I wrote this over six years ago and it still rings true today. Growing the new wave
It was interesting to reconsider the point I made about scalability and infrastructure:
“There is a place for mergers and joint ventures. We need to look past our own brands and ‘local solutions’ if we wish to make significant differences beyond our own backyards.
Local service solutions are also a valid option, but we need to identify opportunities to share or leverage infrastructure. Duplicated infrastructure dilutes funding and diverts our focus from achieving our shared goals.”
We have seen more mergers and collaboration within the not-for-profit sector and that’s great. There will never be enough charity funding, so it simply makes sense – especially if we’re avoiding unnecessary duplication of infrastructure.
Having seen the power of locally led initiatives with the Census, I’m wearier than ever about large-scale mergers and centrally controlled operations. It makes sense from a financial perspective but at the cost of tailored support for our communities.
So how do we overcome this apparent conflict in my thinking?
Smaller organisations still need to find ways to make their infrastructure more efficient. This may mean contracting for the services, collaborating with similar organisations, or even setting up shared services. It can be done. We need to remember that every dollar saved on infrastructure is another dollar we can spend on supporting our core purpose.
It’s surprisingly easy to do ‘locally led’ within a large organisation. It’s simply about giving up control and empowering your local leaders. Obviously there will be national guidelines and expectations but trust your people – let them do their mahi in a way that works for their communities. It’s also a case of trusting your communities to guide you and engage in a way that will be effective. They know what works for them.
