The paper’s purpose is to investigate stakeholders’ learning and transformative action when developing a collaboration platform between a Swedish regional authority organisation (RAO) and civil society organisations (CSOs) to provide welfare services. The research questions are:

1. How is the collaborative coalition organised within and between the RAO and the CSOs?

2. What challenged learning and transformative action when developing the collaboration platform?

In this qualitative study, the main data consists of 22 semi-structured interviews and observations of seven general meetings at which RA officials and CO representatives met. The development of the collaboration platform was viewed through the lens of the theory of transformative action through double stimulation. The findings reveal that the signed agreement, stipulating collaboration between the two sectors (public and civil society) became a second stimulus for shared transformative agency after some additional stimuli, but only to a certain extent. Challenges remained in the form of conflicts of motives within each sector and between different hierarchical levels in large organisations, which delayed the development of the collaboration platform. Surprisingly, it was not conflicts of motives between the two sectors, but conflicts of motives within each sector, that were most challenging.