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©2014 NCOSS 1 66 Albion Street Surry Hills NSW 2010 Ph: 9211 2599 Fax: 9281 1968 email@example.com www.ncoss.org.au Merging Fee for Service Joint Venture Memorandum of Understanding Partnership Amalgamation Collaborating Hostile takeover Auspice Transfer of assets Consortium Friendly 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 3 ©2014 NCOSS
4 Where are you going?
5 Assess your situation: Your strategic plan (ie What/where do you want to be?) Current circumstances Financial situation And…………??????? ©2014 NCOSS Which way forward?
Exploring the possibilities ©2014 NCOSS 6 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 ©2014 NCOSS 7 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 ©2014 NCOSS 8 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 ©2014 NCOSS 9 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 ©2014 NCOSS 10 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 ©2014 NCOSS 11 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 ©2014 NCOSS 12 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 ©2014 NCOSS 13 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?
14 ©2014 NCOSS http://alturl.com/86k5g
©2014 NCOSS 15 Don’t look back You’re not going that way
NCOSS Sector Development Contact details Amanda Smithers firstname.lastname@example.org 9211 2599 ext 127 16 ©2014 NCOSS
Challenge Questions How good is our strategic leadership?
Copyright © 2014 by The University of Kansas Promoting Networking, Coordination, Cooperative Agreements and Collaborative Arrangements Among Organizations.
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