Collaboratives and CollaborationSession 1

1. People as drivers for change – Celebrate success– Empower to make a difference– Collaboration is cross sector and every sector– Shared objectives/targets means can achieve a lot– Staff lead the change (we are the champions)

2. Clear vision and leadership– For the future– Ambition– Designed and structure to win-win

3. Climate for change and improvement– Challenge the status quo– to get people engaged– Client at centre– Performance management - creative evolution of project/enabling

framework– It’s about public services

Collaboratives and CollaborationSession 2

• Shared understanding of priorities– Super collaboration – Get the starting point, establish need– Human behaviour/psychology, resolve conflict– Think different

• Harness talent – staff and communities– Empowerment/enablement – break down barriers– Balance citizens/systems approach– Bottom up approach, engage communities– attitude towards risk

• Break down complexity into manageable chunks– Evidence based – Governance being enabling

Collaboratives & CollaborationPersonal Reflections

1 – This can’t be about the public sector doing things to people

2 – Never underestimate the importance of organisational

development/people work in the process of developing collaborative working

3 – If not me, who? If not now, when?

Bernadette MalonePerth & Kinross Council

Benchmarking & TransparencySession One

1 – Data alone is not intelligence, we must think deeply in advance to

ensure we gather what can lead to improvement

2 – We must compare like-for-like, peer groupings are essential

3 – Analysis must take forward a narrative, it is key for leaders to

reinforce and ensure this happens

Malcolm Wright

NHS Education for Scotland

Benchmarking & TransparencySession Two

1 – Our vision must be our customers, we need real customer focus to

understand what we need to look at

2 – We must know where we are starting from and the limitations this

brings in improving for all

3 – Avoid being insular, we must look far and wide for exemplars

Malcolm Wright

NHS Education for Scotland

Benchmarking & TransparencyPersonal Reflections

1 – Build on values – it feels like the right thing to do

2 – Narrative is as important as the data

3 – Disrespect boundaries – not to use governance arrangements

as an excuse

Malcolm Wright

NHS Education for Scotland

User/Community EmpowermentSession One

1 – Just go ask service users, listen to them, involve them and action

2 – Small steps can allow for bigger changes

3 – Importance of improving collaboratively beyond service boundaries

Gavin Whitefield

North Lanarkshire Council

User/Community EmpowermentSession Two

1 – New language e.g. marketable products

2 – Need to have or build community and capacity before involving or engaging

3 – A lot of engagement is about trusting the community

Gavin Whitefield

North Lanarkshire Council

User/Community EmpowermentPersonal Reflections

1 – Less evaluation, more improvement action

2 – Maintaining ambition

3 – Harnessing the skill, energy and experience

Gavin Whitefield

North Lanarkshire Council

Scrutiny & PerformanceSession One

1 – Developing collaborative outcomes that drive performance

2 – Using data effectively

3 – Adaptable and flexible models that fit organisational culture

Fiona MacKenzie

NHS Forth Valley

Scrutiny & PerformanceSession Two

1 – Shared outcomes and shared accountability

2 – Leadership – the right style at the right time

3 – Self criticism and self praise

Fiona MacKenzie

NHS Forth Valley

Scrutiny & PerformancePersonal Reflections

1 – Focussed discussion topics

2 – Transforming a noun to a verb: ‘community planning’

3 – Everyone open to the open improvement agenda

Fiona MacKenzie

NHS Forth Valley