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