Transcript Slide 1
Stewart Crocker Stewart Crocker Consulting November 2011 Where are you now? What are your: Hopes? Fears? How are you feeling in the spectrum: Re your responsibilities - from burdened to liberated? Re the future of your organisation – from confident to uncertain? Re your organisation’s direction of travel – from clear to confused? Our route map The Board’s stewardship role Building a strong organisation Collaborative working Merger insights Stewardship questions: Is your purpose your mission, or survival? Do you know the truth about your present position and future prospects? Are you clear about your direction of travel? Are you building a strong organisation? Are you improving efficiency and effectiveness? Do you review your strategic and structural options? Do you anticipate the need for change? What makes a strong organisation? Good governance Effective leadership Aligning your vision and mission with your strategy Building organisation-wide capacities for growth Creating the strongest possible case for support Developing the organisation: Board / staff Working collaboratively Streamlining for growth Aligning all the components: Vision Mission Strategy Organisational development Brand Business plan Goals The virtuous spiral of growth Impactful, high quality services /activities Innovation: from “best” to “next” practice Integrated, accessible communications Enterprising culture Create a positive image and raise profile Invest in fundraising, from diverse sources Good financial planning / reporting / cost recovery Involve all staff & volunteers esp. on the front line Whatever you need to do, begin it early! Celebrate your successes! Creating the strongest possible case for support Vision Need Response Clear outputs and outcomes Specific / costed plans Demonstrate value and impact From log frames to stories - ensure the communication fits the audience Strengthening the case, eg: Waste Watch: recycling to sustainable living HHC: methodology to outcomes Medical research: technical features to benefits for patients Actionnaires: annual grant requests to long term support Dental foundation: ad hoc requests to mouth cancer awareness campaign The collaboration spectrum Ad hoc partnerships Coordinated campaigning or buying group Service provision by charity/ commercial/ mutually owned provider Fundraising joint venture Strategic alliance Merger Merger insights Motivators Approach Risks and benefits Leadership Staff Process management Ingredients for success Typical merger motivators Vulnerability of smallness Financial pressures Governance challenges Increased influence on the external environment Meeting need more effectively Broadening the organisation’s offer History of collaboration Approach to merger A strategic option – not a last resort Mission before ego The foundation: shared values and interests Phased progression Potential risks and benefits Transparent information exchange Identify deal breakers early Conduct a high level assessment first Due diligence with care: objects, liabilities, TUPE Merger risks and benefits Potential risks Distraction Dilution Culture clash Potential benefits Greater impact New funding opportunities Economies of scale Staff development Leadership Chairs & CEOs: vital roles Resolving the “which CEO?” question Articulate: the shared vision and “prize” Jointly develop a Merger Implementation Plan Impact of transformational vs. marginal change Prioritise governance resolution Staff- the greatest asset Involvement – inner and outer circles Communications – if in doubt – tell them Culture – joint survey, openly reported Acknowledge differences Build mutual staff team trust and confidence Advance integration initiatives Process management Multiple stakeholders: perspectives / agendas Multiple phases Consider the impact on: Senior management capacity Board / trustee time commitment Independent facilitation fire protection and fire fighting maintains focus and momentum Ingredients for success Desire for change = purpose Shared vision = direction Leadership commitment = role models Staff / volunteer involvement = ownership Joint working = integration Let’s discuss………………. Thank you! Stewart Crocker Stewart Crocker Consulting Ltd Email: [email protected] Tel: 07767 776685