BARRIERS TO EFFECTIVE COLLABORATION SOLUTIONS/HOW DO WE OVERCOME THEM?

Transcription

1 WHAT ARE THE BARRIERS TO EFFECTIVE COLLABORATION? HOW DO WE OVERCOME THEM? BARRIERS TO EFFECTIVE COLLABORATION Loss of Control / Remit Lack of trust in Partners / Relationships Domination by master players / Cherry picking Different Agendas Timings (eg Contract Renewals, Strategic Priorities) Cultural / Political Differences Local vs. Collaboration Some local deals have delivered better VFM Collaboration can disadvantage SME s (sustainability agenda) Lack of awareness of some frameworks Legal barriers to participation Lack of infrastructure Local, Regional, National and across Public Sector Communication, Transparent agreed parameters, Share Strategic Agenda Short-term extensions Solid Engagement. Relationship management Outlining Benefits Work closer with supply chain Better communication from collaboration partners. In house training to gain awareness Build in flexibility in adverts etc Initiate discussion, identify areas of opportunity

2 Organisational Politics, Culture, Control Local Sourcing vs. Collaboration Lack of Adherence to SLA s No real Commercial Management Trust, Open Communication Ownership from the Top, Champions, Plans, Training Divide into Lots Involve SME s early Engaging Market Training, Regular Communication/Awareness Positively promote Incentivise / Penalise Build closer relationships Audits Formulate SLA s / KPI s Regular Meetings Not true collaboration, Piggy Backing, No clear specification Upfront commitment, Clear planning Culture change, Central Contract No Regional Communication across all Public Sector bodies Timescales Resource / Competence Set-up Forums on key-commodities Planning, Communication Training 2

3 Identifying need Political Barrier Systems and Timescales Commitment and Culture Values / Self Preservation Failure to take responsibility Regulatory Framework Staff Issues Communication Spreading the risk Conflicting Priorities Needs of Service Users Identifying arrangements to collaborate on Working together Preparation Get Buy-In from other parties Negotiations - get involvement of all parties Knowledge of other organisations Need lawyer early on and good documents Protocols at an early stage Effective communication early on including all parties Need to identify and share the risk Compromise and Negotiate Identifying and ensuring priority 3

4 People eg Fear Castles Protectionism Attitude Organisational Time Constitutions Lack of understanding of each other Duplication Political Speed of change Change in focus Legal Effective change management Communication Shared vision Understanding of Organisation boundaries Empower people Shared processes Realistic targets The right Partnership to match priorities, with appropriate lead Political Collaboration on longer term plans/priorities Review Statutory functions, Local and National Financial Effective Resourcing Review in-house structures 4

5 Job security, self interest, fear of change Where do we start? Can t agree the specification Avoids the Local / SME agenda Frameworks Recognising concerns, Other opportunities in Procurement Good communications Should we have 1 Hub e.g WMIE Accept to compromise. Start early Break into Lots, Know your market Knowing collaboration is not always right for us Longer Future Proof 5

6 POLITICAL Priorities Bad experiences (ICT) Want it my own way mentality Networking eg: Today Political and Chief Officer Championing collaboration Publicising successful collaboration Compromise and agreement Focus on outcome See bigger picture Structural Mavericks Different specs Lack of joined up thinking Conflicting priorities Strong governance Incentivise Ensure messages retain a common theme Local Issues Danger of excluding SME s Green issues Delivery miles Use Lots Engage supply chain and facilitate introductions 6

7 Identifying the areas and what we all do Early identification of the need Knowing what you actually want (including in the long term) Early identification of the roles Joint agreement of operation How the Framework is constructed Larger suppliers are not necessarily the best VFM (local suppliers) Who is going to lead it Resource Use of Frameworks and including spend up front Embracing at senior level Establish regular meeting, Better communication Identify spend priorities and key common areas up front Streamline Co-ordinate Contract dates (duration) Resistance at higher levels Larger companies are more geared up to complete PQQ s Lack of knowledge and expertise 7

8 Poor communication Knowing which authorities are interested in collaborating Use of Procurement hub IEWM General address Contract cycle Contracts expiring at different times Different ways of working Internal regs and procedures Self preservation Fear of loss of profit Forward thinking officers will be retained Aggregate value may mean full EU tender procedure will be required may increase timetable and complexity Working in silos, leading to overlapping requirements. Need to breakdown barriers Small suppliers may be unable to service large contracts Hidden agendas Data Sharing Risks - Can stifle projects Openness and honesty Strategic directions Confidentiality agreements Security systems Data sharing protocols Take a risk based approach 8

9 Belief that collaboration does not meet small party requirements Larger party sacrifices its own requirements Understand requirements up front Track history of previous collaboration has failed Managers / Stakeholders - Barriers Is there enough Procurement resource? Sell the outcome / What savings are there? We want access for free Larger partner takes the high ground when dealing with the smaller partner. Some public bodies refuse to participate maybe they feel they can do it better Few National bodies for Procurement Agreement on specifications is difficult. Tendency from some people to over-specify EU (OJEU) Barriers How do parties know there is a new Procurement? Some HOS may not want to participate and miss the opportunity Procurement group within an organisation should be informed Communicate widely and sometimes escalate Present the savings and benefits 9

10 Knowledge / Information What is the offer? Culture Enforce Senior Buy-in Publicise the offer Level of Engagement Varied specification Wider category Control / Ownership Scale vs SME / Local Pace of Change 10

11 Timescales Alignment with other Authorities Fear of lack of control Lack of trust What we have always done fear of change Not priority for others Contract end dates right timing Conflict Lack of data EU Regs Terms and Conditions Needs of Service Users Different Systems/Infrastructures for District and County Risk? What level of risk are we prepared to take Elected members and Stakeholders to have early involvement in the process Focus on the core requirements Identify benefits Phased approach Cant afford to sit back Spend analysis Engagement with Suppliers Communication Joint Protocol of Staffordshire Better deals locally than nationally within NHS Better flexibility of Legal Agreements Change of Culture Right people Right focus Must understand why we are doing it 11