Introduction to collaborative working

1. Introduction to collaborative working

2. Workshop objectives • To explore the context and drivers for collaboration • To identify the benefits, challenges and things that can help • To explore structures and written agreements • To enable you to make informed decisions about whether it suits your situation

3. What is collaborative working?

4. What is collaboration? Joint projects Informal networks Merger

5. Drivers • Government • Public opinion • Charity Commission • Funders • Recession • Expectation

6. Key changes in public services • Gershon Review of Public Sector Efficiency (2004) • DCLG’s Creating Strong, Safe & Prosperous Communities (2008) • Social Exclusion Task Force • World Class Commissioning • DWP Commissioning Strategy (2008) • Best Value

7. Benefits of collaborating

8. Benefits • New or improved services • Knowledge & information sharing • More efficient use of resources • Sharing risk in new projects • Stronger, united voice • Better co-ordination of activities Enabling a better service for beneficiaries

9. Obstacles and challenges to collaborative working

10. Obstacles • Personalities • Lack of resources • Competition • Cultural difference • Lack of information and experience • Resistance to change

11. What can help?

12. Things that can help • Trust and commitment • Early agreement • Recognition of different strengths • Open, honest communication • Steering group • Compatible cultures • Vision

13. Structures for collaborative working

14. Structures • New legal body • Lead organisation • External non-delivering lead

15. Joint working agreements • Clarify the project • Define roles and commitments • Process of writing • Reference document

16. Joint working agreements – what to include • Introduction • Roles and responsibilities • Costs and assets • Monitoring and evaluation • Communication and meetings • Branding and logos • Exit strategy

17. Considerations for merger

18. When might a merger be considered? • Very similar aims and objectives • Complementary activities • Rescue or survival • Increased efficiency • Funding of projects

19. Benefits • Improved services to beneficiaries • Economies of scale • Reduction of confusion and duplication for supporters • Knowledge sharing

20. Barriers • Staff dissatisfaction • Culture clash • Brand confusion • Loss of identity • Trustee board integration • Cost • Doubts whether merger is in the best interests of beneficiaries

21. Key things to consider • Existing funding • TUPE • Planning and communication • Working group • Merging Boards • Interim arrangements

22. Structures • Full merger • New organisation • Existing structure • Group structure

23. What to look for • Previous history • Mission match • Resources – stable and sustainable • Reputation and reach • Good governance

24. Deal Breakers • Weak business case • Incompatible objects • New board & Chief Executive • Name and structure of new organisation • Different organisational cultures • Pensions • IT systems • Properties • Restricted funding

25. Due Diligence • Financial (e.g. financial history or accounting systems) • Legal (e.g. governing documents or contracts of employment) • Strategic and operational (e.g. organisational culture or IT systems)

26. Is it right for your situation?

27. Resources Email: collaborate@ncvo-vol.org.uk www.ncvo-vol.org.uk/collaborate Tel: 020 7520 2440