Navigating a Merger: Lessons Learned and Future Directions

2. Our Merger JourneyRhian 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.... • 2010 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 1-2-1 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 1st 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 1st 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 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 • 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?