COLLABORATIVE NETWORKS

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COLLABORATIVE NETWORKS

• LOUIS ROWITZ, Ph.D.

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STRATEGIES FOR WORKING TOGETHER(HIMMELMAN)

• NETWORKING
• COORDINATION
• COOPERATION
• COLLABORATION
• COLLABORATIVE NETWORKS

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NETWORKING

• EXCHANGING INFORMATION FOR MUTUAL BENEFIT

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COORDINATION

• EXCHANGING INFORMATION FOR MUTUAL BENEFIT AND
  ALTERING ACTIVITIES TO ACHIEVE A COMMON PURPOSE

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COOPERATION

• EXCHANGING INFORMATION FOR MUTUAL BENEFIT, AND
  ALTERING ACTIVITIES AND SHARING RESOURCES TO
  ACHIEVE A COMMON PURPOSE

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COLLABORATION

• EXCHANGING INFORMATION FOR MUTUAL BENEFIT,
  ALTERING ACTIVITIES, SHARING RESOURCES, AND
  ENHANCING THE CAPACITY OF ANOTHER TO ACHIEVE A
  COMMON PURPOSE.

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COLLABORATIVE NETWORKS

• IS IT COLLABORATION?

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NEW SHAPE OF GOVERNMENT

• MANAGING AND LEADING A GOVERNMENTAL AGENCY THAT
  ACHIEVES MOST OF ITS MISSION THROUGH NETWORKS OF
  PARTNERS

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NEW PROFESSIONAL ROLES

• THE NEW PROFESSIONAL IS NOT A DOER IN THE
  TRADITIONAL SENSE, BUT RATHER A FACILITATOR,
  CONVENER, AND BROKER OF HOW TO ENGAGE THE
  COMMUNITYS TALENTS TO GET THE WORK DONE

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NEW RESPONSIBILITIES

• ORGANIZE RESOURCES
• PRODUCE PUBLIC VALUE
• MANGE A PORTFOLIO OF PROJECTS
• TRANSDISCIPLINARY AND TRANSORGANIZATIONAL FOCUS

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PURPOSES OF A COLLABORATIVE NETWORK

• PARTNERSHIP-BASED
• MEASURABLE PERFORMANCE GOALS ASSIGNED
  RESPONSIBILITES FOR PARTNERS
• STRUCTURED INFORMATION FLOW
• GOVERNANCE BY NETWORK

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TRENDS IN GOVERNANCE BY NETWORK

• THIRD PARTY GOVERNMENT
• JOINED-UP GOVERNMENT
• DIGITAL REVOLUTION
• CUSTOMER DEMAND

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ADVANTAGES OF NETWORKED GOVERNMENT

• FLEXIBILITY TO LEVERAGE THE SKILLS OF A RANGE OF
  PROVIDERS
• ENCOURAGES INNOVATION
• LEVERAGES THE EXPERTISE OF BEST PRACTICE
  PROVIDERS
• ENCOURAGES DECISION-MAKING AT THE LOCAL LEVEL
• IMPROVES THE SPEED OF DECISION-MAKING AND
  INFORMATION FLOW

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BUILDING BLOCKS-DESIGN AND ACTIVATION

• WHO SHOULD ACTIVATE THE NETWORK?
• WHAT IS THE OPTIMAL DELIVERY MODEL OR MIX OF
  PARTNERS?
• STATUTORY REQUIREMENTS
• FUNDING STREAMS
• RELATIONSHIP BETWEEN MATRIX STRUCTURES AND
  EXTERNAL STRUCTURES

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BUILDING BLOCKS-HUMAN CAPITAL

• DETERMINING NEW SKILLS NEEDED FOR GOVERNANCE BY
  NETWORKS
• RECRUITMENT AND RETENTION OF PORTFOLIO MANAGERS
• DEVELOPING A TRAINING PROGRAM
• DEREGULATING PUBLIC SERVICE
• DEVELOPING CENTERS OF EXCELLENCE
• KNOWLEDGE MANAGEMENT

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BUILDING BLOCKS-STRATEGY

• ASKING THE RIGHT QUESTIONS
• WHAT PUBLIC VALUE DO YOU WANT AND PROVIDE?
• DEFINING THE PROBLEM
• DETERMINING POLICY GOALS

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BUILDING BLOCKS-PERFORMANCE INTEGRATION

• ENSURING GOAL CONGRUENCE AND ALIGNMENT WITH
  STRATEGY
• STRATEGIC, PROGRAM AND PROCESS PERFORMANCE
  MEASURES-PERFORMANCE-BASED CONTRCTING
• LINKED WITH PERFORMANCE ENTERPRISE
• INDIVIDUAL PERFORMANCE MEASURES

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BUILDING BLOCKS-INFORMATION TECHNOLOGY ENABLERS

• INTEROPERABILITY ARCHITECTURE
• WEB-BASED WORKFLOW
• CUSTOMER DATA MANAGEMENT
• DECISION SUPPORT TOOLS
• COLLABORATIVE ENVIRONMENT
• ENTRPRISE INTEGRATION
• KNOWLEDGE MANAGEMENT TOOLS

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WHAT COLLABORATIVE KNOWLEDGE NETWORKS DO

• HELP TRANSFER BEST PRACTICES THROUGHOUT THE
  NETWORK
• DEVELOP NE KNOWLEDGE AND ENHANCE LEARNING
• FLESH OUT SOLUTIONS TO DAILY PROBLEMS
• REDUCE MISUNDERSTANDING AND BUILD TRUST BETWEEN
  PARTNERS

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PART 2

• HELP THE NETWORK PARTNERS LEARN FROM EACH OTHERS
  SUCCESSES AND MISTAKES
• HELP GOVERNMENT TO BETTER INTEGRATE AND ALIGN
  EFFORTS OF THEIR PARTNERS WITH THEIR STRATEGIC
  OBJECTIVES

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SOME SUMMARY CONCLUSIONS

• FOCUS LESS ON PROGRAMS AND EMPLOYEES AND MORE ON
  PUBLIC VALUE
• DONT GET LOST IN THE FINE PRINT
• MONEY IS A TOOL,NOT THE TOOL, FOR FORMING
  NETWORKS
• THE PERFECT IS THE ENEMY OF THE GOOD
• DEVELOP A NEW SET OF CORE COMPETENCIES
• DOWNSIZE AND UPSIZE SIMULTANEOUSLY