Tools, models and due diligence for collaboration Alan Lawrie

Collaboration process

Collaboration process Why is it on the agenda?

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

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

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

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

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

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

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

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

Some tools for the process

Some tools for the process Service mapping

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

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

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

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?

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.

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

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

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?

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.

Comparison analysis: Organisation Similarities Differences Relationship Possibilities Citizens Advice Bureau Town centre location Full service offer Volunteer based Little home visiting No outreach Good – have rang joint projects in the past. Share ideas Law Centre Specialist Referral only Little outreach Immigration specialist We refer some clients on Closer link Disability Rights Limited advice offer Poor in the past Keen to develop home visiting service Age Centre Only over 55s Struggle with demand Good Council Advice Service Not independent Only does initial advice Mixed Closer collaboration. Unemployment Centre Doesn’t have a quality assurance scheme They refer lots of people to us. Need to manage referrals better Pro bono lawyers Limited service Long waiting list Not in touch Closer collaboration

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?

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”

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

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

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

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

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

6. Merging A and B join together to form C

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

Due Diligence About knowing what you are taking on.

Due Diligence Agree process Produce information survey Collate and share information Check and assess Review current and future risk 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”.

Due Diligence About knowing what you are taking on.

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.

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.

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.

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.

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”.

Due Diligence Agree process Produce information survey Collate and share information Check and assess Review current and future risk 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”.

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?