Not-for-Profit Organization

WHO

Two non profit organizations in South-Western Ontario.

WHAT

The Boards of Directors of both organizations realized that there may be opportunities to improve client service levels, improve efficiency, and reduce costs by considering ways in which they could work together. Multiple stakeholders were involved in the consideration including Board members, staff of both agencies, First Nations communities, community leaders, and clients.

HOW

Developed the project plan for this highly complex consultation work
Led senior management and board of director representatives through the process of understanding and agreeing to the recommended approaches and strategies
Led numerous consultation sessions with managers, front line staff, board members, First Nations and Community Leaders related to the future of these two organizations.
Developed numerous tools to support the feasibility study process, including discussion frameworks, surveys and facilitation mechanisms
Undertook detailed analysis of human resource capacity, corporate business functions, service delivery functions, financial functions and analysis of the two collective agreements leading to the development of a number of options including a recommended option for consideration by the Boards of Directors

The analysis included a comprehensive risk assessment of the future viability from a business perspective of the two agencies whose exclusive funder is the Ontario Government. In addition, we facilitated the development of a broad communication plan for use by the agencies, and worked closely with the executive directors who were the key stakeholders throughout the process in an open and inclusive manner.

SUCCESS STORY

Within two weeks of the tabling of the Proponent’s Final Report and Recommendations, a joint decision was made by the two Boards of Directors to fully amalgamate the organizations. A “new” organization will be fully developed by April 2012.

The Osborne Group recommended and the agencies adopted:

A menu of Implementation considerations that have for the most part been acted upon including the establishment of an Implementation Steering Committee that is chaired by an outside expert
A financial plan that ensures the sustainability of the “new” organization
A Human Resource Analysis that forms the basis for negotiating a new collective agreement and the development of new positions in the organization.
A comprehensive sustainability plan that sets out the organizational requirements that need to be put in place to support the transformed organization going forward.