- At its inception in 2003, the PPSI embraced a collaborative approach to achieving its goals. Collaboration can provide clear benefits. Much of the work, developed collaboratively, under the Minnesota program carried over to OR and much of that work found its way into the OR legislation and plan. The collaborative effort resulted in a pilot program that reflected the needs of diverse stakeholders. This evaluation and much of the data collection and analysis are a product of the collaborative process.
- The products and artifacts of the PPSI process (e.g. relationships, research, formal agreements, goals, committees) prior to conception of the Oregon pilot provided the background and baselines for legislation and planning in Oregon.
- Without open communications about fundamental changes in the collaborative process as the PPSI transitioned to the implementation stage, PPSI participants lost confidence in the process and their ability to contribute to the process. To maintain participants’ confidence and engagement in the process, the anticipated level of collaboration desired and feasible should, at all stages of the process (implementation, drafting legislation) be agreed upon and documented. Collaboration has its place but that may not be everyplace. Collaboration decreased during the legislative process and during program design as legislative requirements gave actions and decisions strict timelines during which ACA and OR DEQ made worked independently of the PPSI
- Effective collaboration requires sustained commitments to a facilitator, funding and communication. Declining collaboration coincided with decreased PPSI funding, loss of the facilitator to lead the process and overall reduced communications amongst PPSI participants.
- Because collaboration requires commitments of increasingly scarce resources (money, time, etc) for local and state governments. If collaboration is determined to be a core component of achieving paint stewardship goals, an explicit strategy set to achieve clear goals (e.g., equity, cost efficiency, diversity) will help to manage expectations throughout the process. Groups need to decide early in the process if collaboration is important and for which aspects of program it is of greater priority. Roles should be clearly defined up-front and clearly documented. During the process, open discussions, led by facilitators or those requesting changes, should accompany any significant unanticipated adjustments to levels and types of collaboration