Innovative Government Strategies
Innovation is a critical source for a future competitive advantage especially for elected officials and appointed officials. Constituencies at the polls have time and time again issued their dissatisfaction with the status quo. Therefore, the ability to consistently develop and build upon new ideas has a direct impact on the life-expectancy of officials and ultimately on services or in revenue growth. A revenue growth we define only as non-tax revenue. If Social Security is the "Third Rail" of national politics; a tax increase is local government's death wish. Yet, while all new-comers to the political area want to be labeled original leaders, the legislative pit-falls and/or budget restraints will often stifle a newly elected stake-holder's success. More and more forward thinking public service professionals have focused their attention to outsourcing. That is to rely on outside resources not just for service delivery but for real economic development and for leading edge ideas. If local and area officials rely only upon local innovation as the norm, how can they keep their office holder's edge?
It is not to be confused with consulting. Requiring your outsourced professional service to produce tangible results turns the political stress table upside down. Awareness is part of the problem because officials with either a myriad of tasks or an obligated reliance on management, simply do not know that other good ideas can exist. Innovative Government Strategies was created for this purpose. While our federal government and every state government would have you believe "one size fits all," we believe the dynamics of each unit of government are unique to them and that bring innovative forth ideas proven to work.
Innovation is so important to government that many local and area councils of government have established roles such as Director of Regional Planning, or are in the process of setting up dedicated development teams. However, applying depleting resources is a commitment many governments can ill afford to work full-time on innovation. We know the value of innovation and how to deliver sound economically viable projects. To better manage expectations, we offer only performance based agreements. Measurable and quantifiable in real terms, it guarantees that local funds will not be obligated, depleted, or even used in order to pursue an idea or development that may or may not work at home.
Where is the Private Sector in this? We also specialize in maximizing your return in regard ONLY to whom we represent. Many private corporations do not have allocated resources to understand what a local unit of government may offer in additional margin. Whether it be a V.A.T. credit or a tax deduction for an agreed condemnation, there are a myriad of opportunities many private firms just miss that reside within the true value of the public sector. Like our representation of local government, we offer only performance based accords and earn nothing unless your margin finds provenance. If the deal falls apart, we go home like you do, all the better for having ventured.
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