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This report, “State-Federal Collaboration on Rural Development,” by Thomas Unruh and Jay Kayne, published in 1992 by the National Governors’ Association (NGA), examines intergovernmental and public-private collaboration in rural development. The NGA, a bipartisan forum for governors, conducts research through its Center for Policy Research, which supported the creation of this report with a grant from the Ford Foundation through The Aspen Institute. The document discusses the rationale for collaboration, obstacles to it, and ingredients for successful partnerships, drawing insights from a roundtable discussion with public and private sector officials experienced in these initiatives. It emphasizes that while problems in rural communities are complex and fragmented across agencies, collaborative partnerships are the most successful means of achieving rural development goals, especially given fiscal constraints.The report highlights eight case studies of rural initiatives, including:
- The Appalachian Regional Commission (ARC)
- The U.S. Department of Housing and Urban Development/U.S. Department of Agriculture rural demonstrations
- Idaho’s Rural Development Council
- Maine’s Rural Development Committee
- Montana’s rural medical assistance facilities (MAFs)
- Oklahoma’s Rural Enterprise Team
- South Dakota’s Agricultural Processing and Export (APEX) program
- Wisconsin’s Rural Development Coordinating Council
Common obstacles to collaboration identified include bureaucratic inertia, inflexible regulations, concerns about political changes, the slow pace of change, “one-size-fits-all” administration, and personality clashes. Key elements for successful collaboration include strong leadership, a flexible policy environment, focusing on outcomes, supporting mutual objectives, leveraging existing networks, fostering a sense of ownership, achieving early successes, providing information, agreeing on needs and goals, managing “turf” issues, identifying mutual interests, and focusing on promising initiatives. The report concludes that while institutionalizing coordination is difficult, committed individuals with clear missions, supported by organizational and political cultures that encourage risk-taking and creativity, are crucial for effective rural development
