Collaboration

Using Networks and Partnerships

AvJohn M. Kamensky,Thomas J. Burlin

Häftad, Engelska, 2004

Del i serien IBM Center for the Business of Government

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Beskrivning

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.

Produktinformation

Utgivningsdatum:2004-03-15
Mått:164 x 227 x 25 mm
Vikt:626 g
Format:Häftad
Språk:Engelska
Serie:IBM Center for the Business of Government
Antal sidor:400
Förlag:Bloomsbury Publishing Plc
ISBN:9780742535145

Utforska kategorier

Centralt styre och förvaltning inom Samhälle och politik

Mer om författaren

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.

Recensioner i media

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.

Innehållsförteckning

Part 1 I Understanding Networks and PartnershipsChapter 2 Networks and Partnerships: Collaborating to Achieve Results No One Can Achieve AloneChapter 3 Assessing Partnerships: New Forms of CollaborationChapter 4 Leveraging Networks: A Guide for Public Managers Working across OrganizationsChapter 5 Applying 21st-Century Government to the Challenge of Homeland SecurityPart 6 II Networks and Partnerships in ActionChapter 7 Using Virtual Teams to Manage Complex Projects: A Case Study of the Radioactive Waste Management ProjectChapter 8 Communities of Practice: A New Tool for Government ManagersChapter 9 Leveraging Networks to Meet National Goals: FEMA and the Safe Construction NetworksChapter 10 Extraordinary Results on National Goals: Networks and Partnerships in the Bureau of Primary Health Care's 100%/0 Campaign