Collaboration not competition

1. Collaboration not competition “If we are together nothing is impossible. If we are divided all will fail.”

2. Is it that simple – No • Collaboration is and can be a challenge for many organisations • There is a great deal of advice out there but most focus on collaboration tools & process • Collaboration involves individuals, teams & organisations there in lies most of the issues and problems

3. Collaborative working covers a vast spectrum • Two or more organisations can work together • From informal networks and alliances, through joint delivery of projects to full merger. • Collaborative working can be short term, fixed term or can form a permanent arrangement. • Common denominator -They involve some sort of exchange, for mutual advantage.

4. Collaborative working Working collaboratively is a hot topic for many Third Sector Organisations: • Develop a stronger, more united voice. • Share knowledge and information. • Deliver new, improved or more integrated services. • Make efficiency savings through sharing costs • As they are being pushed into collaborative partnerships

5. Most common forms of collaboration • Separate organisations maintain their independence, but work jointly on some activities or functions • Organisations with resources/expertise offer assistance to other organisations. • A new organisation to do joint work on some activities or functions • A group structure where a 'parent' organisation governs a group of 'subsidiary' organisations • Merger to form a new organisation working as one body on all activities

6. Key obstacles to a successful collaboration • Personalities • Competition between partners • Lack of information and experience • Lack of resources, especially at decision-making stage • Resistance to change • Cultural mismatch between organisations • Lack of consistency and clarity on roles and responsibilities

7. Ways to overcome the difficulties • Good personal relationships • Compatible cultures or an understanding and empathy of different cultures • Written agreements • Experience of change management, leadership and vision • Resources • Clear and agreed mutual benefits and collaborative advantage • A focus on the big picture • Careful planning

8. Respect & feeling valued • Flexibility in terms of different styles and different ways to meet goals • Communication and cooperation • Ability to disagree and still work together • Shared philosophy and common goals • Getting to know each other; empathy and understanding • Joint decision-making • Definition of roles in advance • Ability to handle conflicts in a constructive way • Common sense and common courtesy • Humour

9. Organisations are multi- dimensional Main Dimensions • Values and Purpose • Framework of structures and contracts/grants/funding • Power relationships underpinning and defining their hierarchies • Culture – behaviours, habits, informal codes and UGR’s

10. Culture, Culture & Culture • Culture is a vitally important element of any successful collaborative partnership, • The closer or more long term the collaboration is the closer and more harmonious the culture needs to be. • It is widely recognised that different organisations have distinctive cultures. Organisational culture is 'the way we see and do things around here'.

11. Organisational Culture • Through tradition, history and structure, organisations build up their own culture • Culture gives an organisation a sense of identity - 'who we are', 'what we stand for', 'what we do'. It determines, through the organisation's legends, rituals, beliefs, meanings, values, norms and language, the way in which 'things are done around here‘ • The health of the internal organisation i.e. the internal environment will have a marked effect on the success of any change or any collaborative project

12. Llamau is a Collaborative Organisation • Llamau is quite unique in the sector, we regard ourselves as a healthy ‘crossbreed’ rather than a thoroughbred • We have merged with six organisations: John Rowley Trust, CRAG, CSWHG’s, M.W.A. and C.W.A • We have taken over five failing or closing projects and their staff from other organisations • All of which have given us significant experience and a unique insight into successful collaborative working and partnerships. We believe our rich bloodline in Llamau makes us stronger

13. Collaboration in Adversity • Challenging times require organisations to rethink their relationships with other organisations. • Hafan Cymru and Llamau have decided to form a strategic collaborative partnership with the aim of ensuring the sustainability of the services we provide and the future of our organisations.

14. Boards have Scrutinised our business models, values and organisational purpose. Conclusion ... it is first and foremost in the interests of our service users and other stakeholders for the two organisations to formally pursue a closer working relationship with the aim of meeting the challenges of the current economic and policy environment and adding value in terms of service delivery.

15. We have formally adopted a set of common goals • Reinforce the shared culture, values and ethos which put our service users first and at the heart of our business • Pursue excellence • Create added value • Grow and nurture innovation and creativity • WILL DO Attitude • Maximise our combined assets and resources to ensure growth and sustainability

16. Collaborative Partnership EXPLORE EXTRACT EXPLOIT • Find collaborative partners but these have to be trusted partners • Explore unmet needs, new opportunities and potential innovations • Create competitive new ideas/services • Filter the ideas/pilot/model • Build and create collaborative teams • Create buy in with an investable proposal with evidenced and clear business plans • Form new collaborative business arrangements • Firm up the necessary commitments= Capacity and resources • Coordinate Project launch- publicity and communications

17. Improved or wider range of services for service users Financial savings and better use of resources Knowledge and information sharing Sharing the risk in new projects Stronger, united voice Better co-ordination of activities Outcomes do not justify the time and resources invested Loss of flexibility in working practices Loss of autonomy Cultural mismatch between organisations Mission drift Damage to organisation if collaboration is unsuccessful Potential benefits and costs of collaboration

18. Ahead of the inevitable • The drive for change within organisations is usually due to financial viability issues and the external environment, rather than the ‘health’ or internal workings of the organisation • As a consequence when the need for change is finally recognized, a major shift change is usually needed with the resultant major upheaval and significant stress for employees as significant change is forced upon them. This theory is built on the assumption that the external environment drives change. • Hafan and Llamau want to shape our future rather than be shaped!

19. We cant ignore the external environment • SPRG transfer • Move to regions • Loss of ASP direct funding • Universal Credit • Competition from Large Generic Providers low cost • Tenders expecting realistic partnerships and collaboration not paper ones.

20. There is a clear drive Interest and a push towards more collaborative working has been growing over the last few years and that pressure will continue • An increased government emphasis on the third sector’s role in public service delivery • A drive within the sector to improve its effectiveness • A desperate need for more efficient use of resources • Public & Government perception that there are too many charities

21. DO Share the Risks & rewards Always focus on the Who Suspend judgments, preconceptions Target Quality then Quality Connect the Service Delivery Dots Develop a culture of collaboration at least partially DON’T Overestimate your own brilliance Expect something for nothing Manage Risk down to Zero Forget communication – internal and external Delay through too much analysis and wanting everything right Think there is a one-size-fits-all solution for collaboration Lessons we have learnt

22. If you want to go fast go aloneIf you want to go far – go together