The Covid-19 pandemic has exposed the Swedish crisis management system to several challenges. One of these challenges was the lack of personal protective equipment in health care during the first wave of the pandemic. Sweden's crisis management system is based on collaboration and coordination. This meant that several actors, across different sectors and levels of government, needed to initiate collaboration in order to meet the needs in health care. This essay aims to shed light on and increase the understanding of the initiated collaboration process through the components system context and drivers from Emerson & Nabatchi's The integrative framework of collaborative governance. Hopefully, the findings of this thesis will contribute to increased knowledge in the research field collaborative crisis management. Through a qualitative text analysis, the study was able to deepen the understanding of the conditions that enabled and / or limited initiating collaboration, as well as driving forces that motivated the actors to initiate collaboration. The study highlights in particular that the ability to initiate collaboration is limited by unclear responsibilities, lack of communication channels and power imbalances between actors. The ability to initiate collaboration is in turn strengthened by close and strong contacts within the network and by a combination and interaction of the driving forces.