and essential
• Open and meaningful
• Communication plan – who, when and how
• Consultation days, e-briefings, letters, team
meetings
• Agreed format, content, timings
• Even if no news – communication!

14. Consultation and
engagement
Staff, Service Users and Stakeholders
• Vision
• Organisational priorities
• RBA Framework
• Corporate identity
• Service development
• Organisational structure
External facilitators
Feedback

15. Interim arrangements and Pilot
Programmes
• To ensure a smooth transition post 1st July and
minimum disruption to service provision
• Clear areas of responsibility and lines of
communication
• Interim arrangements for Senior and
Operational Managers
• Re-location of staff teams and managers
• Integrated services

16. Our learning
• Organisational identity – name and branding
• External facilitators and experiences
• Integration of staff, services and organisational
cultures
• Momentum, energy and timelines
• Governance and Board development
• IT and telecommunications
• Resources, capacity and workloads
• Financial considerations pre and post merger
• Leadership

17. Challenges.....
• A new experience for Trustees, Staff and
Service Users
• Balancing merger and day to day
responsibilities
• External environment
• Opportunities
• Integrating organisational cultures

18. Calan DVS 1 year on…..
• 1st July 2013 – 1 year
• Organisational review and restructure
• Remodelled and developed new services
• Governance framework
• Branding and reputation
• Looking to the future
• Opportunities and challenges!

19. Rhian Bowen-Davies
rbowendavies@calandvs.org.uk
01792 862437 / 07929779215