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dc.contributor.authorMoseley, Cassandra
dc.date.accessioned2011-02-23T19:41:19Z
dc.date.available2011-02-23T19:41:19Z
dc.date.issued2010
dc.identifier.urihttp://hdl.handle.net/1794/10994
dc.description47 p.en_US
dc.description.abstractAn agency’s culture, policies, procedures, and incentives can make it either easier or more difficult for field staff to collaborate effectively. There are strategies that agency and nongovernmental leaders can use to encourage collaboration. This report offers four strategies for collaboration based on the experiences of the U.S. Department of Agriculture’s U.S. Forest Service and the U.S. Department of the Interior’s Bureau of Land Management (BLM). Both agencies have authorities, called “stewardship contracting,” which they used to foster collaboration at the front line in their agencies. Although stewardship contracting is a set of authorities particular to the U.S. Forest Service and BLM, much of the collaboration that these two agencies have undertaken around stewardship contracting did not require any special authority. The two agencies have used stewardship contracting as a vehicle to develop a new direction and support for collaborative approaches to federal land management.en_US
dc.description.sponsorshipThis report was made possible with support from the IBM Center for The Business of Government, the U.S. Forest Service, and the Ford Foundation.en_US
dc.language.isoen_USen_US
dc.publisherIBM Center for The Business of Governmenten_US
dc.relation.ispartofseriesCOLLABORATING ACROSS BOUNDARIES SERIES;
dc.subjectStewardship contracting
dc.titleStrategies for Supporting Frontline Collaboration: Lessons from Stewardship Contractingen_US
dc.typeBooken_US


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