NAVCA has published '
Reflections
'
, an account of the restructuring of local infrastructure
organisations (LIO) in Leicestershire earlier this year.
Although an analysis of the experience in Leicestershire, it
highlights many issues that are important to any charity
considering greater collaboration or merger. The report is an
absorbing and frank account, written by Martin Gage, former Chief
Executive of North West Leicestershire, one of the organisations on
the 'losing' side of the competitive tender. The report is NAVCA's
second in depth look at the restructure of members following
'Anatomy of a merger',
examining the 2007 merger of infrastructure organisations in
Cumbria.
The restructure resulted in Voluntary Action LeicesterShire (VAL)
being awarded a £1M contract from the local councils, police and
health statutory bodies to provide services across Leicestershire.
The other seven organisations in the county became 'community
hubs', responsible for providing a signposting service to VAL and
working on representation issues at a district level.
The report looks at whether competitive tendering could have
been avoided, how the organisations involved avoided a seemingly
inevitable falling out and the prospects for the future development
of infrastructure and support services in the county. Most
importantly Martin Gage lists key lessons that should be learnt
from this process by other charities and voluntary organisations,
including stressing the important leadership role trustees need to
take.
Kevin Curley, Chief Executive of NAVCA said
"There is a lot of interest in charity mergers and restructuring at
the moment but little information around about what is actually
involved. Structural change is never painless. There are always
obstacles to overcome and hidden costs. Too often the stories are
told once the dust has settled - and problems conveniently
forgotten. However, it is these problems that offer the greatest
learning experiences.
This publication is a frank look at these issues. Martin's
observations as an insider in the process are priceless and offer a
rare insight into the realities of this sort of organisational
change. Anyone connected to a charity considering structural change
including merger should read this - especially trustees. The report
shows that trustees must lead the process of change and not leave
it to staff."
2 December
2009