While, in a period of austerity, the drivers to achieve savings through inter-force collaboration may appear compelling, evidence of successful delivery is not always easy to find. Arguably, the harsh reality is that collaborations focused on achieving efficiencies are challenging and complex and do not always sit comfortably with the 'short-term' culture of policing, which demands instantaneous results. As a consequence, many collaboration initiatives fail to progress to execution. Of those that do, several fail to achieve the benefits they aspire to.Learning lessons from failure can be painful in a culture which is unforgiving and demands accountability. Focusing on the successful creation of the South East Air Support Unit (SEASU) as a case study, the author has used both qualitative and quantitative methods to identify the generic success factors that contribute to successful project delivery and sustainability.The research shows that vision, leadership, trust, a compelling business case, sound project management and determination are all essential for successful delivery. However, even when a project is deemed a success the importance of change management cannot be overlooked, as the view from the ground can be different from that from above.

This paper reports on the results of an exercise held at the