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\"A comprehensive guide to public sector collaboration with private and nonprofit organizations for better service deliveryGoverning Cross-Sector Collaboration tackles the issues inherent in partnerships with nongovernmental actors for public service delivery, highlighting the choices available and the accompanying challenges and opportunities that arise. Based on research, interviews with public, private and nonprofit sector leaders, and considerable analysis of organizations involved in public-private-nonprofit collaborations, the book provides insight into cross-sector collaboration at the global, federal, state, and local levels. Through an examination of the primary modes of cross-sector collaboration, including collaborative contracting, partnerships, networks, and independent public services providers, the book presents a clear case for how public managers can assess the trade-offs and use these options to improve public service delivery. Nonprofit organizations, businesses, and third-party contractors are increasingly partnering with government to deliver public services. Recognizing the types of collaborative approaches, and their potential to solve public policy problems is quickly becoming a major task for public managers, with new methods and techniques constantly emerging. Governing Cross-Sector Collaboration provides specific examples and a framework for public managers to make strategic choices about how to engage private and nonprofit actors in delivering public goods and services while ensuring the public interest. The book provides effective methods for choosing, designing, governing, and evaluating networks, partnerships, and independent public-services providers, with in-depth discussion encompassing: Analysis and engagement of cross-sector organizations Fostering democratic accountability in the public interest Collaborative approaches (including contracts, networks and partnerships) and the issues associated with each type of arrangement Leadership and organizational learning in cross-sector collaboration Included case studies illustrate effective application of the concepts and methods described, providing both practicing public and nonprofit managers and public policy/administration students with insight into these emerging strategic alliances. The first comprehensive guide to public governance collaborations, Governing Cross-Sector Collaboration is an important and timely contribution to the field of public management\"-- Provided by publisher.

Over the past 15 years, researchers and practitioners have explored the connections between business practices and peace. In this paper, we explore how research from other disciplines can inform our understanding of business practices and peace. One result would be guidance that is less general and more applicable to areas experiencing conflict than those currently supported by the business and peace literature. Based on literature reviews in political science, economics, and peace and conflict studies, we find support for an alternative conceptualization to the conflict/post-conflict classification that we term the \"buffer\" condition. We suggest that existing research supports the proposition that the private sector is the most effective actor in promoting peace in areas experiencing the buffer condition. And we encourage researchers to investigate the most effective ways for business to promote peace under such a condition.

A comprehensive guide to public sector collaboration with private and nonprofit organizations for better service delivery Governing Cross-Sector Collaboration tackles the issues inherent in partnerships with nongovernmental actors for public service delivery, highlighting the choices available and the accompanying challenges and opportunities that arise. Based on research, interviews with public, private and nonprofit sector leaders, and considerable analysis of organizations involved in public-private-nonprofit collaborations, the book provides insight into cross-sector collaboration at the global, federal, state, and local levels. Through an examination of the primary modes of cross-sector collaboration, including collaborative contracting, partnerships, networks, and independent public services providers, the book presents a clear case for how public managers can assess the trade-offs and use these options to improve public service delivery. Nonprofit organizations, businesses, and third-party contractors are increasingly partnering with government to deliver public services. Recognizing the types of collaborative approaches, and their potential to solve public policy problems is quickly becoming a major task for public managers, with new methods and techniques constantly emerging. Governing Cross-Sector Collaboration provides specific examples and a framework for public managers to make strategic choices about how to engage private and nonprofit actors in delivering public goods and services while ensuring the public interest. The book provides effective methods for choosing, designing, governing, and evaluating networks, partnerships, and independent public-services providers, with in-depth discussion encompassing: * Analysis and engagement of cross-sector organizations * Fostering democratic accountability in the public interest * Collaborative approaches (including contracts, networks and partnerships) and the issues associated with each type of arrangement * Leadership and organizational learning in cross-sector collaboration Included case studies illustrate effective application of the concepts and methods described, providing both practicing public and nonprofit managers and public policy/administration students with insight into these emerging strategic alliances. The first comprehensive guide to public governance collaborations, Governing Cross-Sector Collaboration is an important and timely contribution to the field of public management.

Cross-sector collaboration (CSC) is becoming a more familiar fixture on the governance landscape. Alliances involving government, business, and non-profit organizations are now addressing issues that were once viewed as the prerogative of government. Public managers engage business and nonprofits in CSCs for several reasons. Many governments are facing a budget crunch at the same time that the cost of and demand for public services is on the rise. CSC can be one way to bring additional resources to communities and areas of need. In addition, many of today's complex problems -- childhood obesity, for example -- require responses from multiple and interconnected sectors and perspectives. CSCs come in all shapes and sizes and have adapted to the specific conditions found in local communities or state and federal governments. Public managers must choose the nature of their involvement in CSCs carefully. Adapted from the source document.

A career-management system at Amoco Corp. is helping managers and employees balance rapidly changing business needs with individual development. As an employer of 40,000 employees worldwide, Amoco has developed and implemented a career-management system based on the strategic renewal campaign of the company's chairman, H. Laurance Fuller. The company's 4-step system makes a complex goal-setting and goal-achievement process look easy. The 4 cornerstones of the career-management system are education, assessment, development planning, and outcomes.

In recent years, US politicians have increasingly used economic sanctions as a foreign policy instrument to affect the behavior of countries around the globe. Yet all the while, the pervasive and long-term impact of sanctions on both the US and the target countries have not been fully appreciated. The experience with sanctions on Iran presents a good context within which to examine the varied business effects of economic sanctions. The real cost of sanctions for both the US and Iran is a result of impeded FDI, missed joint venture opportunities, and broken financial relationships.