What Makes Collaboration Work?
Four Key Lessons from Developing the National Arts in Hospitals Guidance
Next month sees the launch of a major new creative health resource to support those working in healthcare to start and grow hospital arts programmes. Here I reflect on key learning from the process to support collaboration across arts, culture and health.
NAHN members Ruth Charity and Laura Waters at the pre-launch of the Art and Environment Guidance at the European Healthcare Design conference this month.
Learning from Collaboration
The National Arts in Hospitals Guidance, which will be unveiled on 2nd July, is a comprehensive suite of resources structured around six content pillars: Participatory Arts, Art and Environment, Collection Management, Governance, Strategy, and Evaluation. Each pillar includes a core guidance document, three case studies, and up to three templates.
As project lead, commissioned by the National Arts in Hospitals Network (NAHN), I was responsible for writing the six core guidance documents and managing the year-long project. But this was far from a solo effort. The project was informed, shaped and strengthened by an active, engaged steering group.
This project was a joy to work on but that’s not always the case. Occasionally, I’m brought into projects that have me grinding my teeth in frustration! Working with the NAHN Steering Group has shown me that, with the right conditions, people can achieve remarkable things together.
So, ahead of next week’s launch, I’d like to share some reflections on the collaboration that underpinned this project, making it both a rewarding and impactful experience.
Looking back, I’ve identified several key ingredients made this collaboration work:
Guided by clear roles and responsibilities
Underpinned by a shared sense of purpose and values
Strengthened by shared ownership
Supported by mutual respect and trust
Key Ingredients of Successful Collaboration
1. Clarity of Roles and Responsibilities
The project began with clearly defined roles:
NAHN took responsibility for overseeing the project, approving final outputs, and hosting the resources.
My role was to develop the project plan, coordinate delivery, manage communications and timelines, facilitate meetings, and write the core guidance documents.
Designer, Jennie Ives, was responsible for creating a brand identity for the guidance, and then applying this across all the downloadable resources, as well as designing and developing the web pages from which they are accessed.
The Steering Group contributed to decision-making, advised on content and design, and worked in subgroups to curate the 18 case studies and 12 templates that are included in the suite of resources.
Inclusive representation
Recruited through an open call from across NAHN’s 100+ members, the steering group included 13 hospital arts managers from across the UK, as well as representatives from Art in Healthcare, Scotland and Breathe Arts Health Research.
We had more applicants than steering group places, so members were selected to ensure a spread across geography, scale of programme, area of specialism, and experience. This brought diverse perspectives and helped ensure the guidance would be relevant to a wide range of contexts.
Clear expectations
The open call made sure everyone knew what was expected and how much time would be involved: a 12-month project; 8 online steering group meetings; a time commitment of 0.5 – 1 day a month. Once established, these criteria were cemented in the Steering Group Terms of Reference.
Thoughtful planning
Meeting times were agreed in consultation with the group, and a clear programme was mapped out. Each session had a defined purpose and agenda linked to project milestones.
2. A Shared Sense of Purpose and Values
During our first meeting, we reviewed the original brief and dedicated time to explore everyone’s hopes and fears for the project. This enabled us to develop a shared sense of purpose, which helped to sustain momentum and motivation throughout.
The aims co-created in that first meeting included:
To create clear, useful, practical guidance for those new to hospital arts management
“So that no one ends up feeling like I did when I started.”
To highlight the value of all strands of hospital arts practice
“To reinforce the value and worth of the work we do.”
To demonstrate and evidence the professionalism of our sector
“To help professionalise the sector.”
To embed what we do in the NHS
“To build confidence in hospital arts.”
Early Involvement of the Designer
Bringing in designer Jennie Ives from the outset contributed to this shared vision. Jennie became a core member of the team and attended all steering group meetings. She developed the visual identity early on, which meant that, from the start, we could all visualise our end goal. She was then able to apply this to the content as it was developed throughout the project. Seeing the design evolve was energising – it helped keep momentum going and made the project feel real from an early stage.
2. Shared Ownership
This shared vision fostered a strong sense of collective ownership, reinforced by the delegation of key responsibilities - most notably, the curation of case studies and templates by steering group members.
To support this, we created six sub-groups aligned with the six content pillars. Each sub-group was responsible for:
Reviewing case study submissions (from an open call)
Selecting three case studies per pillar
Liaising with authors and editing as needed
Overseeing the design process
Selecting and shaping supporting templates
This delegated model gave steering group members real agency. Rather than simply commenting on someone else’s work, they were actively involved in shaping resources that reflected the realities of practice in their area.
As a result, the final guidance feels richer, more grounded, and more representative. Steering group members have told us the resources already feel useful – even before publication.
3. Mutual Respect and Trust
The sub-groups also enabled people to work more closely together, building relationships and trust. They liaised with case study authors, collaborated with Jennie on design, and ensured templates supported the guidance.
For many, the process was personally rewarding. Hospital arts managers often work in isolation, whereas this project created space for peer learning and connection. People told us they felt more inspired, more connected to the wider sector, and proud of what we had achieved together.
The Benefits of Collaboration
Time invested in building trust, clarifying shared values, and creating space for dialogue pays off. This collaborative approach delivered benefits on multiple levels:
For the Project – The guidance is stronger for being co-created. It’s relevant, practical, and enriched by 18 case studies and 14 templates drawn directly from experience.
For the Sector – This wasn’t a top-down process. The guidance has been built by the sector, for the sector.
For Individuals – Steering group members reported feeling more connected, less isolated, and more motivated. They gained confidence, new knowledge, and peer support. Those involved expressed pride in contributing to something that meaningfully reflects the breadth and depth of current practice.
Recommendations for Genuine Collaboration
True collaboration takes time, clarity and care. But when it works well, it doesn't just improve outcomes – it strengthens relationships, builds confidence, and connects people across the sector. That’s a legacy in its own right.
If you're planning a collaborative project, consider:
Ring fence time at the start to build relationships: Acknowledge the time and care it takes to support collaboration.
Define roles and responsibilities clearly: Set out who is doing what, and why.
Co-create a shared purpose: Ground the work in values and goals everyone believes in.
Make involvement meaningful: Create roles that offer meaningful agency and involvement.
