COLLABORATIVE COLLABORATIVE NETWORKSNETWORKS

LOUIS ROWITZ, Ph.D.LOUIS ROWITZ, Ph.D.

STRATEGIES FOR WORKING STRATEGIES FOR WORKING TOGETHER(HIMMELMAN)TOGETHER(HIMMELMAN)

NETWORKINGNETWORKING COORDINATIONCOORDINATION COOPERATIONCOOPERATION COLLABORATIONCOLLABORATION COLLABORATIVE NETWORKSCOLLABORATIVE NETWORKS

NETWORKINGNETWORKING

EXCHANGING INFORMATION FOR EXCHANGING INFORMATION FOR MUTUAL BENEFITMUTUAL BENEFIT

COORDINATIONCOORDINATION

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

COOPERATIONCOOPERATION

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

COLLABORATIONCOLLABORATION

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

COLLABORATIVE COLLABORATIVE NETWORKSNETWORKS

IS IT COLLABORATION?IS IT COLLABORATION?

NEW SHAPE OF GOVERNMENTNEW SHAPE OF GOVERNMENT

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

NEW PROFESSIONAL ROLESNEW PROFESSIONAL ROLES

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

NEW RESPONSIBILITIESNEW RESPONSIBILITIES

ORGANIZE RESOURCESORGANIZE RESOURCES PRODUCE PUBLIC VALUEPRODUCE PUBLIC VALUE MANGE A PORTFOLIO OF PROJECTSMANGE A PORTFOLIO OF PROJECTS TRANSDISCIPLINARY AND TRANSDISCIPLINARY AND

TRANSORGANIZATIONAL FOCUSTRANSORGANIZATIONAL FOCUS

PURPOSES OF A PURPOSES OF A COLLABORATIVE NETWORKCOLLABORATIVE NETWORK

PARTNERSHIP-BASEDPARTNERSHIP-BASED MEASURABLE PERFORMANCE GOALS MEASURABLE PERFORMANCE GOALS

ASSIGNED RESPONSIBILITES FOR ASSIGNED RESPONSIBILITES FOR PARTNERSPARTNERS

STRUCTURED INFORMATION FLOWSTRUCTURED INFORMATION FLOW GOVERNANCE BY NETWORKGOVERNANCE BY NETWORK

TRENDS IN GOVERNANCE BY TRENDS IN GOVERNANCE BY NETWORKNETWORK

THIRD PARTY GOVERNMENTTHIRD PARTY GOVERNMENT JOINED-UP GOVERNMENTJOINED-UP GOVERNMENT DIGITAL REVOLUTIONDIGITAL REVOLUTION CUSTOMER DEMANDCUSTOMER DEMAND

ADVANTAGES OF NETWORKED ADVANTAGES OF NETWORKED GOVERNMENTGOVERNMENT

FLEXIBILITY TO LEVERAGE THE FLEXIBILITY TO LEVERAGE THE SKILLS OF A RANGE OF PROVIDERSSKILLS OF A RANGE OF PROVIDERS

ENCOURAGES INNOVATIONENCOURAGES INNOVATION LEVERAGES THE EXPERTISE OF BEST LEVERAGES THE EXPERTISE OF BEST

PRACTICE PROVIDERSPRACTICE PROVIDERS ENCOURAGES DECISION-MAKING AT ENCOURAGES DECISION-MAKING AT

THE LOCAL LEVELTHE LOCAL LEVEL IMPROVES THE SPEED OF DECISION-IMPROVES THE SPEED OF DECISION-

MAKING AND INFORMATION FLOWMAKING AND INFORMATION FLOW

BUILDING BLOCKS-DESIGN BUILDING BLOCKS-DESIGN AND ACTIVATIONAND ACTIVATION

WHO SHOULD ACTIVATE THE WHO SHOULD ACTIVATE THE NETWORK?NETWORK?

WHAT IS THE OPTIMAL DELIVERY WHAT IS THE OPTIMAL DELIVERY MODEL OR MIX OF PARTNERS?MODEL OR MIX OF PARTNERS?

STATUTORY REQUIREMENTSSTATUTORY REQUIREMENTS FUNDING STREAMSFUNDING STREAMS RELATIONSHIP BETWEEN MATRIX RELATIONSHIP BETWEEN MATRIX

STRUCTURES AND EXTERNAL STRUCTURES AND EXTERNAL STRUCTURESSTRUCTURES

BUILDING BLOCKS-HUMAN BUILDING BLOCKS-HUMAN CAPITALCAPITAL

DETERMINING NEW SKILLS NEEDED DETERMINING NEW SKILLS NEEDED FOR GOVERNANCE BY NETWORKSFOR GOVERNANCE BY NETWORKS

RECRUITMENT AND RETENTION OF RECRUITMENT AND RETENTION OF PORTFOLIO MANAGERSPORTFOLIO MANAGERS

DEVELOPING A TRAINING PROGRAMDEVELOPING A TRAINING PROGRAM DEREGULATING PUBLIC SERVICEDEREGULATING PUBLIC SERVICE DEVELOPING CENTERS OF DEVELOPING CENTERS OF

EXCELLENCEEXCELLENCE KNOWLEDGE MANAGEMENTKNOWLEDGE MANAGEMENT

BUILDING BLOCKS-STRATEGYBUILDING BLOCKS-STRATEGY

ASKING THE RIGHT QUESTIONSASKING THE RIGHT QUESTIONS WHAT PUBLIC VALUE DO YOU WANT WHAT PUBLIC VALUE DO YOU WANT

AND PROVIDE?AND PROVIDE? DEFINING THE PROBLEMDEFINING THE PROBLEM DETERMINING POLICY GOALSDETERMINING POLICY GOALS

BUILDING BLOCKS-BUILDING BLOCKS-PERFORMANCE INTEGRATIONPERFORMANCE INTEGRATION

ENSURING GOAL CONGRUENCE AND ENSURING GOAL CONGRUENCE AND ALIGNMENT WITH STRATEGYALIGNMENT WITH STRATEGY

STRATEGIC, PROGRAM AND PROCESS STRATEGIC, PROGRAM AND PROCESS PERFORMANCE MEASURES-PERFORMANCE MEASURES-PERFORMANCE-BASED CONTRCTINGPERFORMANCE-BASED CONTRCTING

LINKED WITH PERFORMANCE LINKED WITH PERFORMANCE ENTERPRISEENTERPRISE

INDIVIDUAL PERFORMANCE INDIVIDUAL PERFORMANCE MEASURESMEASURES

BUILDING BLOCKS-BUILDING BLOCKS-INFORMATION TECHNOLOGY INFORMATION TECHNOLOGY

ENABLERSENABLERS INTEROPERABILITY ARCHITECTUREINTEROPERABILITY ARCHITECTURE WEB-BASED WORKFLOWWEB-BASED WORKFLOW CUSTOMER DATA MANAGEMENTCUSTOMER DATA MANAGEMENT DECISION SUPPORT TOOLSDECISION SUPPORT TOOLS COLLABORATIVE ENVIRONMENTCOLLABORATIVE ENVIRONMENT ENTRPRISE INTEGRATIONENTRPRISE INTEGRATION KNOWLEDGE MANAGEMENT TOOLSKNOWLEDGE MANAGEMENT TOOLS

WHAT COLLABORATIVE WHAT COLLABORATIVE KNOWLEDGE NETWORKS DOKNOWLEDGE NETWORKS DO

HELP TRANSFER BEST PRACTICES HELP TRANSFER BEST PRACTICES THROUGHOUT THE NETWORKTHROUGHOUT THE NETWORK

DEVELOP NE KNOWLEDGE AND DEVELOP NE KNOWLEDGE AND ENHANCE LEARNINGENHANCE LEARNING

FLESH OUT SOLUTIONS TO DAILY FLESH OUT SOLUTIONS TO DAILY PROBLEMSPROBLEMS

REDUCE MISUNDERSTANDING AND REDUCE MISUNDERSTANDING AND BUILD TRUST BETWEEN PARTNERSBUILD TRUST BETWEEN PARTNERS

PART 2PART 2

HELP THE NETWORK PARTNERS LEARN HELP THE NETWORK PARTNERS LEARN FROM EACH OTHERS SUCCESSES AND FROM EACH OTHERS SUCCESSES AND MISTAKESMISTAKES

HELP GOVERNMENT TO BETTER HELP GOVERNMENT TO BETTER INTEGRATE AND ALIGN EFFORTS OF INTEGRATE AND ALIGN EFFORTS OF THEIR PARTNERS WITH THEIR THEIR PARTNERS WITH THEIR STRATEGIC OBJECTIVESSTRATEGIC OBJECTIVES

SOME SUMMARY SOME SUMMARY CONCLUSIONSCONCLUSIONS

FOCUS LESS ON PROGRAMS AND FOCUS LESS ON PROGRAMS AND EMPLOYEES AND MORE ON PUBLIC VALUEEMPLOYEES AND MORE ON PUBLIC VALUE

DON’T GET LOST IN THE FINE PRINTDON’T GET LOST IN THE FINE PRINT MONEY IS A TOOL,NOT THE TOOL, FOR MONEY IS A TOOL,NOT THE TOOL, FOR

FORMING NETWORKSFORMING NETWORKS THE PERFECT IS THE ENEMY OF THE GOODTHE PERFECT IS THE ENEMY OF THE GOOD DEVELOP A NEW SET OF CORE DEVELOP A NEW SET OF CORE

COMPETENCIESCOMPETENCIES DOWNSIZE AND UPSIZE SIMULTANEOUSLYDOWNSIZE AND UPSIZE SIMULTANEOUSLY