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Introduction to collaborative working. 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 - PowerPoint PPT Presentation
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Introduction to collaborative
working
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
What is collaborative
working?
What is collaboration?
MergerInformal networks
Joint projects
Drivers Government Public opinion Charity Commission Funders Recession Expectation
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
Benefits of collaborating
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
Obstacles and challenges to collaborative
working
Obstacles Personalities Lack of resources Competition Cultural difference Lack of information and
experience Resistance to change
What can help?
Things that can help
Trust and commitment Early agreement Recognition of different strengths Open, honest communication Steering group Compatible cultures Vision
Structures for collaborative
working
Structures
New legal body
Lead organisation
External non-delivering lead
Joint working agreements
Clarify the project
Define roles and commitments
Process of writing
Reference document
Joint working agreements – what to include
Introduction Roles and responsibilities Costs and assets Monitoring and evaluation Communication and meetings Branding and logos Exit strategy
Considerations for merger
When might a merger be considered?
Very similar aims and objectives
Complementary activities Rescue or survival Increased efficiency Funding of projects
Benefits
Improved services to beneficiaries
Economies of scale Reduction of confusion and
duplication for supporters Knowledge sharing
Barriers Staff dissatisfaction Culture clash Brand confusion Loss of identity Trustee board integration Cost Doubts whether merger is in the best
interests of beneficiaries
Key things to consider
Existing funding TUPE Planning and communication Working group Merging Boards Interim arrangements
Structures
Full merger New organisation Existing structure
Group structure
What to look for
Previous history Mission match Resources – stable and
sustainable Reputation and reach Good governance
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
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)
Is it right for your situation?
