1. Collaboration Workshop 8 January 2015 Material used and outputs produced 1 Collaboration Workshop

2. Skylark contact details 2 Graham Whitney grahamfwhitney@mac.com 07802 232960 Linda Boucher lindaboucher1@mac.com 07802 213426 http://www.skylarknetwork.org.uk

3. Collaboration Workshop 7 th January 2015 3 Surrey Community Action (SCA) hosted a free Collaboration Workshop attended by approximately 20 charities. The workshop was led by Skylark, a pro-bono consultancy which focuses on helping charities to achieve their objectives by collaborating with other charities. The rest of the pack details; 1.The outputs of the breakout sessions Barriers to collaboration Actions to be taken by;  The Voluntary Organisations (individual charities)  The Voluntary Sector (tier 2/ membership organisations…..eg SCA)  Statutory bodies (eg local authority) 2.The material presented

4. Outputs from the Breakout session 4

5. Workshop Outputs Barriers listed by all groups 5 Theme Barriers HOW TO COLLABORATE? Don’t know how to collaborate? How to move forward? Lack of expertise Should we collaborate or be in partnership? The difference? Uncertain about communicating vision to others…staff, trustees How to broach the subject with other charities? Visualising the future and articulating it Having the right support Cost of support Preparing a plan and sticking to it TIME COMMITTMENT Lack of time due to day-to-day pressures What is in it for us? Too time consuming Day job gets in the way Limited resources Always short of time – can’t do more LEADERSHIP/ ENGAGEMENT Lack of Trustee engagement Getting buy-in from Trustees and staff Trustees being open and sharing Who to take the responsibility and lead it? Abdication of control Strategic misalignment between board and executive WHO TO COLLABORATE WITH? Really being aware of other suitable organisations Concern about hidden agendas – is this going to ultimately become a merger? Finding someone with the same shared aims/ vision or will they be culturally incompatible Lack of easy contact details Identifying who Only going for the one’s you know and then stopping A big difference between the sizes of organisation is a concern COMPETITION Competitive tendering Natural competitiveness Competition for funding TRUST Trust of shared goals Confidentiality issues about sharing information – competitive information Reputation risks – what if the other organisation gets something wrong and this affects our brand/ reputation Sharing ideas Gaining agreement on objectives and outcomes Finding mutual ground – conflicting priorities Fear of loss of identity PERSONAL ISSUES Personal motivation – will my role remain? Loss of organisation identity/ brand Fear of the unknown It is change! Don’t like change! RISKS Risk of failure Financial risk – quantifying and accepting costs Sharing commercial information before proper agreement Reduced statutory funding Impact on staff Threat to our organisation and staff

6. Workshop Outputs Actions to encourage/ drive collaboration 6 Actions to be completed by the Voluntary organisation itself 1.Determine why you want to collaborate and with whom? 2.Look to who your staff are already working with and build from there 3.Get external support to explore collaboration Helps to implement change Provides expertise 4.Determine whether this is to be CEO or Chair of Trustee instigated in your organisation Ensure links between both CEOs, both Chairs and both sets of Trustees 5.Network: at all levels CEOs Trustees Staff 6. Encourage proactive Trustees 7.Look at it from the beneficiaries perspective 8.Generate a plan and NDA for sensitive information 9.Hold local meetings/ small group meetings share maps of who they know 10.Identify opportunities to collaborate 11.Focus on what you want to achieve 12.Meet with others, be open minded, take time 13.Trustees complete their ‘ambassadorial role’ 14.Strategic recruitment of Trustees – cross fertilise, rotate through roles not in silos

7. 7 Actions to be completed by the Voluntary sector organisations/ bodies 1.Make opportunities for charities to network 2.Provide support Expert input if needed Information Process/ methods Be a broker 3.Suggest possible collaboration groups (1 to1 or 1 to many) 4.Facilitate information sharing Be the confidential ‘middle man’ 5.Provide Trustee training on collaboration and change programmes Explain advantages Examples of success 6.Network at all levels VCO CEO’s and Trustees Statutory bodies Other member groups Map like-minded, similar sized charities 7.Provide advice on risk Contract giver + bidder Risk sharing Responsibilities 8.Establish a focal point/ centre of excellence Addresses including same sector lists Publicise successes Facilitation Communicate joint bidding opportunities Workshop Outputs Actions to encourage/ drive collaboration Move to be less fragmented, less local. Get better at working together

8. Workshop Outputs Actions to encourage/ drive collaboration 8 Actions to be completed by the Statutory bodies 1.Stop commissioning ALL tenders as competitive – this is anti-collaboration! 2.Cut all the ‘red tape’ to do with collaborative working and positively state ‘you welcome collaborative tenders” 3.Re-engineer funding to support collaborative bids

9. Presentation material 9

10. Collaboration Workshop 8 January 2015 10 Collaboration Workshop

11. Workshop Agenda 11 1.Welcome and Introductions 2.What is collaboration? Why collaborate? How to collaborate? Drawing on Skylark experience and practical learning 3.Small group working session Overcoming the barriers to collaboration 4.Group feedback and summary 5.Close and Networking lunch

12. What is collaboration? What is the scope of collaboration? 12 Joint bidding Fund-raising / Marketing FRONT OFFICE Policy / Advocacy / ‘Voice’ / Lobbying Training / Property / HR / Finance / IT BACK OFFICE Information or resource sharing Contacts and relationship building Joint delivery Source:Skylark The House of Collaboration Merger

13. What is collaboration? What type of collaboration? 13 Joint bidding Fund-raising / Marketing FRONT OFFICE Policy / Advocacy / ‘Voice’ / Lobbying Training / Property / HR / Finance / IT BACK OFFICE Information or resource sharing Contacts and relationship building Joint delivery Source:Skylark; Charity Commission small charities survey, 2500 charities surveyed; chart 2 46% of charities are engaged in collaboration 34% 39% 15%7%10% 6% X % of charities engaged in specific type of collaboration The House of Collaboration Merger

14. What is collaboration? The spectrum of collaboration arrangements 14 Ranging from formal to informal arrangements SpectrumType of collaboration Merger The transfer or combination of assets and liabilities of two or more separate organisations Partnership Creating a separate organisation to provide services or Legally formed partnership Service Level Agreement Collaboration between two or more organisations specifying in detail what each party will do Resource sharing Idea sharing, Joint research and development, Joint training Sharing a building or office space Functional operational sharing Buying groups Networks Umbrella organisations and membership organisations Interest groups Lobbying groups Fundraising groups Working together Various forms of working arrangements FORMAL INFORMAL Source:A Practical Guide to Collaborative Working, CollaborationNI 83% informal

15. Why collaborate? The main reasons for working in collaboration 15 The benefits obtained from charities’ collaborative activities (%) Services maintained/ developed/ improved Enhanced reputation/ public support Increased number of beneficiaries reached Access new skills/ expertise/ information Reduced costs/ saved money Greater impact by working with other charities More coordinated approach Increased access to funding opportunities More holistic service/ offering Avoided duplication of service Improved staff/ volunteer recruitment or retention Allowed charity to focus on core activity 10203040 Source:Charity Commission small charities survey, 2500 charities surveyed; chart 6

16. Why collaborate? The size of the prize 16 Size of prize Immediate pain ProblemOpportunity Current Future Immediate pain Future opportunity Source:Skylark A combination of short term pain and future opportunity will give a full “Size of the prize” ‘Size of Prize’

17. Why collaborate? The size of the prize 17 Size of prize Immediate pain ProblemOpportunity Current Future Immediate pain Future opportunity Prompts to collaborate …………Immediate pain Wanted to help another charity in difficulties (30%) Improve services and/or reduce duplication (27%) Improve efficiency/ reduce costs (21%) Develop/ sustain income streams (18%) Lack of funding to deliver services (12%) Meet requirements of funding/ commissioning (8%) Source:Skylark; Charity Commission small charities survey, 2500 charities surveyed; chart 5

18. Why collaborate? The size of the prize 18 Prompts to collaborate …….Future opportunity Access additional skills/ knowledge (24%) Deliver services in a more holistic way (23%) Access additional facilities/ equipment (18%) Increased impact of our campaigns (15%) Size of prize Immediate pain ProblemOpportunity Current Future Immediate pain Future opportunity Source:Skylark; Charity Commission small charities survey, 2500 charities surveyed; chart 5

19. How to collaborate? Leadership and Strategic fit 19 Strategic fit Leader- ship Is the collaboration in line with our aims, objectives and values? Successful collaboration requires board engagement and full leadership commitment The Top 3 factors contributing to successful collaboration are related to; degree of compatibility/ strategic fit quality of leadership Source:Skylark; Charity Commission small charities survey, 2500 charities surveyed; chart 12a

20. How to collaborate? Map your landscape - an example from sobus 20 National Sector groups Other charities & voluntary organisations National infrastructure groups Government Policy & Funding Other 2 nd tier infrastructure providers Other Service Providers H&F charities and voluntary organisations Regional /Sector umbrella groups H&F beneficiaries - individuals Regional infrastructure groups Outside H&F beneficiaries Tri-borough funding H&F local authority Other Infrastructure funders Other Funders - commissioning bodies NationalRegionalH&FOutside Funders Beneficiaries Infrastructure and Sector Charities and Voluntary Organisations Government Source: Skylark

21. 21 National Sector groups Other charities & voluntary organisations National infrastructure groups Government Policy & Funding Other 2 nd tier infrastructure providers Other Service Providers H&F charities and voluntary organisations Regional /Sector umbrella groups H&F beneficiaries - individuals Regional infrastructure groups Outside H&F beneficiaries H&F local authority Other Infrastructure funders Other Funders - commissioning bodies NationalRegionalH&FOutside Funders Beneficiaries Infrastructure and Sector Charities and Voluntary Organisations Government Eg City Bridge Trust Big Lottery Eg CCG, Corporations Social Investments Big Lottery, ESF, Trust Funds Eg LVSC Eg NCVO, Community Matters Eg MIND Eg KCSC, HFVC Eg Family Friends Eg Banooda Aid Eg DESTA Tri-borough funding Source:Skylark How to collaborate? Map your landscape - an example from sobus

22. 22 Charity Support Network Skylark Why collaborate? Who to collaborate with? Type of collaboration Mapping the territory StrategyFeasibility Plan Operate & Review Exploring benefits and risks of collaborating. What opportunity would collaboration deliver both parties? At what cost? Are the charities’ cultures compatible? Engaging the key stakeholders Detailed planning How will the charities collaborate? Formal due diligence? Implement the agreed plan, review and measure short and long term benefits. Making it work IIIIIIIV Stage How to collaborate? The Skylark Collaboration Framework A four stage approach to collaboration within the charity sector Collaboration strategy agreed Agreement in principle to collaborate (one or many parties) Signed agreement and Collaboration Plan Collaboration benefit secured Source:Skylark

23. How to collaborate? Areas of collaborative working support required 23 Type of support% Career guidance for senior staff affected by change 23 Support through the legal process 21 One-to-one support for key staff and leaders 20 Facilitated discussions 20 Mentoring from individuals with experience of collaboration 20 Tailored training for senior staff and board members on collaborative working 20 One-day workshop on the practicalities of collaborative working 18 Networking with other organisations 17 Toolkits and advice 17 Organisations were asked to identify the areas of support they would benefit from Source:A Practical Guide to Collaborative Working, CollaborationNI

24. How to collaborate? Areas of collaborative working support required 24 Type of support% Career guidance for senior staff affected by change 23 Support through the legal process 21 One-to-one support for key staff and leaders 20 Facilitated discussions 20 Mentoring from individuals with experience of collaboration 20 Tailored training for senior staff and board members on collaborative working 20 One-day workshop on the practicalities of collaborative working 18 Networking with other organisations 17 Toolkits and advice 17 Surrey Community Action can coordinate support on collaboration Source:Skylark; A Practical Guide to Collaborative Working, CollaborationNI RED text indicates where Skylark can offer support

25. How to collaborate? Lessons learnt in collaborative working 25 1.Clarify why you should collaborate 2.Identify clearly what is to be achieved by collaboration 3.Assess the potential risks and barriers 4.Choose the appropriate model and level of collaboration from across the spectrum of collaboration arrangements which ranges from informal alliances up to a merger 5.Plan the process in a transparent manner 6.Ensure sufficient time is set aside 7.Ensure the process is driven by strong leadership 8.Seek specialist advice to facilitate the various stages of the process. Source:A Practical Guide to Collaborative Working, CollaborationNI

26. Workshop Agenda 26 1.Welcome and Introductions 2.What is collaboration? Why collaborate? How to collaborate? Drawing on Skylark experience and practical learning 3.Small group working session Overcoming the barriers to collaboration 4.Group feedback and summary 5.Close and Networking lunch

27. Break out/ ‘buzz group’ working session Each group has 30 minutes to; 1.Brainstorm the barriers to collaboration (5 mins) Capture them on post-it notes on a the flip chart 2.Determine positive actions to overcome the barriers (23 mins) Detail the actions under 3 headings on the flip chart depending upon who can / should complete the action  Voluntary Organisations (individual charities…..YOU!!)  The Voluntary Sector (tier 2/ membership organisations…..eg SCA)  Statutory bodies (eg local authority) 3.Which actions would you welcome support to complete? (2 mins) Annotate with a star ……and will feedback their findings in plenary 27

28. Workshop Agenda 28 1.Welcome and Introductions 2.What is collaboration? Why collaborate? How to collaborate? Drawing on Skylark experience and practical learning 3.Small group working session Overcoming the barriers to collaboration 4.Group feedback and summary 5.Close and Networking lunch

29. Backup material 29

30. Type of collaboration charities are engaged in 30 Source:Charity Commission small charities survey, 2500 charities surveyed; chart 2

31. Factors which prompted a charity to collaborate 31 Source:Charity Commission small charities survey, 2500 charities surveyed; chart 5

32. The benefits gained from charities’ collaboration activities 32 Source:Charity Commission small charities survey, 2500 charities surveyed; chart 6

33. Main factors perceived to have contributed to successful collaboration 33 Source:Charity Commission small charities survey, 2500 charities surveyed; chart 12a