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Collaboration and partnership – a beneficial alliance or forced marriage? Karen Cherrett 22 June 2012
© PA Knowledge Limited 2007. 2 What we are going to cover ……. Why work together? What does success look like? It’s a relationship….stupid! Lessons learned…… ……..and often repeated How do we ensure success? What’s next?
© PA Knowledge Limited 2007. 3 Failure to embrace joint working leads to……. Organisational rivalry Poor communication Lost opportunities Misunderstanding Wasted effort / duplication = added cost Increased risk to end users Adversarial relationships Lost intellectual capital Failure to achieve optimal outcomes ISOLATION
© PA Knowledge Limited 2007. 4 The gain outweighs the pain Common goals consistently and enthusiastically articulated Team spirit / positive attitudes / focus on delivery Open and frank communications Mutual trust / respect for differences Business systems integrated and processes aligned Knowledge is managed and shared Working across boundaries for benefit of common customers Staff retention / high productivity Customers see outcomes delivered / their needs are a priority for local governance COLLABORATION
© PA Knowledge Limited 2007. 5 Like any relationship…….it takes effort, energy and honesty It is a relationship … it centres on the way individuals behave It is not the only game in town …… decide when it is right for you It can be inspirational ……… ……. and even fun
© PA Knowledge Limited 2007. 6 Lessons from strategic supply partnerships – our survey said…….
© PA Knowledge Limited 2007. 7 ICF Development 4th March 2008 Principles for operating in Partnership Six principles of successful partnership working are: Recognise and accept the need for partnership Develop clarity and realism of purpose Ensure commitment and ownership Develop and maintain trust Create clear and robust partnership arrangements Monitor, measure and learn – CLG (formerly ODPM Partnering Taskforce) Measuring the principles in practice
© PA Knowledge Limited 2007. 8 ICF Development 4th March 2008 Be clear about where you start and when you disengage
© PA Knowledge Limited 2007. 9 ICF Development 4th March 2008 Establish a common purpose
© PA Knowledge Limited 2007. 10 ICF Development 4th March 2008 Develop a performance-driven (outcome focused) measurement approach
© PA Knowledge Limited 2007. 11 ICF Development 4th March 2008 Build joint governance, mutual capabilities, mechanisms for non conformity
© PA Knowledge Limited 2007. 12 ICF Development 4th March 2008 Drive culture and change around collaborative relationship
© PA Knowledge Limited 2007. 13 Challenges to overcome Heightened need for organisational clarity and forward (joint) planning Active management of all stakeholders Reduced DIY management - need consider others and impact on their plans Negotiate not direct to achieve best results Autonomy (autocracy) no longer rules okay) - compromise is the new king Accountability for actions where others are responsible Loss of blame culture Have to think beyond the organisation More complex budgeting CELEBRATE SUCCESS JOINTLY MANAGE IMPACTS OF FAILURE LOOK FORWARD - MOVE ON……..!
© PA Knowledge Limited 2007. 14 To re-cap - people need people to be successful Common purpose Develivers value to all Credibility Confidence Trust Continually developing relationship Continuity / Commitment Colaboration and partnership Ingredients for success
© PA Knowledge Limited 2007. 15 Good luck - any questions? email@example.com Mobile: 07841 947328 Building a modern local government I hope you’ll all live happily ever after……..!
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