Professional Documents
Culture Documents
South Craven Communi
South Craven Communi
During this time, whilst looking to tighten the partnership further, the
organisations began to explore the possibility of merger. This culminated
in an Away Day in 2007 to explore options in more depth. The outcome of
the away day was that they would tighten up the partnership agreement but
maintain their local focus, acknowledging their original aims of supporting
communities in those distinct areas.
SCCA approached key local funders, North Yorkshire County Council and
the Primary Care Trust, on behalf of the partnership, to explain the situation
and their decision. As both statutory partners funded Craven Voluntary
Learning from Mergers - the case studies
Page 3 South Craven Community Action and Bentham Development Trust
Action, they wanted to hold direct talks with the organisation about its
financial situation. These discussions took a little time and unfortunately,
Craven Voluntary Action went into liquidation in July 2009. This effectively
left parts of the district without infrastructure support.
During this time, SCCA had been funded by the local authority to carry
out a mapping study of the voluntary sector in Craven. SCCA took this
opportunity to consult with frontline organisations about their expectations
and needs from infrastructure support. As a result, SCCA had a good
understanding of what support was needed and felt prepared to fill the
gaps left when Craven Voluntary Action ceased trading. Discussions took
place between SCCA and key statutory partners, who were happy to back
SCCA as the key infrastructure organisation in Craven.
SCCA has since changed its name and altered its constitution. It is now
the single infrastructure organisation for Craven, and is seeking to relocate
to Skipton, a more central location. Although the failure of the attempted
merger was an initial blow, SCCA, its partners and funders now see the
recent developments as a good opportunity, offering a way forward for
the sector.
“The modernisation fund Positive aspects of the process and its outcomes
from Capacitybuilders helped
the process a lot. It enabled SCCA, which was leading the merger process, was able to access good
us to bring in consultants to quality advice and support throughout the process, including from
help with some of the work, NAVCA, the NCVO’s Foresight website, the Charity Commission and
which freed up staff time to Capacitybuilders.
focus on other aspects of the
process.” Although it was a difficult process for those involved, key stakeholders
are positive about the openness of the process and the way things have
Chief Executive Officer,
turned out. For example, collectively, the key infrastructure organisations in
South Craven Community
Action North Yorkshire have recently put in a bid to the BIG Lottery Fund’s BASIS
2 programme. SCCA now has a new funding advisor, rural voice officer
and community accountant, who are driving forward improvements. Key
“[Our relationship with SCCA members of staff are now all based in one office so internal communication
is] very good, very open. One is much better and the management of projects has improved.
of the things that struck me
was the openness through SCCA put a lot of effort into trying to restore the confidence of statutory
the [whole process]” partners in the voluntary sector in Craven, after it lost investment when
Craven Voluntary Action went into liquidation. The County Council and
Stakeholder
Primary Care Trust have now redirected funds to SCCA, so overall funding
levels for infrastructure in the district are the same as before.
“Whilst the final outcome is SCCA has led on the development of a strategy for the whole of the
not what we had planned, we voluntary sector in Craven, which many key voluntary organisations were
are starting to see light at the involved in and have bought into. From that, SCCA has developed a
end of the tunnel. Overall I business plan for the new infrastructure organisation.
think people would agree it’s
starting to look better for the Key activities will include setting up a voluntary sector assembly for Craven,
sector as a whole in Craven. possibly mirroring local strategic partnership structures. The work will also
Although as a sector, we still involve bringing together a Contracts and Commissioning Voluntary Sector
have a way to go.” group and up-skilling representatives who can represent the district. All this
Chief Executive Officer, aims to give the sector a stronger voice – whereas in the past the sector’s
South Craven Community voices have been disparate and dispersed. From SCCA’s perspective, this
Action shows that positives can come out of a difficult process.
Learning from Mergers - the case studies
Page 5 Community Council for Somerset and Community Action
Lessons Learned
• The case study shows the importance of communication and making sure everyone is involved and on board
with the process. Keep everyone as much up to speed as you possibly can.
• Spend time with organisations involved in the merger and their trustees from an early stage and be clear
about the time it may take to get buy in from trustees.
• Find out what frontline organisations and stakeholders want and would expect from a single infrastructure
organisation.
• Have the courage to stick with the process of rationalisation and see it through. In the end it is worth it.
• Be flexible enough to change direction if needs be.
Milton Pearson, Chief Executive Officer, Craven Community and Voluntary Service
01535 634588 milton@sccaco.com