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.

Contributions by: Mark A. Abramson, Robert Agranoff, Xavier de Souza Briggs, Samuel M. DeMarie, Elaine C. Kamarck, Robert Klitgaard, John W. Scanlon, William M. Snyder, Gregory F. Treverton, William L. Waugh