{"title":"John M Kamensky","description":null,"products":[{"product_id":"collaboration-book-john-m-kamensky-9780742535145","title":"Collaboration","description":"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. 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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. 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After spending years creating planning and performance-measuring systems, managers and policy makers now need to focus on how to use performance information to make data-driven decisions. Managing Results for 2005 describes-through a series of case studies-the progress being made in federal, state, and local governments in managing for results. Part I increases our understanding about the potential use of performance information in government. It starts with a chapter on how government leaders can overcome obstacles to using performance information. Another chapter presents a comprehensive framework for tying performance to the budget process. The book provides specific examples of how performance information has been used to dramatically improve program outcomes. Part I presents case studies on the use of performance information to improve results in a range of federal agencies, in Texas state government, and in the City of Baltimore. 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