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Our Merger Journey Rhian Bowen-Davies Aim of this workshop To set the context for our recent merger To outline the approaches and processes we took Our.

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Presentation on theme: "Our Merger Journey Rhian Bowen-Davies Aim of this workshop To set the context for our recent merger To outline the approaches and processes we took Our."— Presentation transcript:

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2 Our Merger Journey Rhian Bowen-Davies

3 Aim of this workshop To set the context for our recent merger To outline the approaches and processes we took Our learning experiences and challenges Food for thought Opportunity to ask questions and share experiences

4 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

5 Who are we now? CALAN Domestic Violence Services First Women’s Aid groups in Wales to merge Company limited by guarantee and registered charity Domestic violence services for all individuals and families Crisis intervention and preventative services Refuge and Community Support Services The Bridge Project BRAVE team – specialist children and young peoples project Lead organisation for NPT DA One Stop Shop Campaigning and awareness raising

6 Our merger journey

7 Journey Context Economic environment Best Value / Efficiency savings Supporting People Review and recommendations Supporting People modernisation agenda Equality Duty Social Services and Housing legislation Police and Crime Commissioners Families First Evidence of outcomes Benchmarking excellence and quality of services

8 Domestic Abuse Context Right to be Safe Strategy Ending VAW and Domestic Abuse Bill (Wales) KAFKA Report 10,000 Safer Lives project National occupational standards for domestic abuse and sexual violence “Fit for purpose?” DA services in NPT Report NPT Domestic Abuse Strategy

9 The first step remodelled children and young people’s services across NWA/LVWA A vision to integrate services, avoid duplication, reduce central costs, increase and diversify service provision, develop specialist skills and reach more children and young people BRAVE – one specialist service from June 2010 Dipping our toes in “Collaboration”

10 Our BRAVE experience Increased referrals to the service Increased number of children and young people accessing and group support Service diversity and development – RESPECT interpersonal violence programmes, specialist therapeutic play service and prevention and education programmes Reputation synonymous with excellence and innovation

11 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

12 Agreed Principles A merger of equals Positivity and momentum to be maintained through the process New organisation, new name, new identity

13 The merger begins..... January 2011 – Neath WA and Lliw Valley WA made a formal commitment to explore a merger Merger Steering Group established and independent Chair appointed Legal consultants, Geldards LLP, appointed Business case for merger finalised Merger principles and deal breakers identified Merger action plan established

14 Continued….. Due diligence exercise – financial and organisational perspectives Decision taken to formally transfer assets with effect from 1 st July 2012 Appointment of an independent HR consultant and drafting HR plan Sub Groups to the MSG established for HR, finance, governance and corporate identity

15 Continued….. Schedule of planned consultation events agreed by MSG Development of corporate identity Legal documentation completed June 2012 in preparation for formal transfer 1 st July 2012

16 Our key elements Communication, communication, communication Consultation and engagement Pilot programmes and interim plans Planning and Structure Realistic timescales Energy and momentum

17 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

18 Consultation and engagement Staff, Service Users and Stakeholders SWOT analysis Organisational priorities RBA Framework Corporate identity Service development Organisational structures

19 Interim arrangements and Pilot Programmes To ensure a smooth transition post 1 st 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 Joint on-call service

20 Our learning Organisational identity – name and branding External facilitators and experiences Integration of staff, services and organisational cultures Momentum and energy Governance and Board development Resources, capacity and workloads Financial considerations post merger

21 Challenges..... A new experience for Trustees, Staff and Service Users Balancing merger and day to day responsibilities Not missing opportunities Integrating organisational cultures Overcoming them and us syndrome

22 Next steps Implementing Organisational RBA Framework Remodelling and re-structure Building awareness and reputation of CALAN DVS Opportunities and challenges ahead!

23 Any questions?

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