Collaboration / Edition 1

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Overview

As government faces more complex problems, and citizens expect more, the way government delivers services and results is changing rapidly. The traditional model of government agencies administering hundreds of programs by themselves is giving way to one-stop services and cross-agency results. This translation implies collaboration—within agencies; among agencies; among levels of governments; and among the public, private, and nonprofit sectors. The first part of this book describes what networks and partnerships are. The second part presents case examples of how collaborative approaches have actually worked in the public sector, when they should be used, and what it takes to manage and coordinate them.
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Editorial Reviews

Local Government Studies
Those working at the local level will recognise Klitgaard and Treverton's assertion that we are entering an era of 'hybrid governance' where the lines between the public, private, and voluntary sectors are fast eroding. This volume is a timely addition to our toolkit for managing that acceleration.
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Product Details

  • ISBN-13: 9780742535145
  • Publisher: Rowman & Littlefield Publishers, Inc.
  • Publication date: 3/28/2004
  • Series: IBM Center for the Business of Government Series
  • Edition description: New Edition
  • Edition number: 1
  • Pages: 400
  • Product dimensions: 6.44 (w) x 8.92 (h) x 0.99 (d)

Meet the Author

John M. Kamensky is associate partner for the managing for results practice of IBM Business Consulting Services and senior fellow for the IBM Center for the Business of Government. Thomas J. Burlin is partner, U.S. Federal Industry and Global Government Leader, IBM Business Consulting Services.
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Table of Contents

Ch. 1 Networks and partnerships : collaborating to achieve results no one can achieve alone 3
Ch. 2 Assessing partnerships : new forms of collaboration 21
Ch. 3 Leveraging networks : a guide for public managers working across organizations 61
Ch. 4 Applying 21st-century government to the challenge of homeland security 103
Ch. 5 Using virtual teams to manage complex projects : a case study of the radioactive waste management project 149
Ch. 6 Communities of practice : a new tool for government managers 171
Ch. 7 Leveraging networks to meet national goals : FEMA and the safe construction networks 273
Ch. 8 Extraordinary results on national goals : networks and partnerships in the Bureau of Primary Health Care's 100%/0 campaign 321
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