Today, organizations consider themselves lucky to retain an employee for five years. And, when we analyze the reasons for this change of landscape, most of the data points to one issue: employees don’t trust employers and employers don’t trust employees.

For the purpose of this article, we are not just talking about the traditional team, rather “innovation teams” are those that take on unusual assignments, are non-hierarchical and diverse, that disrespect silos, and are motivated to participate. Team members are attached to the mission and objectives of the organization and understand the parameters for innovation to occur. These teams are supported by systems or have the authority to change them, and are listened to and supported by the leaders of the organization.

In 2009, the City of Phoenix was facing a $277 million budget shortfall. Part of the solution was to establish an Innovation and Efficiency Task Force. The Task Force, comprised of 10 public members and 18 city executives was charged with the responsibility of identifying specific recommendations for efficiency improvements, examining alternative service delivery methods, identifying organizational structure efficiencies, addressing cost recovery and revenue enhancement opportunities, and ensuring the city’s continuing focus on customer service.

Emergenetics is a personal development tool for understanding human behavior and the unique differences in the way people approach work and life.

Ad hoc teams are more dedicated to a specific project or outcome than traditional teams. Ad hoc teams typically achieve their original goals and disband quickly. Oftentimes ad hoc teams are cross functional in nature and can include varying perspectives.

In 2009 with the departure of the incumbent P&R Director and facing the reality of laying off park line employees the City Burlingame again considered combining departments or sharing of a P&R Director. The relatively new Librarian didn’t relish the thought of taking on Parks and Recreation, two services in which she had no previous experience. The City of Brisbane 8.5 miles north of Burlingame offered to share it’s P&R Director in anticipation of eliminating that position when the incumbent retired in the future.

Today, the Care1st Avondale Resource and Housing Center is a model for duplication by other communities. In 2011, Care1st opened its second facility in the Town of Gila Bend, located in a remote section of Maricopa County. By providing area residents access to much needed health and social services in one convenient location, the Care1st Avondale Resource and Housing Center has improved the lives and health of families in the region.

The Alliance has collected the following lessons learned as it relates to sharing services and conducting partnerships. These lessons are offered as considerations when thinking through the collaboration process.