1. Financial Coordination
Through coordination agencies
(Law 2003:1210)
Financial Coordination
through coordination agencies
(Law 2003:1210)

2. (Report from the Commission of Collaboration SOU 2000:114)
”Collaboration is not a condition that can be reached at any given moment but a continuous living process that every day has to be conquered, established and constantly nourished.”
(Report from the Commission of Collaboration SOU 2000:114)
“Collaboration is not a condition that can be reached at any given moment but a continuous living process that every day has to be conquered, established and constantly nourished.”
(Report from the Commission of Collaboration SOU 2000:114)

3. A few numbers The law came into effect on the first of January 2004
560 million crowns (SEK) from state, municipalities och county councils 2015
80 collaboration agencies in 241 of Sweden´s 290 municipalities, and many more to be started
About 600 activities targeted towards individuals 2014 ( participants)
A Few Numbers
The Law came into effect on the first of January 2004
560 million crowns (SEK) from state, municipalities and county councils 2015
80 collaboration agencies in 241 of Sweden’s 290 municipalities, and many more about to be started
About 600 activities targeted towards individuals 2014 ( participants)

4. Concept
FINSAM – Law of Financial Coordination Coordination Agency – Organisation for financing activities to support individuals Financial coordination – Allocation of resources Collaboration – Between organisations Cooperation – Between professionals
Concepts
FINSAM
Law of Financial Coordination
Coordination Agency
Organisation for financing activities to support individuals
Financial coordination
Allocation of resources
Collaboration
Between organisations
Cooperation
Between professionals

5. Financing The Swedish Social Insurance Office, Försäkringskassan 50%,
Includes The Swedish Public Employment Service, Arbetsförmedlingen
Municipalities 25%
County Council 25 %
Financing
The Swedish Social Insurance Office, Försäkringskassan 50 %
Includes The Swedish Public Employment Service, Arbetsförmedlingen
Municipalities 25 %
County Council 25 %

6. Target group
Individuals in need of coordinated services from two or more of the organisations involved in the coordination agency
There can be physical, psychiatric, social and/or vocational needs
Identified locally
Individuals between years old
Target group
- Individuals in need of coordinated services from two or more of the organisations involved in the coordination agency
There can be physical, psychiatric, social and/or vocational needs
Identified locally
Individuals between years old

7. Purpose The individual should reach or improve work ability
Avoid unnecessary vicious circles or grey areas between authorities
Develop well-functioning collaboration between authorities
Achieve a more effective use of resources in the hole system.
Purpose
The individual should reach or improve work ability
Avoid unnecessary vicious circles or grey areas between authorities
Develop well-functioning collaboration between authorities
Achieve a more effective use of resources in the whole system

8. Why Collaboration Agencies
The organisation of public welfare is done through silos
Sometimes individuals needs solutions that demand a more comprehensive view
Authorities have different goals and missions
Responsibility is sometimes muddled
There are no economic incentives to collaborate
Brist på Helhetssyn av individens behov och därmed brist på helhetsinriktade insatser/Lack of comprehensive view concerning the needs of the individual and therefore lack of comprehensive and coordinated activities
Why Collaboration Agencies?
The organisation of public welfare is done through silos
Sometimes individuals needs solutions that demand a more comprehensive view
Authorities have different goals and missions
Responsibility is sometimes muddled
There are no economic incentives to collaborate

9. Collaboration is Difficult
Large investments in time and energy are required to both establish and sustain collaboration over time.
Collaboration costs before it pays off.
It is hard to organize and lead collaboration.
There are many obstacles for collaboration.
Collaboration Is Difficult
Large investments in time and energy are required to both establish and sustain collaboration over time
Collaboration costs before it pays off
It is hard to organize and lead collaboration
There are many obstacles for collaboration

10. What are the obstacles?
Administrative borders: Different budgets and realms of responsibility
Rules and regulations
Different professional and organizational cultures, different uses of language etc
Different values, attitudes and enthusiasm for collaboration
Departmentalization of work and guarding of one´s special preserves.
Allude to references from academic research
What are the obstacles?
- Administrative borders: Different budgets and realms of responsibility
Rules and regulations
Different professional and organizational cultures, different uses of language etc
Different values, attitudes and enthusiasm for collaboration
Departmentalization of work and guarding of one’s special preserves

11. Success Factors A comprehensive view on the needs of the individual
Competencies to work and communicate over professional och organisational boundaries
Knowledge and understanding of each other´s targets and professional competencies
Mutual trust and respect
A supportive leadership
Allude to known research/evidence
Success Factors
A comprehensive view on the needs of the individual
Competencies to work and communicate over professional and organisational boundaries
Knowledge and understanding of each other’s targets and professional competencies
Mutual trust and respect
A supportive leadership

12. Collaboration Agencies
It´s own statutory body
Is lead by a board where every member organisation is representented
The board is comprised of both politicans and civil servants
Coordinating managers fascilitate and support
Collaboration Agencies
It’s own statutory body
Is lead by a board where every member organisation is represented
The board is comprised of both politicians and civil servants
Coordinating managers fascilitate and support

13. Collaboration Agencies
Decide how the resources are to be used
Joint steering and joined-up budget
Point of departure are the needs of the individual and the benefits for society as a whole
Collaboration Agencies continued
Decide how the resources are to be used
Joint steering and joined-up budget
Point of departure are the needs of the individual and the benefits for society as a whole

14. The board should….
Decide upon goals and broad outlines for the financial coordination
Support and fascilitate collaboration between the member organisations
Finance such activities as accounted to in the Law of Financial Coordination as well activities whithin the area of responsibility of the member organisations as a whole
Decide in which way the allocated resources for financial coordination are to be used
Account for following-up and evaluation the rehabilitation activities
Set up a budget and an annual financial report
The Board Should…
Decide upon goals and broad outlines for the financial coordination
Support and fascilitate collaboration between the member organisations
Finance such activites as accounted to in the Law of Financial Coordination as well activities within the area of responsibility of the member organisations as a whole
Decide in which way the allocated resources for financial coordination are to be used
Account for following-up and evaluating the rehabilitation activites
Set up a budget and an annual financial report for the financial coordination

15. Activities Inventories and mapping of target groups locally
Indentify bottle-necks and obstacles in the system
Finance structurally directed activities that fascilitate collaboration between authorities
Finance operative activities targeted towards individuals
Activities
Inventories and mapping of target groups locally
Identify bottle-necks and obstacles in the system
Finance structurally directed activities that fascilitate collabroration between authorities
Finance operative activities targeted towards individuals

16. Board members
Has a comprehensive view on the issues that the collaboration agency has to decide upon
Has the ability to rise above a silo-ised way of thinking and look beyond the purpose and motivations that lie behind the financial coordination
Board members
Has a comprehensive view on the issues that the collaboration agency has to decide upon
Has the ability to rise above a silo-ised way of thinking and look beyond the purpose and motivations that lie behind the financial coordination

17. What is the result of collaboration?
For the individual - Met with respect and kindness - Adequate treatment - Participation in the rehabilitation process
For the staff - Meaningful work - Lessened frustration - Higher levels of qualification and competency
For society - Shortened rehabilitation processes - Shortened waiting time - Clearer boundaries of responsibility
What is the result of collaboration?
For the individual: Met with respect and kindness, Adequate treatment, Participation in the rehabilitation process
For the staff: Meaningful work, Lessened frustration, Higher levels of qualification and competency
For society: Shortened rehabilitation processes, Shortened waiting time, Clearer boundaries of responsibility

18. Thank you for your attention !