Common Themes, Best Practices and Pitfalls Common Themes Our analysis of more than 80 domestic and international cases, interviews with a dozen leaders, analysis from government websites, thought leadership from think tanks and other sources of input illustrated several common themes. Common Themes, Best Practices and Pitfalls Common theme Supporting evidence Implication Crisis creates opportunity • The economic cycle has historical precedence (dot-com bubble, ’80s recession) • There is a sense that this time is different and worse than in the past • Crisis presents opportunities to take more dramatic steps to change • Economic conditions handcuff certain options (expanding services) while highlighting areas of opportunity (collaboration) Delays can squander opportunities • In the past, crisis was motivating factor for new initiatives that were dropped because conditions improved • Term limits and turnover can affect the momentum of initiatives • Speed and persistence are key to capitalizing on this crisis • Ensure the transition relationships to next set of leaders to maintain the momentum of initiatives Need to overcome hurdles to affect change • Unlike in the private sector, public staff reductions hit bottom-rung regardless of performance • Union collective bargains can present roadblocks to certain types of collaboration • Entitlements (pensions, benefits, etc.) are untouchable barriers • Limited resources hinder flexibility and impact of cross-jurisdiction entities • Staff reductions often affect younger talent, potentially stifling creativity/ innovation • Unions are showing signs of willingness to negotiate and think creatively • Increase in authority and resources (financial, dedicated staff) are key inputs to successful collaboration Collaboration opens new avenues to funding • The American Recovery and Reinvestment Act is providing grants for collaboration in several areas, including clean energy technology, neighborhood stabilization and other industry clusters • Governments are motivating local entities to collaborate by awarding capital to fund their initiatives • Collaboration becomes strategic when entities create alliances to apply for joint funding • Rigorous application processes force entities to formulate plans, create assessments and form partnerships early in the collaboration process
Posted on: Sun, 04 Aug 2013 18:14:52 +0000
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