Initiatives that cross government boundaries cause new complexity and reduced control. They require that the different needs, priorities, and legal frameworks be balanced against the needs of the shared vision. In addition, managing by consensus always presents challenges, and, inevitably most parties lose some control. However, an integrated solution promises better overall service, long-lasting results, and lower costs.

The technology issues are relatively easy to solve. The more difficult issues when working intergovernmentally involve the different cultures in governments. It is the nature of bureaucracy to protect ones own turf and to question the motives of others. Understanding the challenges that other government’s face will increase trust and clarify misperceptions. Every intergovernmental initiative demands a complete understanding of the needs and capabilities of all participating organizations. It also demands a full appreciation for how work is currently done, and how it is likely to change.

Managing programs that cross government boundaries require a new set of leadership skills. These skills include the art of negotiation, a vast knowledge of the culture and environment of partnering jurisdictions, and the ability to manage to a goal without direct authority over team members. Currently, there is a limited body of knowledge and few, if any, educational opportunities to develop intergovernmental managers. As these gaps are filled, the leadership base will grow; thereby, improving the chances for intergovernmental success.

To link the current islands of automation, standards such as SOAP, UDDI, and XML need to be adopted by partnering jurisdictions to provide an efficient and cost effective approach. These standards will allow ubiquitous infrastructures, the development of coordinated, leveraged applications, and sharing of information across jurisdictions.

Constituents must be consulted early and often in the process to prioritize the possibilities and to ensure delivery of the right products and services.

Many well-meaning government programs fail because the needs and concerns of their constituents were not considered. Buy-in, involvement, and a good understanding of constituent priorities are important in each stage of program development. In addition, continual feedback throughout the process ensures that the right products and services are produced.

A high-level, multi-jurisdictional, shared vision must be developed to provide a basis for successful intergovernmental collaboration.

In intergovernmental management, government officials need to think beyond the needs of their immediate organizations and their enabling legislation. This results in a higher level shared vision which must also provide for maintaining alliance to the parent organizations.

Different legal frameworks in each jurisdiction must be addressed and normalized insofar as possible.

Different laws, rules, and enforcement mechanisms for key legal concepts (such as confidential treatment of personal information) exist within the Federal government and across the states and local governments. As a result, the kind and level of protection citizens can expect vary from subject to subject and government to government. A more unified legal framework will foster a more uniform protection for citizens, reduce the cost and complexity of conducting business, and promote the beneficial uses of shared information.

Dedicated sources of funding are needed to allow intergovernmental initiatives that better serve citizens’ needs and reduce government expenditures.

Intergovernmental initiatives cross-levels of government, both horizontally and vertically. Without dedicated sources of funding for these initiatives, governments continue to build highly stove-piped, process centered applications that do not adequately serve citizens, and the redundancy is costly. By consolidating across governments, government expenditures are reduced and better service to the constituents is achieved.

A dedicated support structure focused on intergovernmental collaboration will help facilitate and leverage the resources of each jurisdiction.

A dedicated structure to support all jurisdictions in the collaborative effort will help to develop infrastructure, standards, and a library of good practices. It will help identify leaders in intergovernmental management and pool their knowledge and experience. Best practices particular to intergovernmental management will also be easily identified and shared. A dedicated support structure will also facilitate communication and ensure that the needs and priorities of all parties have equal consideration. This results in increased trust and cooperation and facilitates collaboration across governments.

¹The Partnership for Intergovernmental Innovation (PI2) was formed in December of 1999 to provide intergovernmental entrepreneurs a place to come for assistance in overcoming barriers in process, policy and regulation. Pi2 is an open forum that has a national reach including Federal, State, Local, and Tribal government officials. Pi2 emphasizes intergovernmental collaboration and innovative solutions to transform government for the benefit of its constituents. Pi2 provides officials in all levels of government a place to build relationships that recognize all government entities as equal partners. It works also to educate by sharing lessons learned and by interacting to solve intergovernmental problems. The end result is leveraged resources working for the benefit of the larger community as well as the parent agency.

For additional information about these building blocks, please contact Lisa Nelson at lisa.l.nelson@gsa.gov.