What’s driving collaboration Alan Lawrie

Possible context Context .

“Too many organisations” Possible context Context “Too many organisations” .

Possible context Context “Too many organisations” . Better- joined up - services

Possible context Context “Too many organisations” . Breaking down barriers Better- joined up - services

Possible context Context “Too many organisations” . Partnership rather than rivalry Breaking down barriers Better- joined up - services

Possible context Context Breaking down barriers “Too many organisations” . Tougher times ahead Partnership rather than rivalary Breaking down barriers Better- joined up - services

Possible context Context Breaking down barriers “Too many organisations” Cooperation or competition? Tougher times ahead Partnership rather than rivalary Breaking down barriers Better- joined up - services

Possible context Context Breaking down barriers “Too many organisations” Cooperation or competition? Tougher times ahead Partnership rather than rivalary Breaking down barriers Better- joined up - services

Starting points

Starting points Three different motives: Building better services that deliver outcomes for people and communities? Avoiding duplication – better use of resources – savings? Organisational growth?

Starting points Three different motives: Building better services that deliver outcomes for people and communities? Avoiding duplication – better use of resources – savings? Organisational growth? Getting the process right: Keeping asking how will this increase our ability to make a difference to our users? Develop and test a vision of what collaboration might achieve. Strategy before structure.

Starting points Three different motives: Building better services that deliver outcomes for people and communities? Avoiding duplication – better use of resources – savings? Organisational growth? Getting the process right: Keeping asking how will this increase our ability to make a difference to our users? Develop and test a vision of what collaboration might achieve. Strategy before structure. Collaboration can take different formats: (not just mergers): Alliances Joint Bids Lead Body Consortia Sub Contract Merger

Experience so far – lessons learned Start from a positive point

Experience so far – lessons learned Start from a positive point Identify what ‘added value’ collaboration might bring : 2+2=5.

Experience so far – lessons learned Start from a positive point Identify what ‘added value’ collaboration might bring : 2+2=5. Merging organisations rarely creates a direct saving.

Experience so far – lessons learned Start from a positive point Identify what ‘added value’ collaboration might bring : 2+2=5. Merging organisations rarely creates a direct saving. Duplication or choice?

Experience so far – lessons learned Start from a positive point Identify what ‘added value’ collaboration might bring : 2+2=5. Merging organisations rarely creates a direct saving. Duplication or choice? Create a positive and measurable vision of what successful collaboration might look like.

Experience so far – lessons learned Start from a positive point Identify what ‘added value’ collaboration might bring : 2+2=5. Merging organisations rarely creates a direct saving. Duplication or choice? Create a positive and measurable vision of what successful collaboration might look like. Collaboration isn’t a quick fix.

Experience so far – lessons learned Start from a positive point Identify what ‘added value’ collaboration might bring : 2+2=5. Merging organisations rarely creates a direct saving. Duplication or choice? Create a positive and measurable vision of what successful collaboration might look like. Collaboration isn’t a quick fix. Danger of detail dominating.

Experience so far – lessons learned Start from a positive point Identify what ‘added value’ collaboration might bring : 2+2=5. Merging organisations rarely creates a direct saving. Duplication or choice? Create a positive and measurable vision of what successful collaboration might look like. Collaboration isn’t a quick fix. Danger of detail dominating. Involve ‘stakeholders’.

Experience so far – lessons learned Start from a positive point Identify what ‘added value’ collaboration might bring : 2+2=5. Merging organisations rarely creates a direct saving. Duplication or choice? Create a positive and measurable vision of what successful collaboration might look like. Collaboration isn’t a quick fix. Danger of detail dominating. Involve ‘stakeholders’. Plan a route map – identify possible barriers.

Experience so far – lessons learned Start from a positive point Identify what ‘added value’ collaboration might bring : 2+2=5. Merging organisations rarely creates a direct saving. Duplication or choice? Create a positive and measurable vision of what successful collaboration might look like. Collaboration isn’t a quick fix. Danger of detail dominating. Involve ‘stakeholders’. Plan a route map – identify possible barriers. Don’t forget why you are doing it.

What works or blocks collaboration Positive factors Negative blocks

What works or blocks collaboration Positive factors Negative blocks Development of a shared positive future vision. Time to develop and explore. Respect of difference. Leadership of respected individuals. Open and managed decision making. A process that involves people. Partners think strategically and see the bigger picture. A willingness to stop talking and start working.

What works or blocks collaboration Positive factors Negative blocks Development of a shared positive future vision. Time to develop and explore. Respect of difference. Leadership of respected individuals. Open and managed decision making. A process that involves people. Partners think strategically and see the bigger picture. A willingness to stop talking and start working. A history of conflict among key interests. One partner manipulates or dominates. Differences of philosophy. The culture is too strong. The process drags. Hidden agendas. Unfair distribution of responsibility and risk. Unrealistic goals.

What works or blocks collaboration Positive factors Negative blocks Development of a shared positive future vision. Time to develop and explore. Respect of difference. Leadership of respected individuals. Open and managed decision making. A process that involves people. Partners think strategically and see the bigger picture. A willingness to stop talking and start working. A history of conflict among key interests. One partner manipulates or dominates. Differences of philosophy. The culture is too strong. The process drags. Hidden agendas. Unfair distribution of responsibility and risk. Unrealistic goals.