From Handshake to Compact: Guidance to Foster Collaborative, Multimodal Decision Making (2005) / Chapter Skim
Currently Skimming:
Pages 38-53
The Chapter Skim interface presents what we've algorithmically identified as the most significant single chunk of text within every page in the chapter.
Select key terms on the right to highlight them within pages of the chapter.
From page 38... ...
38 4.0 STRATEGIES AND TOOLS FOR COLLABORATION The strategies and tools for collaboration will vary according to which step of the collaboration ladder you are on and the history of successful collaboration in the past. Clearly, the higher the step on the ladder, the more formal and structured the strategies would be.
|
From page 41... ...
41 Advantages: • Ad hoc planning and decision structures work well among the planning and operations staff. They are based on professional and individual respect for the actions of others.
|
From page 43... ...
Location Issue Decision-Making Structure Atlanta Olympics transportation plan Coordinating committees Bay Area Transportation system management Freeway management committee Transit coordinating council Boston Freeway reconstruction DOT task force Calgary Regional mobility Technical staff team coordination Denver Traffic signal coordination MPO subcommittee Hampton Roads Emergency management plan MPO task force Houston Transportation system management New organization (TranStar) I-95 Coalition Corridor system operation Voluntary organization National Parks Transportation for national parks Interagency agreements New York Transportation system management New organization (TRANSCOM)
|
From page 45... ...
45 Staff Assignment/Rotation Description: Nothing sends a clearer message of the importance of an activity to an organization than assigning staff resources to the effort. This might include both a senior manager as well as line staff members who can support collaboration activities on a day-to-day basis.
|
From page 50... ...
50 Challenges: • If not stated in flexible terms, the roles and responsibilities as stated in the MOU could constrain a flexible response to a situation that demands such flexibility. • Although important for establishing roles and responsibilities, an MOU does not necessarily lead to budget reallocations and shifts in staff resources.
|
From page 52... ...
For example, the creation of the Georgia Regional Transportation Authority, a new organization with responsibility for coordinating transportation and land use decisions in the Atlanta region, was a direct result of a business community's and governor's frustration with the inability of existing agencies to work together successfully. The creation of a new organization in such circumstances, however, often creates more collaboration challenges than it solves, given the reaction of existing groups to a new participant having little history of working within the current institutional structure.
|
This material may be derived from roughly machine-read images, and so is provided only to facilitate research.
More
information on Chapter Skim is available.