We help you develop approaches to hold the feet to the fire making sure your collaborative ambition is delivered through accountability frameworks, performance incentives and impact evaluation. Examples of our work include:
- Collaborate-UNDP Collaborative Delivery Framework – work in partnership with the United Nations Development Programme (UNDP), drawing on lessons from UK to form the basis of a delivery framework that can be discussed, adapted and applied internationally.
- From Providers to Partners – research supported by the Coalition for Care and Support Providers in Scotland (CCPS), which questions how to shift relationships between commissioners and providers into the territory of real collaboration.
Collective ambition: a responsible next–step for funders?
Working with Independent funders on collaborative social change. Funders have already created good practice within their programmes of work; but how can we improve practice between them which recognises and responds to the collective responsibility they have towards the social issues they fund?
Systems Change in Public Services
In this paper Anna Randle considers the relevance of system change thinking to public service reform, de-mystifying the language to address why people working in public services might find it a useful framework for understanding why collaboration can help address complex social challenges.
The importance of being inclusive
In an article published in this week’s MJ, Anna Randle argues that the RSA’s Inclusive Growth Commission should address the role of public services in creating a more inclusive society and economy - the pre-conditions which will enable the value of more obvious economic inclusion priorities, such as connectivity and skills agendas, to be realised.
Why demand management matters to Europe’s cities. The best idea you’ve never heard of
Henry Kippin writes for URBACT on why demand management will become fundamental to the sustainability of cities.
Demand Management and Behaviour Change: a manual for collaborative practice
Collaborate and the Leadership Centre are today launching a delivery-focussed manual for managing demand. This follows on from major Collaborate research in 2014, that explored the potential of demand management to address unprecedented social and economic challenges within a tough climate of fiscal constraints.
Collaboration Readiness: Why it matters, how to build it, and where to start
This new publication offers a practical guide to collaboration readiness, drawn from our practice across the UK and beyond. We believe there's no transformation without collaboration and no collaboration without readiness: this report helps you to take a step back and consider six different aspects of collaboration and provides a shallow route into building readiness in each.
How to manage rising demand for local public services
We need to shift from a focus on supply-side improvement to one on demand-side change. Henry Kippin offers five ground rules for a more collaborative approach to public services.
Collaborate provocation and facilitation underpins UNDP working paper on ‘Work in the Public Service of the Future’
In May 2015 Henry and Sarah were invited to Singapore where the UNDP Global Centre for Public Service Excellence (GCPSE) is based to facilitate a shared space event on the future of public service work. As provocation for this event, Collaborate developed 5 shifts in public service that they believe will be needed for the future of work (in the public service landscape) to be a successful one. Read more about those shifts.
Collaborative Capacity in Public Service Delivery: Towards a Framework for Practice
This discussion paper reflects primarily on the public service reform agenda in the UK, drawing lessons from a range of British examples to form the basis of a delivery framework that can be discussed, adapted and applied internationally.
From Providers to Partners: What Will It Take?
Collaborate launches a report with the Coalition for Care and Support Providers in Scotland (CCPS), which examines the question of how to shift relationships between commissioners and providers into the territory of real collaboration.