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Collaboration : Using Networks and Partnerships.

Author: John M Kamensky; Thomas J Burlin
Publisher: Lanham : Rowman & Littlefield Publishers, 2004.
Series: IBM Center for the Business of Government book series.
Edition/Format:   eBook : Document : EnglishView all editions and formats
Summary:
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,  Read more...
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Genre/Form: Electronic books
Case studies
Additional Physical Format: Print version:
Kamensky, John M.
Collaboration : Using Networks and Partnerships.
Lanham : Rowman & Littlefield Publishers, ©2004
Material Type: Document, Internet resource
Document Type: Internet Resource, Computer File
All Authors / Contributors: John M Kamensky; Thomas J Burlin
ISBN: 9780742573970 0742573974
OCLC Number: 862611631
Notes: Introduction.
Reproduction Notes: Electronic reproduction. [S.l.] : HathiTrust Digital Library, 2010. MiAaHDL
Description: 1 online resource (402 pages).
Details: Master and use copy. Digital master created according to Benchmark for Faithful Digital Reproductions of Monographs and Serials, Version 1. Digital Library Federation, December 2002.
Contents: Cover; Title Page; Copyright Page; Table of Contents; Part 1: Understanding Networks and Partnerships; Chapter One: Networks and Partnerships: Collaborating to Achieve Results no One can Achieve Alone; Collaboration is More Pervasive than most think; What do we mean by using Networks and Partnerships for Collaboration?; Where and When Should you Collaborate?; How do you Successfully Collaborate by using Networks and Partnerships?; Conclusion; Endnotes; Chapter Two: Assessing Partnerships: New Forms of Collaboration; Introduction; What are ""Partnerships""? Evaluating Partnerships: Three PerspectivesThe Process of Assessing Partnerships; Appendix: Analysis of Three Examples of Partnerships; Endnotes; Chapter Three: Leveraging Networks: A Guide for Public Managers Working across Organizations; Networks and Network Management; A Guide to Network Participation and Operation; Ten Lessons on how to Manage in Networks; Appendix: Research Method; Endnotes; Chapter Four: Applying 21st-Century Government to the Challenge of Homeland Security; Introduction; 21st-Century Government: Three Models. The Challenge of Homeland Security: Two 20th-Century ResponsesA Case Study in 21st-Century Government: Homeland Security; Conclusion; Endnotes; Part II: Networks and Partnerships in Action; Chapter Five: Using Virtual Teams to Manage Complex Projects: A Case Study of the Radioactive Waste Management Project; Introduction; Virtual Teams: A Case Study of the RWMP; Lessons Learned and Recommendations; Endnotes; Chapter Six: Communities of Practice: A New Tool for Government Managers; Introduction; Understanding Communities of Practice; The Federal Experience with Communities of Practice. How Federal Agencies Can Cultivate Communities of PracticeConclusion: An Emerging Role for the Federal Government as Sponsor of Community Initiatives; Appendix I: A Stage Model-Understanding how Communities Evolve; Appendix II: Going to Scale-The Evolution of Communities of Practice; Appendix III: Communities of Practice as a Type of Collaborative Model; Appendix IV: Notes on Research Methodology; Endnotes; Bibliography; Chapter Seven: Leveraging Networks to Meet National Goals: FEMA and the Safe Construction Networks; Understanding Networks. The Goal: Reducing Property Losses and Protecting LivesFEMA and Mitigation; Components of the Safe Construction Networks; Leveraging the Safe Construction Networks; Conclusions; Appendix: Selected Model Home Programs; Bibliography; Chapter Eight: Extraordinary Results on National Goals: Networks and Partnerships in the Bureau of Primary Health Care's 100%/0 Campaign; Section 1: Achieving National Goals-The Emergence of a New Kind of Leadership; Leadership Lessons from the Bureau of Primary Health Care; Section II: How to Achieve National Goals-A Case Study of Leaders Leveraging Partnerships.
Series Title: IBM Center for the Business of Government book series.
More information:

Abstract:

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 a.

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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 Read more...

 
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