1. What’s driving collaboration
Alan Lawrie

2. Possible context
Context .

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

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

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

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

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

8. 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

9. 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

10. Starting points

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

12. 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.

13. 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

14. Experience so far – lessons learned
Start from a positive point

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

16. 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.

17. 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?

18. 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.

19. 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.

20. 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.

21. 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’.

22. 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.

23. 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.

24. What works or blocks collaboration
Positive factors
Negative blocks

25. 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.

26. 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.

27. 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.