Collaboration Using Networks and Partnerships

by Kamensky, John M.; Burlin, Thomas J.; Abramson, Mark A.; Agranoff, Robert; Souza Briggs, Xavier de; DeMarie, Samuel M.; Kamarck, Elaine C.; Klitgaard, Robert; Scanlon, John W.; Snyder, William M.; Treverton, Gregory F.; Waugh, William L., Jr.

• ISBN13: 9780742535145
• ISBN10: 0742535142
• Format: Paperback
• Copyright: 2004-03-15
• Publisher: Rowman & Littlefield Publishers

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, 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.

Table of Contents

Part I: Understanding Networks and Partnerships	1	(146)
Chapter One: Networks and Partnerships: Collaborating to Achieve Results No One Can Achieve Alone	3	(18)
by John M. Kamensky, Thomas J. Burlin, and Mark A. Abramson
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	21	(40)
by Robert Klitgaard and Gregory F. Treverton
Introduction
What Are "Partnerships"?
Evaluating Partnerships: Three Perspectives
The Process of Assessing Partnerships
Appendix: Analysis of Three Examples of Partnerships
Endnotes
Chapter Three: Leveraging Networks: A Guide for Public Managers Working across Organizations	61	(42)
by Robert Agranoff
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	103	(44)
by Elaine C. Kamarck
Introduction
21st-Century Government: Three Models
The Challenge of Homeland Security: Two 20th-Century Responses
A Case Study in 21st-Century Government: Homeland Security
Conclusion
Endnotes
Part II: Networks and Partnerships in Action	147	(226)
Chapter Five: Using Virtual Teams to Manage Complex Projects: A Case Study of the Radioactive Waste Management Project	149	(22)
by Samuel M. DeMarie
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	171	(102)
by William M. Snyder and Xavier de Souza Briggs
Introduction
Understanding Communities of Practice
The Federal Experience with Communities of Practice
How Federal Agencies Can Cultivate Communities of Practice
Conclusion: 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	273	(48)
by William L. Waugh, Jr.
Understanding Networks
The Goal: Reducing Property Losses and Protecting Lives
FEMA 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	321	(52)
by John W. Scanlon
Section I: 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
Introduction
Creating Open Space for Leadership (1997-1998)
Creating a Campaign (1998-1999)
Partnering with Benchmarks of the Vision (1999-2001)
Partnering with National Networks to Extend Reach (1999-2000)
Enrolling Communities in Action (1999-2001)
Forming a National Movement (2001-2002)
About the Contributors	373	(7)
About the IBM Center for The Business of Government	380