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Unlocking the Power of Networks

Unlocking the Power of Networks: Keys to High-Performance Government

Stephen Goldsmith
Donald F. Kettl
  • Book Info
    Unlocking the Power of Networks
    Book Description:

    The era of strict top-down, stovepiped public management in America is over. The traditional dichotomy between public ownership and privatization is an outdated notion. Public executives have shifted their focus from managing workers and directly providing services to orchestrating networks of public, private, and nonprofit organizations to deliver those services.Unlocking the Power of Networksemploys original sector-specific analyses to reveal how networked governance achieves previously unthinkable policy goals.

    Stephen Goldsmith and Donald F. Kettl head a stellar cast of policy practitioners and scholars exploring the potential, strategies, and best practices of high-performance networks while identifying next-generation issues in public-sector network management. They cover the gamut of public policy issues, including national security, and the book even includes a thought-provoking look at how jihadist terrorists use the principles of network management to pursue their goals.

    Contributors: William G. Berberich (Virginia Tech), Tim Burke (Harvard University), G. Edward DeSeve (University of Pennsylvania),William D. Eggers (Manhattan Institute), Anne M. Khademian (Virginia Tech), H. Brinton Milward (University of Arizona), Mark H. Moore (Harvard University), Paul Posner (George Mason University), Jörg Raab (Tilburg University), and Barry G. Rabe (University of Michigan).

    eISBN: 978-0-8157-0196-5
    Subjects: Business

Table of Contents

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  1. Front Matter
    (pp. i-iv)
  2. Table of Contents
    (pp. v-vi)
  3. Acknowledgments
    (pp. vii-x)
  4. 1 The Key to Networked Government
    (pp. 1-14)

    Even the most casual look at how government programs actually operate raises big questions about orthodox theories of public policy. Translating big ideas into reality requires collaboration among many players. Government social service programs ripple out through a huge collection of nonprofit community-based organizations, and these organizations typically blend funding from federal, state, local, foundation, and voluntary contributions. Airport security is a complex partnership among airlines, airport authorities, and federal, state, and local governments. Attacking issues such as climate change requires global partnerships. Doing important things typically means bringing together a big collection of players. That, at its core, is...

  5. 2 From Conflict to Collaboration: Lessons in Networked Governance from the Federal Cooperative Conservation Initiative
    (pp. 15-33)

    One day in 1948, a convoy of Michigan sportsmen drove their pickup trucks to Lansing to dump piles of dead, oil-soaked ducks on the lawn of the state capitol.¹ Oil slicks on the Detroit River killed waterfowl every winter, but with a toll of 11,000, 1948 had seen the worst carnage ever.²

    With its numerous islands and marshes and its vast variety of birds and fish, the Detroit River constitutes a vital ecosystem in the Great Lakes region of North America. Although the duck drop got the government’s attention, environmental problems continued to plague the Detroit River watershed over the...

  6. 3 Governing the Climate from Sacramento
    (pp. 34-61)

    The conventional wisdom of a decade ago tagged climate change as a straightforward public policy problem. The science was indeed complex, but virtually all scholarly analysis suggested that the global scope of the problem would necessitate a global response. It was commonly expected that nations would join forces in an international accord, ushering in a world governing authority that would allocate greenhouse gas (GHG) reduction targets to developed and developing nations alike. After a marathon diplomatic binge in December 1997, the birth of the Kyoto Protocol was heralded as the official launch point for an international climate regime.

    This new...

  7. 4 Networks in the Shadow of Government: The Chesapeake Bay Program
    (pp. 62-94)

    The Chesapeake Bay is the largest estuary in North America, and with its watershed is home to more than 3,600 species and 16 million people. The watershed covers a land area of more than 64,000 square miles and includes portions of six states—Maryland, Virginia, Delaware, Pennsylvania, West Virginia and New York—and the District of Columbia. In recent decades, the Bay’s ability to support fisheries and other forms of wildlife has been undermined by growing quantities of nutrients and other pollutants. More than 90 percent of the Bay is impaired, with low dissolved oxygen levels and poor water clarity,...

  8. 5 Moving from Core Functions to Core Values: Lessons from State Eligibility Modernizations
    (pp. 95-120)

    For over forty years, millions of struggling households across all fifty states have relied on the same cumbersome system of county welfare offices to tap into the U.S. social safety net. With inconvenient hours, little customer service, and wasteful spending, many of these offices typify government bureaucracy at its worst. Simultaneously, the offices arguably represent American values at their best in their effort to help the most vulnerable. After a decade of adjusting to the 1996 welfare reforms, states are now reconciling this tension between the best and worst as it is reflected in their benefits eligibility systems.

    In bringing...

  9. 6 “Integration and Innovation” in the Intelligence Community: The Role of a Netcentric Environment, Managed Networks, and Social Networks
    (pp. 121-144)

    The potential for “collaboration and integration” in the intelligence community (IC), particularly for combating terrorism, is the focus of this chapter.¹ The problems identified after 9/11 and in intelligence gathering on weapons of mass destruction are the backdrop for the analysis.² Also explored are responses to these problems such as creation of new organizational structures, increases in staffing, implementation of technology, understanding the importance of social networks, and creation of interorganizational mechanisms. Finally, the continuing need to recognize that future solutions may lie in implementing “netcentric” strategies externally, within the community, and within each agency is discussed. The implications of...

  10. 7 The United States Coast Guard and a Port Security Network of Shared Responsibility
    (pp. 145-167)

    The U.S. economy and economies around the globe depend upon safe, secure, and just-in-time maritime trade. A third of the world economy and more than a quarter of the U.S. economy are dependent upon international trade, and more than 95 percent of non–North American trade enters the United States by ship, through our ports. There are 361 ports along coastal and inland waterways throughout the United States, each distinctive in its combination of governance, location, and the dominant form of cargo it handles. These trading hubs are the destination and departure points for cruise ships and ferries, tankers and...

  11. 8 Dark Networks and the Problem of Islamic Jihadist Terrorism
    (pp. 168-189)

    Most writers advocating networks have ignored the nature of the problem networking is supposed to solve. It is usually argued that networks are better than hierarchies for solving nonroutine, nonstandardized, ill-structured (Simon 1973), or “wicked” (Rittel and Webber 1973) problems. There is little attention to how problems respond to attempts to solve them, however, and if actors who are a part of these problems are resistant to measures to solve them, it is assumed that those groups or organizations can be co-opted in one way or another (Selznick 1949). Few researchers have looked at cases in which the problem is...

  12. 9 Networked Government: Survey of Rationales, Forms, and Techniques
    (pp. 190-228)

    In recent years, practitioners and scholars of public management have looked to the concept of “networked government” to guide improvements in government performance.¹ At the core of this idea is the belief that the old organizational form of government—a centralized executive branch consisting of large, hierarchical organizations, each with its own distinct, well-defined mission, its own appropriated funds, and its own structure of accountability—is simply not up to the substantive challenges confronting contemporary governments. To improve the performance of government—to create more public value from available assets—it is necessary to overlay that rigid, highly differentiated hierarchical...

  13. Bibliography
    (pp. 229-240)
  14. Contributors
    (pp. 241-244)
  15. Index
    (pp. 245-252)
  16. Back Matter
    (pp. 253-253)