1. COLLABORATIVE NETWORKS LOUIS ROWITZ, Ph.D.

2. STRATEGIES FOR WORKING TOGETHER(HIMMELMAN) NETWORKING NETWORKING COORDINATION COORDINATION COOPERATION COOPERATION COLLABORATION COLLABORATION COLLABORATIVE NETWORKS COLLABORATIVE NETWORKS

3. NETWORKING EXCHANGING INFORMATION FOR MUTUAL BENEFIT EXCHANGING INFORMATION FOR MUTUAL BENEFIT

4. COORDINATION EXCHANGING INFORMATION FOR MUTUAL BENEFIT AND ALTERING ACTIVITIES TO ACHIEVE A COMMON PURPOSE EXCHANGING INFORMATION FOR MUTUAL BENEFIT AND ALTERING ACTIVITIES TO ACHIEVE A COMMON PURPOSE

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

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

7. COLLABORATIVE NETWORKS IS IT COLLABORATION? IS IT COLLABORATION?

8. NEW SHAPE OF GOVERNMENT MANAGING AND LEADING A GOVERNMENTAL AGENCY THAT ACHIEVES MOST OF ITS MISSION THROUGH NETWORKS OF PARTNERS MANAGING AND LEADING A GOVERNMENTAL AGENCY THAT ACHIEVES MOST OF ITS MISSION THROUGH NETWORKS OF PARTNERS

9. 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 COMMUNITY’S TALENTS TO GET THE WORK DONE THE NEW PROFESSIONAL IS NOT A DOER IN THE TRADITIONAL SENSE, BUT RATHER A FACILITATOR, CONVENER, AND BROKER OF HOW TO ENGAGE THE COMMUNITY’S TALENTS TO GET THE WORK DONE

10. NEW RESPONSIBILITIES ORGANIZE RESOURCES ORGANIZE RESOURCES PRODUCE PUBLIC VALUE PRODUCE PUBLIC VALUE MANGE A PORTFOLIO OF PROJECTS MANGE A PORTFOLIO OF PROJECTS TRANSDISCIPLINARY AND TRANSORGANIZATIONAL FOCUS TRANSDISCIPLINARY AND TRANSORGANIZATIONAL FOCUS

11. PURPOSES OF A COLLABORATIVE NETWORK PARTNERSHIP-BASED PARTNERSHIP-BASED MEASURABLE PERFORMANCE GOALS ASSIGNED RESPONSIBILITES FOR PARTNERS MEASURABLE PERFORMANCE GOALS ASSIGNED RESPONSIBILITES FOR PARTNERS STRUCTURED INFORMATION FLOW STRUCTURED INFORMATION FLOW GOVERNANCE BY NETWORK GOVERNANCE BY NETWORK

12. TRENDS IN GOVERNANCE BY NETWORK THIRD PARTY GOVERNMENT THIRD PARTY GOVERNMENT JOINED-UP GOVERNMENT JOINED-UP GOVERNMENT DIGITAL REVOLUTION DIGITAL REVOLUTION CUSTOMER DEMAND CUSTOMER DEMAND

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

14. BUILDING BLOCKS-DESIGN AND ACTIVATION WHO SHOULD ACTIVATE THE NETWORK? WHO SHOULD ACTIVATE THE NETWORK? WHAT IS THE OPTIMAL DELIVERY MODEL OR MIX OF PARTNERS? WHAT IS THE OPTIMAL DELIVERY MODEL OR MIX OF PARTNERS? STATUTORY REQUIREMENTS STATUTORY REQUIREMENTS FUNDING STREAMS FUNDING STREAMS RELATIONSHIP BETWEEN MATRIX STRUCTURES AND EXTERNAL STRUCTURES RELATIONSHIP BETWEEN MATRIX STRUCTURES AND EXTERNAL STRUCTURES

15. BUILDING BLOCKS-HUMAN CAPITAL DETERMINING NEW SKILLS NEEDED FOR GOVERNANCE BY NETWORKS DETERMINING NEW SKILLS NEEDED FOR GOVERNANCE BY NETWORKS RECRUITMENT AND RETENTION OF PORTFOLIO MANAGERS RECRUITMENT AND RETENTION OF PORTFOLIO MANAGERS DEVELOPING A TRAINING PROGRAM DEVELOPING A TRAINING PROGRAM DEREGULATING PUBLIC SERVICE DEREGULATING PUBLIC SERVICE DEVELOPING CENTERS OF EXCELLENCE DEVELOPING CENTERS OF EXCELLENCE KNOWLEDGE MANAGEMENT KNOWLEDGE MANAGEMENT

16. BUILDING BLOCKS-STRATEGY ASKING THE RIGHT QUESTIONS ASKING THE RIGHT QUESTIONS WHAT PUBLIC VALUE DO YOU WANT AND PROVIDE? WHAT PUBLIC VALUE DO YOU WANT AND PROVIDE? DEFINING THE PROBLEM DEFINING THE PROBLEM DETERMINING POLICY GOALS DETERMINING POLICY GOALS

17. BUILDING BLOCKS- PERFORMANCE INTEGRATION ENSURING GOAL CONGRUENCE AND ALIGNMENT WITH STRATEGY ENSURING GOAL CONGRUENCE AND ALIGNMENT WITH STRATEGY STRATEGIC, PROGRAM AND PROCESS PERFORMANCE MEASURES- PERFORMANCE-BASED CONTRCTING STRATEGIC, PROGRAM AND PROCESS PERFORMANCE MEASURES- PERFORMANCE-BASED CONTRCTING LINKED WITH PERFORMANCE ENTERPRISE LINKED WITH PERFORMANCE ENTERPRISE INDIVIDUAL PERFORMANCE MEASURES INDIVIDUAL PERFORMANCE MEASURES

18. BUILDING BLOCKS- INFORMATION TECHNOLOGY ENABLERS INTEROPERABILITY ARCHITECTURE INTEROPERABILITY ARCHITECTURE WEB-BASED WORKFLOW WEB-BASED WORKFLOW CUSTOMER DATA MANAGEMENT CUSTOMER DATA MANAGEMENT DECISION SUPPORT TOOLS DECISION SUPPORT TOOLS COLLABORATIVE ENVIRONMENT COLLABORATIVE ENVIRONMENT ENTRPRISE INTEGRATION ENTRPRISE INTEGRATION KNOWLEDGE MANAGEMENT TOOLS KNOWLEDGE MANAGEMENT TOOLS

19. WHAT COLLABORATIVE KNOWLEDGE NETWORKS DO HELP TRANSFER BEST PRACTICES THROUGHOUT THE NETWORK HELP TRANSFER BEST PRACTICES THROUGHOUT THE NETWORK DEVELOP NE KNOWLEDGE AND ENHANCE LEARNING DEVELOP NE KNOWLEDGE AND ENHANCE LEARNING FLESH OUT SOLUTIONS TO DAILY PROBLEMS FLESH OUT SOLUTIONS TO DAILY PROBLEMS REDUCE MISUNDERSTANDING AND BUILD TRUST BETWEEN PARTNERS REDUCE MISUNDERSTANDING AND BUILD TRUST BETWEEN PARTNERS

20. PART 2 HELP THE NETWORK PARTNERS LEARN FROM EACH OTHERS SUCCESSES AND MISTAKES 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 HELP GOVERNMENT TO BETTER INTEGRATE AND ALIGN EFFORTS OF THEIR PARTNERS WITH THEIR STRATEGIC OBJECTIVES

21. SOME SUMMARY CONCLUSIONS FOCUS LESS ON PROGRAMS AND EMPLOYEES AND MORE ON PUBLIC VALUE FOCUS LESS ON PROGRAMS AND EMPLOYEES AND MORE ON PUBLIC VALUE DON’T GET LOST IN THE FINE PRINT DON’T GET LOST IN THE FINE PRINT MONEY IS A TOOL,NOT THE TOOL, FOR FORMING NETWORKS MONEY IS A TOOL,NOT THE TOOL, FOR FORMING NETWORKS THE PERFECT IS THE ENEMY OF THE GOOD THE PERFECT IS THE ENEMY OF THE GOOD DEVELOP A NEW SET OF CORE COMPETENCIES DEVELOP A NEW SET OF CORE COMPETENCIES DOWNSIZE AND UPSIZE SIMULTANEOUSLY DOWNSIZE AND UPSIZE SIMULTANEOUSLY