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Collaboration – what’s it really like?
Wendy Osborne OBEChief Executive30 March 2011
Commencing the collaboration journey – setting the change agenda
Catalyst for change– 2008 Volunteer Bureau Initiative evaluation
Stocktaking of relationships and the external environment– Regional (Volunteer Development Agency) and local
(15 volunteer centres) volunteer support infrastructure
– Policy arena e.g. proposed Volunteering Strategy; Review of Support Services; Review of Public Administration; future economic environment
Leadership to commence the discussion
Commencing the collaboration journey – drivers for change
Need to respond to issues raised in the VBI evaluation
Need to consider information/evidence/opinions from key organisations and individuals on the role, functions and services that should be provided by a NI volunteering infrastructure
Need for volunteering infrastructure organisations to agree a way forward regarding the role, function and services to be provided at a regional and local level
Need to consider integration as a means of providing a better quality, more consistent service across NI to volunteers and volunteer involving organisations
Commencing the collaboration journey…
LessonsDrivers of change have to real and compellingDrivers of change have to be about more than moneyThere has to be leadership and support for the processKey stakeholders have to be involved at every stepThe process has to be open and transparentThe importance of understanding and acknowledging
that the real barriers are about values and feelings – lack of trust; misperceptions and misunderstandings; fear of the unknown; sense of loss; uncertainty
Making collaboration real – the building blocks
Providing direction and support to an agreed process– Strategic Working Group established in June 2008 &
reported in December 2008– Integrated Infrastructure Working Group established
in January 2009– Transition Board for Volunteer Now established in
December 2009– Merger agreement signed 31 March 2010– Volunteer Now goes ‘live’ 1 April 2010
Consensus on ‘why merge’ rationale and establishment of new organisation
Ownership of a shared vision for the new organisationFocus on benefits – improvement in quality, delivery and
outreach for volunteering and the volunteering infrastructure
Implementation of good leadership and clear decision making
A well co-ordinated and supported process underpinned by a commitment to openness and transparency, respect and fairness
Motivation, tenacity and momentum
Making collaboration real – the vital components Leadership that gives ownership to the partners but also maintains
direction and meets deadlines Commitments agreed & implemented Understanding and negotiating the expectations of merger partners Financial support & expertise to implement the process e.g. HR,
legal & financial due diligence Operational plan in place with actions and time targets Engagement with wider stakeholder network – members,
volunteers, funders Access to appropriate resources and expertise Good communication – internal & external Attention to culture and values associated with staff expectations,
the process and the outcome Motivation, tenacity and momentum
Making collaboration real ……. Lessons The importance of building trust to minimise the threat and
maximise the opportunity of the merger The need to be sensitive to partner organisation’s views and fears
and to be flexible in negotiating consensus The importance of having a detailed plan, resources to deliver and
clear co-ordination of the process The need for resilience, merger is a huge step and commitment
from the partners involved waivered and changed The importance of leadership that gained people’s buy in and
maintained their commitment to achieving the goal of a new organisation and a new way forward for the volunteering infrastructure
Signing the merger document and creating the new organisation was a momentous step – it is only the beginning!
Volunteer Now – the first year
Change agenda continues– Development of new five year Strategic Plan 2011-
2016 (completed 31 October 2010)– Organisational restructuring – Development of culture & values
Integrating financial systems Alignment of HR procedures and terms & conditions Communication – internal & externalManaging ‘business as usual’ and developing businessMotivation, tenacity and momentum
Volunteer Now – the first yearLessonsChange management – important not to
underestimate the amount of internal change created by a merger
Resources to deliver change effectivelyGood internal communication, openness and
transparencyPrioritisation to set what can be achieved Clear messages about the new organisation and
it’s work emphasising the benefits of mergerEffective leadership from the Board of Trustees
Would I still support integration of the regional and local volunteering infrastructure – Yes!
Do I consider that merger in this instance was the best option – Yes!
Do I believe that Volunteer Now can deliver better outcomes for volunteering in NI – Yes!
‘When it comes to mergers, hope triumphs over experience’.
Irwin Stelzer
American Economist