Tools, models and due diligence for collaboration

1. Tools, models and due diligence for collaboration Alan Lawrie

2. Collaboration process

3. Collaboration process Why is it on the agenda?

4. Collaboration process Why is it on the agenda? Explore shared agenda

5. Collaboration process Why is it on the agenda? Explore shared agenda Develop a shared vision

6. Collaboration process Why is it on the agenda? Explore shared agenda Develop a shared vision Develop a business case

7. Collaboration process Why is it on the agenda? Explore shared agenda Develop a shared vision Develop a business case Consult people

8. Collaboration process Why is it on the agenda? Explore shared agenda Develop a shared vision Develop a business case Consult people Decide on intended structure

9. Collaboration process Why is it on the agenda? Explore shared agenda Develop a shared vision Develop a business case Consult people Decide on intended structure Design process/ Due diligence

10. Collaboration process Why is it on the agenda? Explore shared agenda Develop a shared vision Develop a business case Consult people Decide on intended structure Design process/ Due diligence Move to it

11. Collaboration process Why is it on the agenda? Explore shared agenda Develop a shared vision Develop a business case Consult people Decide on intended structure Design process/ Due diligence Move to it Drivers? Context? Similar view? Success? Added value? Proposal cost/ benefit Engage Fixed or short term “Open the books” Risk Start up. Launch

12. Some tools for the process

13. Some tools for the process • Service mapping

14. Some tools for the process • Service mapping • Area of overlap/duplication

15. Some tools for the process • Service mapping • Area of overlap/duplication • Client journey – does it make sense?

16. Some tools for the process • Service mapping • Area of overlap/duplication • Client journey – does it make sense? • Comparison analysis

17. Some tools for the process • Service mapping • Area of overlap/duplication • Client journey – does it make sense? • Comparison analysis • Shared strategic thinking: • Joint SWOT and horizon scan • Business analysis – are we facing the same issues?

18. Some tools for the process • Service mapping • Area of overlap/duplication • Client journey – does it make sense? • Comparison analysis • Shared strategic thinking: • Joint SWOT and horizon scan • Business analysis – are we facing the same issues? • Sharing future planning.

19. Some tools for the process • Service mapping • Area of overlap/duplication • Client journey – does it make sense? • Comparison analysis • Shared strategic thinking: • Joint SWOT and horizon scan • Business analysis – are we facing the same issues? • Sharing future planning. • Identifying respective strengths and expertise

20. Some tools for the process • Service mapping • Area of overlap/duplication • Client journey – does it make sense? • Comparison analysis • Shared strategic thinking: • Joint SWOT and horizon scan • Business analysis – are we facing the same issues? • Sharing future planning. • Identifying respective strengths and expertise • Identify possible savings and economies

21. Some tools for the process • Service mapping • Area of overlap/duplication • Client journey – does it make sense? • Comparison analysis • Shared strategic thinking: • Joint SWOT and horizon scan • Business analysis – are we facing the same issues? • Sharing future planning. • Identifying respective strengths and expertise • Identify possible savings and economies • What might being at a bigger scale enable us to do?

22. Some tools for the process • Service mapping • Area of overlap/duplication • Client journey – does it make sense? • Comparison analysis • Shared strategic thinking: • Joint SWOT and horizon scan • Business analysis – are we facing the same issues? • Sharing future planning. • Identifying respective strengths and expertise • Identify possible savings and economies • What might being at a bigger scale enable us to do? • Experiment – run pilots to see if it can work.

23. Comparison analysis:

24. Using the comparison analysis Process: • Identify anyone who does a bit of what you do (or could be perceived as). • List what’s similar and different. • Describe the relationship and how it might develop. • Might need to do some research. Analysis: • Does it make sense: • Designed or ad hoc • Client’s perspective • Funder’s view • Are there things that all the agencies are struggling to do? • Quick fixes? • Longer term possibilities? • How could it work better as a total system? • What’s your USP?

25. What do we mean by collaboration? A short term alliance • Joint marketing. • A campaign Working together better • Using common standards and processes. • Referral routes. A jointly ran project • Agreeing to specialise or lead in certain areas. • A joint bid A new way of working • Sharing “back office” costs. • Sub contracting arrangements. A new business venture • A consortium • A shared service A merger • “A” takes over “B”. • “B” becomes a project of “A”. • “A” & “B”unite to create “C”

26. 1. An alliance: Organisations share information, plans and work together to influence policy

27. 2. Joint bids. Organisations agree to submit a joint bid to deliver a service. BID

28. Lead/managing agent One organisation manages a contract on behalf of other organisations

29. 4. Consortia A new organisation is formed to run a service

30. 5. Sub contracting An organisation wins a contract with the intention of sub contracting some of the work to another agency.

31. 6. MergingA and B join together to form C

32. Collaboration – design factors. • A temporary or permanent issue? • Attitude of stakeholders: Community Funders Staff • Potential bocks: • Legal powers • Designated funds • Staff transfer issues • Pensions • Risk • The process • Dragging on • Cultural differences • Over consultation • Be flexible… but, • Clear lines of accountability • Agree decision making responsibilities • Rules of engagement

33. Due Diligence • About knowing what you are taking on.

34. Due Diligence • About knowing what you are taking on. • Trustees need to be satisfied that the have thoroughly reviewed the current and future risks involved in a venture. • A process of opening the books and being transparent. • A managed process. • Review different kinds of risks and past performance: • Business and financial standing • Operational issues • Reputation • Pipeline issues. • It’s not about not having any negatives, but ensuring that all parties are comfortable and acting responsibly – “Eyes wide open”.

35. Due Diligence • About knowing what you are taking on.

36. Due Diligence • About knowing what you are taking on. • Trustees need to be satisfied that the have thoroughly reviewed the current and future risks involved in a venture.

37. Due Diligence • About knowing what you are taking on. • Trustees need to be satisfied that the have thoroughly reviewed the current and future risks involved in a venture. • A process of opening the books and being transparent.

38. Due Diligence • About knowing what you are taking on. • Trustees need to be satisfied that the have thoroughly reviewed the current and future risks involved in a venture. • A process of opening the books and being transparent. • A managed process.

39. Due Diligence • About knowing what you are taking on. • Trustees need to be satisfied that the have thoroughly reviewed the current and future risks involved in a venture. • A process of opening the books and being transparent. • A managed process. • Review different kinds of risks and past performance: • Business and financial standing • Operational issues • Reputation • Pipeline issues.

40. Due Diligence • About knowing what you are taking on. • Trustees need to be satisfied that the have thoroughly reviewed the current and future risks involved in a venture. • A process of opening the books and being transparent. • A managed process. • Review different kinds of risks and past performance: • Business and financial standing • Operational issues • Reputation • Pipeline issues. • It’s not about not having any negatives, but ensuring that all parties are comfortable and acting responsibly – “Eyes wide open”.

41. Due Diligence • About knowing what you are taking on. • Trustees need to be satisfied that the have thoroughly reviewed the current and future risks involved in a venture. • A process of opening the books and being transparent. • A managed process. • Review different kinds of risks and past performance: • Business and financial standing • Operational issues • Reputation • Pipeline issues. • It’s not about not having any negatives, but ensuring that all parties are comfortable and acting responsibly – “Eyes wide open”.

42. Collaboration review What has been achieved? How do we measure success? Is it sustainable? Are the risks and responsibilities fairly allocated? Sticking points? Cultural change? What next?