1. Tools, models and due diligence for collaboration
Alan Lawrie

2. Collaboration process

3. Collaboration process
Why is it on the agenda?

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

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

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

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

8. 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

9. 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

10. 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

11. 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

12. Some tools for the process

13. Some tools for the process
Service mapping

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

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

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

17. 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?

18. 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.

19. 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

20. 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

21. 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?

22. 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.

23. 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

24. 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?

25. 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”

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

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

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

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

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

31. 6. Merging A and B join together to form C

32. 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

33. Due Diligence
About knowing what you are taking on.

34. 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”.

35. Due Diligence
About knowing what you are taking on.

36. 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.

37. 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.

38. 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.

39. 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.

40. 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”.

41. 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”.

42. 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?