000			05992cam a2200757 i 4500
001			on1197587322
003			OCoLC
005			20220517104812.0
006			m d
007			cr cn|---mpcba
008			200923s2020 acaa fob 000 0 eng d
040			_aANV _beng _erda _cANV _dANV _dOCLCF _dYDX _dEBLCP _dSFB _dAUNED _dOCLCO _dN$T
019			_a1291712463
020			_a9781760463977 _q(online)
020			_a1760463973 _q(online)
020			_z9781760463960 _q(print)
020			_z1760463965 _q(print)
035			_a3093315 _b(N$T)
035			_a(OCoLC)1197587322 _z(OCoLC)1291712463
041	0		_aeng
050	0	4	_aJF1525.O73 _bB88 2020
082	0	4	_a658.046 _223
049			_aMAIN
100	1		_aButcher, John, _eauthor. _949811
245	1	0	_aCollaboration for impact : _blessons from the field / _cby John Butcher and David Gilchrist.
264		1	_aCanberra, ACT, Australia : _bAustralian National University Press, _c2020.
300			_a1 online resource (xv, 234 pages) : _billustrations
336			_atext _btxt _2rdacontent
337			_acomputer _bn _2rdamedia
338			_aonline resource _bnc _2rdacarrier
347			_atext file _bPDF
490	1		_aAustralia and New Zealand school of government (ANZSOG)
505	0		_a1. Introduction -- 2. A new business as usual -- 3. Designing impactful collaboration -- 4. Collaborative intelligence and organisational intelligence -- 5. Designing the collaboration and its operational framework -- 6. Authorisation, governance and assurance -- 7. Leading collaboration -- 8. Engagement -- 9. Enabling placed-based solutions -- 10. Earning trust, credibility and legitimacy -- 11. Conclusion: Are we collaborating yet? -- Appendix 1: Practice considerations.
520	1		_aCollaboration is often seen as a palliative for the many wicked problems challenging our communities. These problems affect some of the most vulnerable and unempowered people in our community. They also carry significant implications for policy processes, programs of service and, ultimately, the budgets and resourcing of national and sub-national governments. The road to collaboration is paved with good intentions. But, as John Butcher and David Gilchrist reveal, 'good intentions' are not enough to ensure well-designed, effective and sustainable collaborative action. Contemporary policy-makers and policy practitioners agree that 'wicked' problems in public policy require collaborative approaches, especially when those problems straddle sectoral, institutional, organisational and jurisdictional boundaries. The authors set out to uncover the core ingredients of good collaboration practice by talking directly to the very people that are engaged in collaborative action. This book applies the insights drawn from conversations with those engaged in collaborations for social purpose--including chief executives, senior managers and frontline workers--to the collaboration challenge. Backed up by an extensive review of the collaboration literature, Butcher and Gilchrist translate their observations into concrete guidance for collaborative practice. The unique value in this book is the authors' combination of scholarly work with practical suggestions for current and prospective collaborators.
500			_aThe origins of this project go back to a one-day workshop in 2015 jointly convened by the Australia and New Zealand School of Government (ANZSOG) and the Curtin Not-for-profit Initiative and held at The Australian National University (ANU), where a wide range of invited speakers probed the challenges of working across sectoral boundaries. The presentations given that day were collected in the edited book The Three Sector Solution, which was published in 2016 by ANU Press.
504			_aIncludes bibliographical references.
542			_nUnless stated otherwise, the author retains copyright to their work while ANU Press retains exclusive worldwide rights for the distribution of the book. From 2018, the majority of ANU Press titles are published under a Creative Commons licence (CC BY-NC-ND; creativecommons.org/licenses/by-nc-nd/4.0/), which broadens the ways in which works can be used and distributed. Please refer to the copyright page of each book for more information on a specific title's copyright licensing.
506	0		_aNational edeposit: Available online _fUnrestricted online access. _2star _5AU-CaNED
590			_aOCLC control number change
650		0	_aOrganizational change.
650		0	_aPublic-private sector cooperation _xGovernment policy. _949812
650		0	_aPublic administration.
650		0	_aStrategic planning.
650		0	_aNonprofit organizations _xGovernment policy. _949813
650		0	_aInterorganizational relations.
650		0	_aIntergovernmental cooperation. _949814
650		7	_aIntergovernmental cooperation. _2fast _0(OCoLC)fst00976270 _949814
650		7	_aInterorganizational relations. _2fast _0(OCoLC)fst00977332
650		7	_aNonprofit organizations _xGovernment policy. _2fast _0(OCoLC)fst01038903 _949813
650		7	_aOrganizational change. _2fast _0(OCoLC)fst01047828
650		7	_aPublic administration. _2fast _0(OCoLC)fst01081976
650		7	_aStrategic planning. _2fast _0(OCoLC)fst01134371
655		0	_aElectronic books.
655		4	_aElectronic books.
700	1		_aGilchrist, David, _d1968, July 05- _eauthor. _949815
710	2		_aAustralian National University Press. _949816
776	0	8	_iPrint version: _tCollaboration for impact : _blessons from the field _dCanberra, ACT, Australia : Australian National University Press, 2020 _z9781760463960 _w(OCoLC)1197587584
830		0	_aANZSOG (Series) _949817
856	4	0	_3EBSCOhost _uhttps://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&db=nlabk&AN=3093315
938			_aProQuest Ebook Central _bEBLB _nEBL6387768
938			_aYBP Library Services _bYANK _n17102231
938			_aEBSCOhost _bEBSC _n3093315
942			_cEBK
994			_a92 _bN$T
999			_c8217 _d8217