The alignment problem

Within a population catchment of over 500,000, some 40 partnership groups existed for a single social issue. Each was led by its own board and in most cases employed paid officers. This was deemed ‘wasted effort’ and a ‘wasted opportunity’ by its members, given the divergent objectives of each group.

What we aligned

We worked with government and partners, to guide a process that included fully mapping the complex web of partnerships, audit existing partnership effort and priorities and, finally, gain buy-in from partners on the necessary changes.

The results

A reduced set of global priorities expressed as goals with measures, agreement to combine resources across organisational boundaries and streamline (reduce) governance.