©2014 ncoss 1 66 albion street surry hills nsw 2010 ph: 9211 2599 fax: 9281 1968...
TRANSCRIPT
©2014 NCOSS1
66 Albion Street Surry Hills NSW 2010
Ph: 9211 2599Fax: 9281 1968
[email protected] www.ncoss.org.au
Merging
Fee for Service
Joint Venture
Memorandum of
Understanding
Partnership
Amalgamation
CollaboratingHostile takeover
AuspiceTransfer of assets
ConsortiumFriendly
takeover
Working Together
Council of Social Service of NSW
2©2014 NCOSS
http://alturl.com/86k5g
“Period of Unprecedented Change”
The only way to make sense out of change is to plunge into it, move with it, and join the dance.
Alan Watts
Any change, even a change for the better, is always accompanied by drawbacks and discomforts.
Arnold Bennett
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Where are you going?
5
Assess your situation:
Your strategic plan (ie What/where do you want to be?)
Current circumstances Financial situation And…………???????
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Which way forward?
Exploring the possibilities
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What is the dream/vision? Do you have a viable future? What is driving the dream? Is your vision reflected in your strategic plan?
What level of finance will you need?
What are the possible funding sources?
Exploring the possibilities
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Where are you currently at? What are your strengths? What are the benefits? What are your clients looking for that
currently isn’t happening? What would improve your service? How are you faring financially?
Exploring the possibilities
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How different is the future vision and the current situation?
What changes are required to bridge the gap?
Is there sufficient support to explore?
Do you have the legal capacity to make the change?
Complete a 3-5 year strategic and financial plan
Exploring the possibilities
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Articulate your business case where the driver is the outcome, not the finances.
‘There is a risk that economic drivers will drown out the goals and strategic intent that are really the most important, and are fundamental to the organisations that were established to serve people needing help’. (Norton, 2010)
Exploring the possibilities
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What to look for in a potential partner
Similar/complementary goals, purpose and benefits
Potential for a relationship where there is trust and respect
Strong effective leadership Effective governance
Exploring the possibilities
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What could get in the way?
Power inequality or imbalance Poor accountability and responsibility
arrangements Lack of investment (in commitment to the
process, resources, staff time, finance, effort)
Differences in culture and language.
Exploring the possibilities
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Essential components for a successful relationship Listen and consult Be flexible/cooperative Work towards a trusting, respectful, equal
relationship Generous with knowledge/expertise Give the necessary time Value all parties’ contributions
The journey has begun
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Initial discussions Key priorities and
outcomes Agendas Commitment, resources, intent Individual organisation’s goals What value will it add to both
organisations and their clients?
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Don’t look backYou’re not going
that way
