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August 25, 2015
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Interested in solutions to our world's most complex problems?

You're in the right place.

 

in•ter•sec•tor |in,tersektor|
noun
1. a space where government, business, and non-profit sectors share expertise, resources, and authority to address problems that cannot be solved by one sector alone

FROM OUR BLOG

 

Calling cross-sector leaders for the fellowship of a lifetime

In the face of the complex social, economic, and environmental problems that confront our country, there is a need to inspire, train, and support leaders to work in new ways to solve those problems. Enter the Presidio Cross Sector Leadership Fellows program, which works to develop leaders who can collaborate across business, government, and non-profit sectors to drive change, and is now accepting applications for its 2016 cohort.

"If we know the problems are bigger than what we as individuals or organizations can tackle on our own, what does it take to be able to work together to solve them?" asks Alison Gold, Manager of Leadership Education at the Presidio Institute, on our blog. "The Cross Sector Leadership Fellows program is a unique experience for personal development, building new skills, learning, and expanding your problem-solving network across sectors and the country." 


If you are a mid-career professional who is passionate about solving some of the toughest challenges we face today, you should consider applying for the CSL Fellowship. For more information, check out our two-part blog series on the Fellowship, or visit the Presidio website to apply.
 

Research to Practice: Connecting public health to transportation planning

 

 

In this month's Research to Practice post, we focus on a recent article published in Public Works Management & Policy that looks at barriers to and critical elements for collaboration among government, business, and non-profit partners in the regional transportation planning and public health communities. The researchers uncovered several attributes of successful collaboration that provide actionable intelligence for practitioners hoping to implement their own successful collaborative projects. Read more.

What We're Reading and Following This Week

Head of CDOT division that oversaw U.S. 36 expansion is leaving position
We’ve often raised the question of what role non-profits might be able to play in traditional public-private partnerships, particularly in helping public sector leaders navigate these relationships or in some sort of monitoring capacity. Michael Cheroutes, the first director of Colorado’s High Performance Transportation Enterprise, “which focuses on public-private partnerships to build big road projects, is leaving for the private sector. … Starting Oct. 1, Cheroutes will start his transition to being the founder and director of the non-profit Colorado Center for Infrastructure Investment, a non-profit that he said aims to help governments navigate the complex world of public-private partnership deals."

Social innovation goes to the global prom
This piece in Forbes on the second year of the Social Innovation and Global Ethics Forum (SIGEF) carried some interesting remarks on the relationship between social enterprise and cross-sector collaboration. "As a social entrepreneur focused on leveraging capitalism to accelerate social impact, I see how disruptive innovation and cross-sector collaboration is imperative to moving the needle on entrenched social issues. Without cooperation and creativity, everyone rows the boat in different directions (and some are missing oars)."

Designing Successful Governance Groups
We came across this notice via the GovLab digest this week: The Berkman Center for Internet & Society, together with the Global Network of Internet and Society Research Centers (NoC), recently released the new “Designing Successful Governance Groups: Lessons for Leaders from Real-World Examples,” authored by Ryan Budish, Sarah Myers West, and Urs Gasser. “Solutions to many of the world’s most pressing governance challenges, ranging from natural resource management to the governance of the Internet, require leaders to engage in multistakeholder processes. Yet, relatively little is known how to successfully lead such processes. This paper outlines a set of useful, actionable steps for policymakers and other stakeholders charged with creating, convening, and leading governance groups.”

Celebrating restoration of the Carmel River
Another tri-sector collaboration in river restoration this week that included California American Water, the California State Coastal Conservancy, NOAA Fisheries, The Nature Conservancy, California Department of Fish and Wildlife, California Wildlife Conservation Board, Resources Legacy Fund, U.S. Fish and Wildlife Service, and the Bureau of Land Management. For two other river restoration collaborations, see our recent blog posts on the Delaware River Watershed and the Buffalo River Restoration Partnership.

Chase lends $26M for affordable project at former church site in the Bronx
We’ll be following the progress of this New York housing collaboration among Catholic Charities, New York State Homes and Community Renewal, New York City Department of Housing Preservation, and Chase Bank. “This project is unique because it is a true collaboration of the city, state, and private sector to contribute to the need for affordable and supporting housing in New York City,” said Sharmi Sobhan, Vice President of Chase Community Development Real Estate Financing, who worked on the transaction.

We now publish a weekly briefing on our blog each Friday to capture the new intersector collaborations surfacing across the United States and new, fascinating research and commentary that provides insight into the intersector – the space where collaboration among government, business, and non-profit sectors enables leaders to share expertise, resources, and authority to address society’s most pressing problems.

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New online course at PSU: Foundations of Collaborative Governance

From Steve Greenwood, Deputy Director of Oregon Programs at the National Policy Consensus Center: "In Foundations of Collaborative Governance, we will explore the lessons learned from collaborative projects and provide the societal (macro) context for collaborative governance in today’s political and institutional setting, as well as the personal (micro) context about the elements of trust, cooperation, and group decision-making that are critical to success." Visit the PSU website for more information or read more from Steve on our blog.

 

Case Study Corner:
Improving Labor Relations in Jamestown

In 1971, nearly 1,000 workers in Jamestown, New York, were unemployed, and an additional 2,800 jobs were in jeopardy as the largest company in town closed their doors. The contentious relationship between local unions and businesses had further damaged Jamestown’s reputation as an attractive place for manufacturers, driving away new businesses that may have otherwise invested in the city and revitalized its suffering economy. Mayor Stan Lundine developed the cross-sector Jamestown Area Labor Management Committee (JALMC) as a way to mediate labor disputes. Read more.
 

Resources for Practitioners

Created for practitioners from every sector, our Toolkit enables leaders to design and implement successful intersector solutions.

 

Our case studies profile leadership and tactics from successful collaborations in a variety of issue areas, including community revitalization, health and wellbeing, infrastructure, education, and environmental conservation. Our case library is one of the country’s leading libraries on U.S. cross-sector collaborations.

Copyright © 2015 The Intersector Project, All rights reserved.


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