COLLABORATIVE CAPACITY INITIATIVES
Query: Can a training and coaching program count as building
collaborative capacity?
Draft for comment – November 15, 2011
Lead UNCG Member or other Practitioner:
School of Government, UNC at Chapel Hill
Organization/Sector: (Public, Private, NGO, combination):
Local governments in NC – based on participation in a training and coaching program
- Public Executive Leadership Academy (PELA) http://www.sog.unc.edu/node/1351
Brief Description of the Collaborative Capacity Context:
Professional development of city and county managers and those on track to move
into those positions in the future (e.g., assistant managers, department heads).
A training program focused on individuals from different jurisdictions, but with
repeated annual offerings, beginning to get 2-4 alums in the same jurisdiction. PELA
started in 2005.
Per query above, the individual professional development includes a project which
likely involves at least some elements of collaborative governance internally or
externally. Such a project could be one step on “capacity building.”
Brief Description of the Collaborative Capacity initiative (aims/objectives):
PELA supports individuals’ work to cross boundaries, develop cross-sector
relationships, do individual leadership development, and model collaborative
leadership.
Process Steps Summary:
1. Community change project idea required for application
2. Many forms of instruction and learning over two, one-week periods
3. Community change project is refined through peer and instructor coaching.
Work is done between week 1 and week 2 of the program.
4. Two follow-up phone consultations in the 2-4 months post-program.
5. Details for the two-weeks of teaching:
http://www.sog.unc.edu/sites/www.sog.unc.edu/files/20110934%20PELA
%20_agenda_ICMA_3_0.pdf
Current Status:
Have not rigorously followed all community change projects or specific metrics of
internal “capacity for collaborative governance.”
Outcomes/Achievements:
Participants report getting a lot out of the program. Some projects are more
complete than others; more collaborative, clearer and measurable goals; different
degrees of internal change vs. cross-sector shared responsibility.