“In a time of widespread frustration with politics-as-usual, the principles of collaboration are seen by many organizations, communities, and civic leaders as a more effective means of working for change than forming coalitions, task forces, commissions, interest groups, and other, more traditional kinds of partnerships.”

Scott London, A report on the theory and practice of civic collaboration, excerpt from a background study for Pew Partnership for Civic Change, November, 1995.

The concept of collaboration is not a new idea, but in our super-competitive society, it is becoming a lost art. Imagine the possibilities if people with diverse expertise and resources would breakthrough structural boundaries to attack shared problems together, rather than attacking the same problems over and over again alone.

Nothing thrives for long in isolation. Collaboration focuses on building relationships to achieve shared goals. Individuals who collaborate successfully meet in a non-hierarchical, respectful environment, where anyone with applicable information or ideas feels empowered to put their thoughts on the table.

The first phase of collaboration requires that the participants come to a shared definition of the problem, even if they cannot yet identify a shared goal to resolve the problem. The process of collaboration, when successfully facilitated to encourage authentic dialogue, will ultimately reveal the solution without having to mandate anything at the beginning. 

Everyone can be a leader when individual expertise is meshed to tackle an overarching problem. Some of the best ideas may come from the most unexpected sources, and with insightful facilitation there can be a leap-frog effect from hesitant participation to explosions of insight and creative problem solving.

The outcomes can be exceptional, especially in the arena of government. The premise of the potential of collaboration is at the core of some of the fundamental wisdom that has guided our country for over 200 years. If government is to function effectively as a whole, lively and dynamic collaboration must take place – with accountability – between each of its parts.

How does the concept of dynamic collaboration become a reality in government? Collaboration thrives on creating linkages – enabling levels of government to link together with purpose is central to rediscovering the vital energy of government.

Rethinking the structure of government around the concept of creating linkages should focus on three areas; administrative functions, lines of business, and service delivery systems or networks. Through the collaborative process, developing an understanding of how things link together is necessary to create sustainable change.

The process must be driven from real data, rather than stalled by pure theory and “analysis paralysis.”  Real problems within a system cannot be identified without real data. Through engaging in dynamic collaboration the necessary changes will be identified from the inside out, rather than imposing artificial solutions from the outside in.

Although The Kansas Collaborative is a new idea, it’s already finding a place in the state of Kansas. 

The collaborative partnership was launched in 2004, when a set of citizens representing administration and elected officials from County and State government began to work through a strategic and functional process that would result in cost savings for healthcare for incarcerated populations throughout various jurisdictions. The process was developed by TeamTech, Inc. TeamTech had previously worked with the State on the first ever Kansas State/County Health and Human Services Summit, begun as part of Kansas Governor Sebelius’ Budget Efficiency Saving Team (BEST) initiative launched in 2003.

TeamTech guided the Breakthrough Process, brought to the table valuable knowledge of the diverse expertise available throughout the state, and proved essential in identifying and recruiting the people who would be the most effective participants in the process – those with the most information, those closest to the issue, and those representing various key potential stakeholders. Subsequently, TeamTech provided the outside perspective and expertise to keep the participants focused on developing a series of actions rather than simply a strategic overview of the challenge at hand.

The collaborative process revealed ways to save money on prescription drugs for adult and juvenile offenders without lowering the quality of healthcare.

Some counties are using the Department of Correction’s contact with CCS (and Diamond Pharmaceuticals)

Atchison County is projecting a $6,300 annualized savings (a 33% savings)

Crawford County is projecting a $25,000 annualized savings (a 38% savings)

Pratt County is projecting a $6,400 annualized savings (a 53% savings)


Some counties contracted all their medical services (including prescription drugs) to a third party

Sedgwick County is projecting a $1.2 million annualized savings (a 26% savings)


Some counties used this information as an opportunity to negotiate pricing reductions from their local pharmacists

Riley County awarded their RFP to a local pharmacist that resulted in significant savings

Overall 51% of county jail beds are now covered by a non-local savings program (up from 24%, another 25% are considering a savings program and 10% (up from 6%) have lowered pricing from their local pharmacist.

The success of this team has been the catalyst for the launch of the Kansas Collaborative which includes the State of Kansas, Kansas Association of Counties and the League of Kansas Municipalities. All of the projects of The Kansas Collaborative will be managed and facilitated by TeamTech Inc.