identified (Magsino, 2009; NRC, 2010). It is difficult to get many people and organizations to commit to a process when the destination is not known and effective means of measuring progress do not exist. People respond best when outcomes can be observed and measured. Businesses are reluctant to commit when the costs of collaboration are clear but the benefits are not. Participating in collaboration is often a function of individual commitment and willingness to accept risk. In most organizations, however, people are rewarded only for activities that are measured, so individual success in building essential collaboration is typically unrewarded.

Communities will probably not have the resources to develop the kinds of metrics needed for quantitative evaluation of increases in resilience and similar factors resulting from their resilience-focused private–public collaborations. Until research shows how such outcomes can be measured, communities can develop goals and mechanisms to meet them that include discreet milestones to describe the effectiveness of collaboration. Such descriptions may not completely quantify the outcomes for funding or policy-development purposes, but they can keep high or raise enthusiasm for engagement.

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