Concerned at the potential for decline in a traditional manufacturing industry despite a growing market and driven by the vision, enthusiasm and commitment of Sally Lynskey, managing director of GRP Laminates, composite manufacturers in marine projects and boatbuilding, Cowes Marine Cluster was formed some 12 months ago.

Government agencies recognised the viability of the project and, after a bid was submitted, funding was achieved through the South East England Development Agency (SEEDA) to enable start up of the organisation.

The aims of collaboration are very much in line with current government thinking and the support received from SEEDA has been invaluable.

Not only has that support been of a monetary nature, but backing and advice has been part of the partnership, working with the government agency that has helped to keep the cluster on track.

A marine sector specialist working for Trade & Investment UK has also been seconded to the organisation to help broaden the remit and ultimately the market for the cluster.

An official launch took place in Cowes in June 2003 where a presentation was given to a wide range of interested parties and the initial membership.

Backing was forthcoming from a number of supporting organisations including the Isle of Wight Economic Partnership, the Isle of Wight Marine Federation, Trade Partners UK and, of course, SEEDA. Later sponsorship was achieved from Lloyds Bank, the Manufacturing Advisory Service (MAS) and others.

Statistics confirmed the opportunities with an industry that is worth in the UK a total of £52bn, a leisure marine market growth of 8.2% with a spend of £1.74bn in 2002. The opportunity potential was there; the challenge was to collaborate and plug into that potential.

This was the scenario out of which the Cowes Marine Cluster was born.

Over 70 members Sally Lynskey went on to become the project director of an organisation that today boasts over 70 members from a wide range of companies. All are related to the marine industry in some form or another and now members extend beyond Cowes, the "home of world yachting" to others dotted around the Isle of Wight and, indeed, across the water in the adjacent Solent region.

The structure of the organisation has grown in order to facilitate efficient administration to include a steering group chairman in Robert Stewart, Sally Lynskey, a cluster project administrator in Sandra Pollard and a project PR officer in Alan Wells and a steering group of members.

All are passionate to see the benefits of joint collaboration really work on the ground and not just in some theoretical way.

The mission statement that covers the aims of Cowes Marine Cluster is that it is "To bring together innovative companies seeking ways to develop and exchange knowledge and to find ways of increasing their competitive edge through collaborative working".

One of the weaknesses of the marine industry has been the traditional "feast and famine" scenario. There is fluctuation in terms of periodical shortages of work where companies have to look at ways to reduce overheads (ie, often staff), and then workload exceeds capacity and there are not enough labour resources to meet the demand.

It is essential, therefore, to operate more efficiently and to be able to share resources, forming what is seen as a virtual shipyard, making a great deal of sense in the industry. The global marketplace in which the members of the cluster work makes the need for competitiveness even greater.

One of the initial projects was to set up the Cowes Marine Cluster interactive website. A strong communication and marketing tool, it was up and running and receiving thousands of visits right from the start. A confidential members' section has enabled a simple and effective method of communication among the 70 plus companies and organisations that make up the cluster.

Attractive selling point Inevitably, as the website has grown and developed it has been an attractive selling point - particularly for the smaller companies that may not have their individual sites.

Another early project was a work pooling initiative.

Workforce pooling is high on the Cowes Marine Cluster agenda. Lessons are being learnt in how to effectively manage shared staff on shared projects or where members of staff are loaned from one company to another to help cope with increased demand experienced by individual members of the cluster.

Another project is well on its way to secure a common mould storage area. A problem that faces many boatbuilders is where to store large moulds when they are not in use, thus increasing their production space.

The cluster has identified a secure yard and has the funding almost in place to secure its use for the members.

Work is underway within the cluster to set up a buying group for the membership.

This will enable members of the cluster to take advantage of more generous negotiated terms on materials and services that will be obtained by applying for bulk buying to suppliers.

This project is seen as one of the most important shared functions of the Cowes Marine Cluster.

An independent PR project officer, Alan Wells, has been assigned by the cluster to publicise not only the cluster's own initiatives and stories of success, but also the projects of individual members. Raising the profile of the Cowes Marine Cluster is seen as paramount to its success and the website continues to play a big part in doing just that, along with regular PR and press stories.

And there are all sorts of collaborative opportunities that the cluster is looking at for the future. Some ideas are for the near future, such as the lean manufacturing programme being made available to a number of the members which has been taken up, particularly because of the cost savings offered as a joint package, producing an immediate benefit from cluster membership.

Mid to longer term Other ideas are mid to longer term. Collaboration at boat shows and exhibitions is another obvious potential benefit being considered. Joint training and development programmes, trade missions to global markets, project management facilities that can be shared, an online buying manual as a development of the buying group initiative, shared launching and lifting facilities: the list goes on.

So what are the keys that have been learnt through the Cowes experience?

There needs to be a driven and enthusiastic leadership of the cluster group. Through the determination and persuasion of Sally Lynskey, progress in just 12 months has been remarkable, so much so that SEEDA is using Cowes as a national example of good cluster practice.

Secure your funding - there will be costs but the whole concept of joint collaboration is one which government wholeheartedly support, so you are tapping into a funding stream that is in line with current thinking. If you cannot secure funding in your area to kickstart the project then brainstorm ways to selfresource the project from the start - "membership" for example?

Spell out the benefits to members and potential members: it will need commitment but it brings rewards. And go for tangible short term successes initially.

Be hot on communications.

A website is a hugely useful way of achieving this and is also an immediate benefit, particularly if there are small company members who cannot afford or do not have the resources to have their own site.

Use a good administrator.

Every organisation needs one and a cluster is no exception!

Cowes Marine Cluster is fortunate to have the excellent skills and commitment of Sandra Pollard who maintains the website and organises events, in addition to a huge amount of administration and cluster support work.

Be inclusive with your steering group but keep it to a manageable size and use social occasions to communicate with your members so that they do not feel isolated.

And above all, keep your goals always before you.

Collaboration for a successful future is not just an idle theory; it must be happening and be seen to be happening for a successful cluster!

See www.cowesmarinecluster.

com for more details.