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Central Interior Community Services Cooperative

Central Interior Community Services Cooperative. Golden May 2015. Challenges and Opportunities – Coop Model. Working Better by Working Together. Presented by: Nancy Gale – Executive Director, Child Development Centre. The Central Interior Community Services Cooperative Members.

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Central Interior Community Services Cooperative

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  1. Central Interior Community Services Cooperative Golden May 2015

  2. Challenges and Opportunities – Coop Model Working Better by Working Together Presented by: Nancy Gale – Executive Director, Child Development Centre

  3. The Central Interior Community Services CooperativeMembers Association For Community Living Boys and Girls Club Canadian Mental Health Assoc. Child Development Centre Women’s Contact Society

  4. Mission Statement The Central Interior Community Services Co-op strengthens the response of member agencies to community social needs.

  5. Four truths of Coops: • playing the long game • gaining a better understanding of your business needs • utilizing local talent, resources and relationships, and • adapting to change.

  6. Vision Statement The CICSC will provide community leadership in social development through a proactive approach to self sufficiency and service excellence.

  7. Established in 2004, the Co-op consists of 5 NOT FOR PROFIT, charitable agencies, which provide a wide range of services to various client groups within the Williams Lake area. Each member agency retains its identity and independence. The Co-op helps each organization obtain services that they may not otherwise be able to access on their own. Each member has an equal vote, regardless of size or budget. The Co-op Model

  8. The Guiding Principles of the Co-op • The members of the Co-operative provide a range of community-based social, advocacy, education and health services to children, youth, adults and families. • Members work co-operatively to respond to community needs and to promote quality human services through the facilitation of partnerships, research and innovation by sharing resources, knowledge and connectivity.

  9. We are the people who…. • Support local innovative solutions to social issues. • Create opportunities for community service providers. • Work collectively to provide effective social services to make the community a better place. • Facilitate, collaborate and work together.

  10. Milestones

  11. Milestones

  12. Milestones

  13. Milestones

  14. Competition Fear Changes to contracting with the provincial government Cutbacks Previous relationships High level of trust Involvement in the voluntary sector initiative Lutherwood (new model of service delivery) and Commitment of funder (MCFD) Factors That Lead To The Formation Of The Co-op

  15. What Are The Factors That Contribute To Success? • Clear understanding of the fundamentals of cooperation – values of equity, reciprocity, respect, resourcefulness, constructive candor (honesty /openness), autonomy • Attention to Process – Partnership Handbook, Memorandum of Understanding, Board Involvement, Use of External Resources, Work Plans, Policies, Shared Services, Strategic Planning

  16. What Are The Factors That Contribute To Success? • Rules of Engagement – Policies and Protocols for Membership, Confidentiality, Communication, Conflict Resolution, Decision-Making and Non-Competition • Regular Meetings • Responsiveness and flexibility to clients and community need

  17. What are the Factors that Contribute to Success? • Interdependencies of shared practice and work processes that both define our work and nurture our work • Shared principles and values – cooperation, resourcefulness and respect • History of success and accepted rules and norms • Getting things done both inside and outside the box • Extensive social networks

  18. What Are The Factors That Contribute To Success? • Integration of Functions – Integrated Youth Team, Finance Department, Integrated Management Committee and the Co-op Board • Cost Containment – improved accounting practices, budgeting/costing, benefit administration, facility, technology, fund development

  19. What Are The Factors That Contribute To Success? • Leadership at the Board and Executive Director level • Funder – willingness to adopt a more inclusive process of shared power to address social issues, contract downsizing, program development, one-time only funding and local infrastructure maintenance

  20. What Are The Challenges Ahead? • Partnership maintenance – communication, continuous improvement, cultivation of long-term, high trust relationships, understand each others growth /survival strategies, sharing information, determination to succeed • Excessive trust – may lead to misrepresentation, relationship maintenance placed above the best possible solution, not acting on internal contentious issues

  21. What Are The Challenges Ahead? • Risk Management - interconnectedness demands new management approaches, interconnectedness of individual agency’s future with other members of the Co-op • Sustaining competitive advantage • Succession Planning

  22. What are the Challenges Ahead? • Capacity Building • Brand Enhancement • Relationship Building with Government and other funders (Foundations, donors, etc.) • State of Readiness • Innovation in collaborative practice and shared services • Responsiveness to opportunities

  23. Markets “All organizations, even not for profits including coops operate in the context of a market. Your market, is the summation of the offering of the same product or service, usually within a finite area for a specific customer”.

  24. Market Assessment In any competitor or collaborator assessment determine your potential partner’s • Competitive advance • Ability to innovate • Funding, donor base • Access to resources (tangible/intangible) • Risk management • “SWOT” analysis - niche

  25. Market Assessment cont’d Mission, vision and focus Complementary services Organizational history Relationship, trust and organizational culture Response to change (how agile) Where can you find trade-offs, mutual benefits Potential opportunities for shared or joint action

  26. Matrix/Rating Narrow down your community agency inventory to 5 to 7 potential partners Create a rating system (1 to 5) and then score each of the potential partners against your agreed upon criteria Be sure to include characteristics that highlight the proposed innovation – new delivery, location, combined intake/drop in clinic, reputation, fees for service, etc.

  27. Constructive Candor Ask questions about: • Incubation • Operationalization • Structure/Function • Communication • Organizational Commitment

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