central interior community services cooperative golden may 2015

Central Interior Central Interior Community Services Community Services

CooperativeCooperative

GoldenGolden

May 2015May 2015

Challenges and Challenges and Opportunities – Coop ModelOpportunities – Coop Model

Presented by: Presented by:

Nancy Gale – Executive Director, Child Nancy Gale – Executive Director, Child Development CentreDevelopment Centre

The Central Interior Community Services The Central Interior Community Services

CooperativeCooperative MembersMembers

Boys and Girls ClubBoys and Girls Club

Canadian Mental Canadian Mental Health Assoc. Health Assoc.

Child Child Development Development

CentreCentre

WomenWomen’’s s Contact SocietyContact Society

Association For Community Living

Mission StatementMission Statement

The Central Interior The Central Interior Community Services Co-op Community Services Co-op strengthens the response strengthens the response of member agencies to of member agencies to communitycommunity social needs. social needs.

Four truths of Coops:Four truths of Coops:

• playing the long game• gaining a better understanding of your business needs • utilizing local talent, resources and relationships, and • adapting to change.

Vision StatementVision Statement

The CICSC will provide The CICSC will provide community leadership in community leadership in

social development through social development through a proactive approach to self a proactive approach to self

sufficiency and service sufficiency and service excellence.excellence.

The Co-op ModelThe Co-op Model

• Established in 2004, Established in 2004, the Co-op consists of the Co-op consists of 5 NOT FOR PROFIT, 5 NOT FOR PROFIT, charitable agencies, charitable agencies, which provide a wide which provide a wide range of services to range of services to various client groups various client groups within the Williams within the Williams Lake area. Lake area.

• Each member agency Each member agency retains its identity retains its identity and independence.and independence.

• The Co-op helps The Co-op helps each organization each organization obtain services that obtain services that they may not they may not otherwise be able to otherwise be able to access on their own.access on their own.

• Each member has Each member has an equal vote, an equal vote, regardless of size or regardless of size or budget.budget.

The Guiding Principles of The Guiding Principles of the the

Co-opCo-op The members of the Co-operative provide The members of the Co-operative provide

a range of community-based social, a range of community-based social, advocacy, education and health services advocacy, education and health services to children, youth, adults and families. to children, youth, adults and families.

Members work co-operatively to respond Members work co-operatively to respond to community needs and to promote to community needs and to promote quality human services through the quality human services through the facilitation of partnerships, research and facilitation of partnerships, research and innovation by sharing resources, innovation by sharing resources, knowledge and connectivity. knowledge and connectivity.

We are the people who….We are the people who….

Support local innovative Support local innovative solutions to social issues.solutions to social issues.

Create opportunities for Create opportunities for community service providers.community service providers.

Work collectively to provide Work collectively to provide effective social services to make effective social services to make the community a better place.the community a better place.

Facilitate, collaborate and work Facilitate, collaborate and work together.together.

Milestones

March March 2002:2002:

Informal discussions begin between 4 of Informal discussions begin between 4 of the 5 member agencies.the 5 member agencies.

June June 2002:2002:

The Association For Community Living The Association For Community Living joins the table.joins the table.

July 2002:July 2002: ““The Partnership ToolkitThe Partnership Toolkit”” is put into is put into practice.practice.

SeptembeSeptember 2002:r 2002:

Voluntary chair Trevor Barnes is Voluntary chair Trevor Barnes is appointed. Letter of understanding appointed. Letter of understanding outlines agreement to work towards outlines agreement to work towards coalition.coalition.

MilestonesJanuary January 2003:2003:

Strategic planning session at The Strategic planning session at The Canadian Mental Health Association. This Canadian Mental Health Association. This produces a money commitment, a work produces a money commitment, a work plan and a memorandum of understanding plan and a memorandum of understanding which were approved by member agencies which were approved by member agencies boards.boards.

October October 2003-2003-March March 2004:2004:

Second work plan is initiated. Tim Beachy Second work plan is initiated. Tim Beachy provides a workshop on the co-operative provides a workshop on the co-operative model.model.

Nov Nov 2003-2003-DecembeDecember 2003:r 2003:

Boards approve the co-operative model.Boards approve the co-operative model.

MilestonesFebruary February 2003-2003-October October 04:04:

Coalition works on co-location, integrated Coalition works on co-location, integrated program delivery and combining financial program delivery and combining financial and administration services.and administration services.

May 2003:May 2003: Plans for building renovations with Ted Plans for building renovations with Ted Thomas and Associates begins. Thomas and Associates begins.

August August 2003:2003:

Design plans of building renovations are Design plans of building renovations are complete. complete.

October October 2003:2003:

Hoelzler Construction begins the Hoelzler Construction begins the renovations at 51 - 4renovations at 51 - 4thth Avenue South. Avenue South.

MilestonesMilestones

Feb 2004:Feb 2004: Renovations are complete. Project is on Renovations are complete. Project is on target and on budget.target and on budget.

April 28, April 28, 2004:2004:

The member agencies receive The member agencies receive incorporation status with the Registrar of incorporation status with the Registrar of Companies. The Central Interior Companies. The Central Interior Community Services Co-op is official.Community Services Co-op is official.

June 10, June 10, 2004:2004:

The grand opening of the Co-op.The grand opening of the Co-op.

Factors That Lead To The Factors That Lead To The Formation Of The Co-opFormation Of The Co-op

Competition Competition Fear Fear Changes to Changes to

contracting with contracting with the provincial the provincial government government

Cutbacks Cutbacks Previous Previous

relationships relationships

High level of trust High level of trust Involvement in Involvement in

the voluntary the voluntary sector initiative sector initiative

Lutherwood (new Lutherwood (new model of service model of service delivery) anddelivery) and

Commitment of Commitment of funder (MCFD)funder (MCFD)

What Are The Factors That What Are The Factors That Contribute To Success?Contribute To Success?

o Clear understanding of the fundamentals of Clear understanding of the fundamentals of cooperation – values of equity, reciprocity, cooperation – values of equity, reciprocity, respect, resourcefulness, constructive respect, resourcefulness, constructive candor (honesty /openness), autonomy candor (honesty /openness), autonomy

o Attention to Process – Partnership Attention to Process – Partnership Handbook, Memorandum of Handbook, Memorandum of Understanding, Board Involvement, Use of Understanding, Board Involvement, Use of External Resources, Work Plans, Policies, External Resources, Work Plans, Policies, Shared Services, Strategic PlanningShared Services, Strategic Planning


Rules of Engagement – Policies and Rules of Engagement – Policies and Protocols for Membership, Protocols for Membership, Confidentiality, Communication, Confidentiality, Communication, Conflict Resolution, Decision-Making Conflict Resolution, Decision-Making and Non-Competitionand Non-Competition

Regular MeetingsRegular Meetings

Responsiveness and flexibility to Responsiveness and flexibility to clients and community needclients and community need

What are the Factors that What are the Factors that Contribute to Success? Contribute to Success?

Interdependencies of shared practice Interdependencies of shared practice and work processes that both define our and work processes that both define our work and nurture our work work and nurture our work

Shared principles and values – Shared principles and values – cooperation, resourcefulness and respectcooperation, resourcefulness and respect

History of success and accepted rules History of success and accepted rules and norms and norms

Getting things done both inside and Getting things done both inside and outside the box outside the box

Extensive social networks Extensive social networks


o Integration of Functions – Integrated Youth Integration of Functions – Integrated Youth Team, Finance Department, Integrated Team, Finance Department, Integrated Management Committee and the Co-op Management Committee and the Co-op Board Board

o Cost Containment – improved Cost Containment – improved accounting practices, accounting practices, budgeting/costing, benefit budgeting/costing, benefit

administration, facility, administration, facility, technology, fund technology, fund

developmentdevelopmento


o Leadership at the Board and Leadership at the Board and Executive Director levelExecutive Director level

o Funder – willingness to adopt a more Funder – willingness to adopt a more inclusive process of shared power to inclusive process of shared power to address social issues, contract address social issues, contract downsizing, program development, downsizing, program development, one-time only funding and local one-time only funding and local infrastructure maintenanceinfrastructure maintenance

What Are The Challenges What Are The Challenges Ahead?Ahead?

o Partnership maintenance – Partnership maintenance – communication, continuous communication, continuous improvement, cultivation of long-term, improvement, cultivation of long-term, high trust relationships, understand high trust relationships, understand each others growth /survival strategies, each others growth /survival strategies, sharing information, determination to sharing information, determination to succeed succeed

o Excessive trust – may lead to Excessive trust – may lead to misrepresentation, relationship misrepresentation, relationship maintenance placed above the best maintenance placed above the best possible solution, not acting on internal possible solution, not acting on internal contentious issuescontentious issues

What Are The Challenges What Are The Challenges Ahead?Ahead?

o Risk Management - Risk Management - interconnectedness demands new interconnectedness demands new management approaches, management approaches, interconnectedness of individual interconnectedness of individual agencyagency’’s future with other members s future with other members of the Co-opof the Co-op

o Sustaining competitive advantageSustaining competitive advantage

o Succession PlanningSuccession Planning

What are the Challenges What are the Challenges Ahead?Ahead?

Capacity BuildingCapacity Building Brand EnhancementBrand Enhancement Relationship Building with Government Relationship Building with Government

and other funders (Foundations, donors, and other funders (Foundations, donors, etc.)etc.)

State of ReadinessState of Readiness Innovation in collaborative practice and Innovation in collaborative practice and

shared servicesshared services Responsiveness to opportunitiesResponsiveness to opportunities

MarketsMarkets

• ““All organizations, even not for All organizations, even not for profits including coops operate in profits including coops operate in

the context of a market. Your the context of a market. Your market, is the summation of the market, is the summation of the offering of the same product or offering of the same product or

service, usually within a finite area service, usually within a finite area for a specific customer”. for a specific customer”.

Market Assessment Market Assessment

In any competitor or collaborator In any competitor or collaborator assessment determine your potential assessment determine your potential partner’spartner’s

• Competitive advanceCompetitive advance• Ability to innovate Ability to innovate • Funding, donor baseFunding, donor base• Access to resources (tangible/intangible)Access to resources (tangible/intangible)• Risk managementRisk management• ““SWOT” analysis - nicheSWOT” analysis - niche

Market Assessment Market Assessment cont’dcont’d

• Mission, vision and focus Mission, vision and focus • Complementary servicesComplementary services• Organizational historyOrganizational history• Relationship, trust and organizational Relationship, trust and organizational

cultureculture• Response to change (how agile) Response to change (how agile) • Where can you find trade-offs, mutual Where can you find trade-offs, mutual

benefitsbenefits• Potential opportunities for shared or joint Potential opportunities for shared or joint

actionaction

Matrix/Rating Matrix/Rating

• Narrow down your community agency Narrow down your community agency inventory to 5 to 7 potential partnersinventory to 5 to 7 potential partners

• Create a rating system (1 to 5) and then Create a rating system (1 to 5) and then score each of the potential partners score each of the potential partners against your agreed upon criteriaagainst your agreed upon criteria

• Be sure to include characteristics that Be sure to include characteristics that highlight the proposed innovation – new highlight the proposed innovation – new delivery, location, combined intake/drop delivery, location, combined intake/drop in clinic, reputation, fees for service, etc. in clinic, reputation, fees for service, etc.

Constructive Candor Constructive Candor

Ask questions about:Ask questions about:• IncubationIncubation• OperationalizationOperationalization• Structure/FunctionStructure/Function• CommunicationCommunication• Organizational Commitment Organizational Commitment