Strategies for Supporting Frontline Collaboration: Lessons from Stewardship Contracting

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dc.contributor.author Moseley, Cassandra
dc.date.accessioned 2011-02-23T19:41:19Z
dc.date.available 2011-02-23T19:41:19Z
dc.date.issued 2010
dc.identifier.uri http://hdl.handle.net/1794/10994
dc.description 47 p. en_US
dc.description.abstract An 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.sponsorship This 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.iso en_US en_US
dc.publisher IBM Center for The Business of Government en_US
dc.relation.ispartofseries COLLABORATING ACROSS BOUNDARIES SERIES;
dc.subject Stewardship contracting
dc.title Strategies for Supporting Frontline Collaboration: Lessons from Stewardship Contracting en_US
dc.type Book en_US


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