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Collaborative Working

Collaborative Working. Update for Salford Strategic Partnership Executive David McIlroy Customer & Support Services. Why collaborate?. To weather the ‘financial storm’ and reduce operating costs, whilst maintaining (maybe bettering) services

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Collaborative Working

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  1. Collaborative Working Update for Salford Strategic Partnership Executive David McIlroy Customer & Support Services

  2. Why collaborate? • To weather the ‘financial storm’ and reduce operating costs, whilst maintaining (maybe bettering) services • To maximise purchasing power and exploit good practices • As the next logical step in the national modernisation agenda for public services, removing duplication and delivering integrated services for benefit of residents • Challenge is to create a coalition of the willing

  3. Some collaboration partners • AGMA • Manchester City Council • “pump prime” the collaborative agenda and create momentum • two can mover faster than ten • but designed to integrate with AGMA • Wigan City Council • BSF • Salford Royal Foundation Trust • In early discussions

  4. Progress - AGMA • Recently reviewed by the Improvement and Efficiency Leadership Group • Seeking to increase the pace of delivery and change • 10 Priority Theme Areas • Tier 1: Adult Services, Children’s Services, Corporate / back office services and Procurement and Commissioning • Tier 2: ICT, Vehicle PMM & Social Transport, Asset Management, Workforce Development, Income Generation and Customer Contact

  5. Progress - Manchester • Currently 5 active projects and others being evaluated for potential • Three styles of collaboration emerging • Joint procurement • e.g. Vehicle tyres, defensive driving • Collaborative working • e.g. Broughton Hub • Shared services • e.g. Legal services, SAP (though still being reviewed)

  6. Next steps • Inject pace into projects to ensure 2011 is year of delivery • Bring additional partners into existing projects where possible • Continue to look for new opportunities for collaboration

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