Anne Moynihan (programme manager) discusses innovations in charity support at the Evolve 2013 conference. Find out more about NCVO's events: http://www.ncvo.org.uk/training-and-events/events-listing

1. Transforming Local Infrastructure
~ Suffolk
Anne Moynihan ~ Programme Manager

2. Community Action Suffolk
Partners

3. Suffolk Project Aims
To create a co-ordinated & effective infrastructure for
all voluntary and community groups in Suffolk which
will construct & deliver:
 An accessible, coherent & consistent support offer;
 A single structure that enables effective planning and
local delivery;
 Support that is flexible & responsive to need;
 Sustainability for the future.

4. Process followed
 Project Board/Project Team (Feb 12)
 Heads of Terms (Sept 12)
 Due Diligence (autumn 12)
 AGMs/EGMs (autumn/winter 12)
 Transferee Board recruited (Oct 12)
 Company established (Oct 12)/charitable status (Jan
13)
 CEO recruitment/TUPE process started (Nov 12)
 Transfer Deed (Jan 13)
 Merger (31 March 13)
 SCC Partnership Agreement signed (April 13)

5. Process/programme plan
 Communication & Marketing – including branding etc;
 Community Action Suffolk’s service offering – analysis of services
that are valued & in terms of take up, consultation with 500 frontline
organisation;
 Legal & regulatory – MOU, legal vehicle for the merger, heads of
agreement, board & members to pass resolutions, transfer deeds;
 Finance & tax – due diligence, financial model 13/14, HMRC
registration, VAT, transfer of contracts, funding and property etc;
 Governance & organisational structure – agree Articles of
Association, Companies House Registration & charitable status +
trading subs;
 Strategic & business planning;
 Staffing & human resources – CE recruitment, management & staff
integration/TUPE;
 Day One planning - ICT integration etc;
 Project management & reporting to BIG.

6. Challenges ~ Solutions
Challenges
1. Timescale
2. Size & capacity of
partners
3. Communication
4. TUPE
5. Trustee/staff
understanding of roles
6. Passion of those
involved
Emails in the small hours!
Solutions
1. Leadership
2. Facilitative v
directive approach
3. Principles agreed
4. Communication?
5. Staff Reps Group
6. Collegiate Board
7. Everyone giving
101%

8. Lessons & Benefits
 Time before benefits realised
 Transformation only after merger
 Communication is never sufficient
 Don’t underestimate time or resources
required
 Treat all partners with respect
 Manage conflict/don’t leave it to fester
Benefits
 Increased strategic capacity
 Duplication removed/consistent offer
 Reduction in overheads – eventually
 Streamlined/improved decision making
 Staff able to do what hired to do

9. Transforming Local Infrastructure
- Suffolk
Questions & Answers

10. Community Action Suffolk
Partners