What is informal collaboration?
Much collaboration happens informally in the NHS.
Nothing in this resource is intended to suggest that providers should not continue to work together in these informal ways or be compelled to put governance structures in place around current informal collaborations.
Informal collaborations can take a variety of forms as we use this term to describe providers working together with minimal governance around the arrangements. For example, the participating organisations may not have agreed a memorandum of understanding or similar governance document. The use of the term 'informal' does not indicate the level of commitment of the participants to the arrangements or longevity of the arrangements. On the contrary, informal arrangements may represent longstanding arrangements.
The range of informal collaboration is wide due to the variations in scope, scale, and extent of the collaboration that is possible. The work may be 'task and finish' in nature (such as reviewing and making changes to part of a care pathway) or may involve medium or longer-term programmes (like mutual aid). Another example is the formation of peer networks across two or more providers, such as a network of finance or HR directors. Peer networks create space for peers to come together to share best practice, provide support and problem solve mutual challenges. These networks are often fertile ground for further collaboration. Equally, informal collaboration can take place within and across particular services or role specialisms (such as collaboration between estates or workforce functions).
Decision making between providers working together in this way can happen simply through the delegated authority of line management: the individual employee's powers to make decisions and use resources. Any proposals that exceed an individual's delegated authority would be escalated through each organisations' existing decision-making processes and fora.
Collaboration on a joint project or programme might use paperwork such as project or programme plans, as well as light infrastructure to facilitate delivery, such as a programme board or partnership board which may be advisory in nature. As described, these boards would not involve shared decision-making, save through the delegated authority held by individuals already. The people involved in managing these shared programmes will be employed by one of the participating organisations. The activity may be funded jointly by the participating organisations.
What is an example of an informal collaboration?
Peer networking, one example of informal collaboration, is a component of Lancashire and South Cumbria provider collaborative.
Considerations
- Informal collaborations are relatively quick and easy to establish, and can be relatively quick and easy to walk away from.
- There are no restrictions on the types of organisations that can be involved, allowing NHS providers, local authorities, and independent and voluntary sector organisations to collaborate under these arrangements.
- They provide an opportunity to develop relationships between organisations. This can make them a useful option for providers at the start of their collaborative journey, providing a stepping stone to more formal collaborative arrangements. Conversely, informal collaboration can happen regularly within established formal collaboratives, where relationships have been built and trust established so that joint activity is more likely to arise at all levels of the organisations.
- Informal collaboration can support delivery of joint programmes between providers without the need for additional formal governance structures. Those involved in such collaboration should be clear about the limits of their delegated authority, and any paperwork underpinning collaboration should be clear and well-understood by participating organisations, with appropriate oversight through existing governance where necessary.