公共部门协作治理改革的新趋势——以美国国家海洋政策协同框架为例

进入21世纪以来,各国政府都在尝试新的政府管理与治理结构,催生出协同政府、整体政府、协作性政府、网络化政府、电子政府、合作伙伴等跨部门合作模式。美国是这一发展趋势中协作性政府模式的典型代表。本文以美国国家海洋政策为例,介绍了国家海洋政策的组织结构、协同框架、实施工具和运行机制,分析总结了协作治理的条件、原则和工具,以期为国内政府跨部门合作研究提供借鉴。     

A Multilevel Framework for Effective Interagency Collaboration in Mental Health

The difficulty of coordinating service provision in interagency programs is a challenge for many working in public policy. We reflect on lessons learned through evaluating two inter‐agency supported housing programs for people with mental illness and propose a framework outlining components needed for well co‐ordinated service provision. We specify collaborative mechanisms at the policy, agency, service and client level. The key component is the role of an ‘integration coordinator': a person who is able to facilitate relationships and ensure effective information flows. Relationships need to be actively maintained to meet the inevitable challenges that will arise in complex interagency systems. The framework is relevant to policymakers across the public sector, including mental health, drug and alcohol, aged care, and policing.     

Institutional Actors in the Brazilian Amazon: Possibilities for NGO and Public Sector Collaboration in Rural Agriculture

Public sector institutions in Amazonian Brazil are experiencing structural reforms, budget cuts, and overburdened missions. Services needed to support appropriate resource use practices by rural farmers are gradually being provided by NGOs where the public sector has failed to provide them. But local NGOs are institutionally weak, and their activities are poorly coordinated with other regional service providers. This article analyzes three models for NGO organization and partnership that were designed outside of the Amazon region, and tests their applicability to the small-farming sector in Pará State in the eastern Brazilian Amazon. With some adaptation, these models can effectively help coordinate three overarching needs in the region: institutional strengthening, regional planning, and improving program effectiveness and efficiency.     

Preventing Dating Violence in Public Schools

Abstract

Many communities offer programs aimed at improving teen dating skills and knowledge about violence and sexual behavior. This research study evaluates one such program, operated by an interagency collaborative. Each of four participating community agencies provided one hour of curriculum during one week of health class. Lecture, group activities, and films were used in the intervention. A 0 X 0 design was used to examine changes in knowledge and attitudes among 74 students. Results indicate that most students began with fairly high knowledge levels and appropriate attitudes. Nevertheless, the program did appear to have a positive impact on those who exhibited less knowledge about and more tolerant attitudes toward exploitive dating behaviors at pre-test. Implications of results for the school context are discussed.     

Community Crime Prevention and the ‘Partnership Approach’: A Safe Community for Everyone?

If creating a safer community is merely reduced to controlling and disciplining the most vulnerable groups, their opportunities for participation and emancipation are blocked. Installing such a crime prevention model leads to the further exclusion of these groups. Starting from research that focuses on the interagency relationships within community crime prevention, this article offers a model of creating some possibilities to create a safer community on the one hand and that holds back the dynamics of social exclusion on the other. It focuses on the relations between (community oriented) welfare agencies on the one hand and police agencies on the other hand. Starting from the empirical data, two polarising models are put forward in order to analyse the evaluate this co-operation: a consensus model and a conflict model. Referring to a normative framework, it will be argued that a conflict model has to be preferred in order to develop a socially just crime prevention model.     

The changing landscape of policing: the Metro-LEC approach

Profound changes are being made in the way police organize and collaborate. Many of these changes are due to economic times, as well as changes that occurred after September 11th. Small- and medium-size agencies are finding new and innovative ways to mobilize for critical events and large-scale operations. The mechanisms for collaboration vary and few studies have examined the effectiveness of these different types of interagency cooperative ventures. The Metropolitan Law Enforcement Council is a non-profit organization and pools resources from 43 law enforcement agencies. This study found the approach to be successful in accomplishing its primary mission of providing needed services to the member agencies. Lastly, this type of collaborative approach is changing the landscape of policing through the use of multijurisdictional special operational units available to respond to a host of situations from public and private requests.