The story of a successful merger
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Rhian Bowen Davis, Calan DVS, at Engage - the collaborative working conference 2013.
Transcript of The story of a successful merger
The story of our successful merger
Rhian Bowen-Davies, Chief Executive
Aims
• To provide an overview of our recent merger• To outline the approach we adopted• To share our experiences and our “lessons
learnt” • To highlight the challenges and how we
overcame these• To provide an opportunity to ask questions and explore thoughts
Who were we?
• Neath and Lliw Valley Women’s Aid• Together, 60 years experience supporting
women and children experiencing domestic abuse
• Organisational similarities• Operating within 1 Local Authority -
Neath Port Talbot
Who are we now?
CALAN Domestic Violence Services• First Women’s Aid groups in Wales to merge• Company limited by guarantee and registered charity• Provision of services for all individuals and families• Crisis intervention and preventative services• Refuge and Community based support services• BRAVE project – a specialist children and young peoples
project• The lead organisation for NPT DA One Stop Shop• Campaigning• Provision of bespoke training and awareness raising programmes
Journey Context 2010…. The external environment• Economy• Legislative considerations• Changes to funding sources • Shift to commissioning of services• Regionalisation v Local provision• Outcomes focus • Quality and standards of services• Changes within the domestic violence and abuse
sector
Our response
• Fit for purpose• Long term sustainability• Best Value • Efficiency savings• Reduce duplication• Collaboration
The first step....
• Our experiment in collaboration• In 2010 remodelled children and young
people’s services across NWA/LVWA• BRAVE – an integrated specialist service
from June 2010• Positive experience• Merger considerations next logical step….
Why a merger?
• The development, innovation and sustainability of appropriate services to individuals and families
• Best practice and quality of services• Efficiency savings and rationalisation of resources• Capacity to respond to policy and development
opportunities • To reduce perception of overcrowded voluntary
sector
Agreed Principles
• A merger of equals• Positivity and momentum to be
maintained through the process• New organisation, new name, new
identity
Our key elements
• Planning, preparation and framework• Communication, communication,
communication!• Consultation and engagement• Pilot programmes and interim plans• Realistic timescales• Energy and momentum
Planning our merger
• Merger Steering Group• Memorandum of Understanding• Business case, principles and deal breakers• Legal and HR Consultants• Phase I and II Merger Plans• Implementation Plans• Transfer date
Communication
• Integral and essential• Open and meaningful• Communication plan – who, when and how• Consultation days, e-briefings, letters, team
meetings• Agreed format, content, timings• Even if no news – communication!
Consultation and engagement
Staff, Service Users and Stakeholders• Vision
• Organisational priorities• RBA Framework• Corporate identity• Service development• Organisational structure
External facilitatorsFeedback
Interim arrangements and Pilot Programmes
• To ensure a smooth transition post 1st July and minimum disruption to service provision
• Clear areas of responsibility and lines of communication
• Interim arrangements for Senior and Operational Managers
• Re-location of staff teams and managers• Integrated services
Our learning• Organisational identity – name and branding• External facilitators and experiences• Integration of staff, services and organisational
cultures• Momentum, energy and timelines• Governance and Board development• IT and telecommunications• Resources, capacity and workloads• Financial considerations pre and post merger• Leadership
Challenges.....
• A new experience for Trustees, Staff and Service Users
• Balancing merger and day to day responsibilities
• External environment• Opportunities• Integrating organisational cultures
Calan DVS 1 year on…..
• 1st July 2013 – 1 year• Organisational review and restructure• Remodelled and developed new services• Governance framework• Branding and reputation• Looking to the future• Opportunities and challenges!
