A diagnostic approach to building collaborative capacity in an interagency context

Federal Acquisition Reform has consistently called for more and better collaboration among participating organizations. Experience shows, however, that inter-organizational collaboration can be difficult at best. Our research focuses on imperatives of successful collaboration and aims to assist organizations in diagnosing their collaborative capacity. Based on prior research with homeland security organizations, we offer a model of inter-organizational collaborative capacity grounded in a systems perspective. We then identify enablers and barriers that contribute to collaborative capacity. A diagnostic process based on the established practices of organization development is offered to guide the design of tailored assessments of collaborative capacity. We present a comprehensive set of both interview and survey questions, based on our model, which can be used in creating a collaborative capacity audit. The ability to diagnose collaborative capacity encourages literacy around collaboration and assists leaders in determining mechanisms for developing their organization's collaborative capacity. Finally, we describe the future plans for validating these assessment tools.-- p. iv.Approved for public release; distribution is unlimited

Multimodal Information Sharing Team (MIST) – Port of Baltimore Industry and Public Sector Cooperation for Information Sharing

The Multimodal Information Sharing Team (MIST) is an evolution of the Maritime Information Sharing Taskforce that has been conducting workshops in domestic ports since 2008. The MIST provides a framework and process for the collaborative exploration of information sharing across the port multimodal community. The MIST emphasizes the private sector perspective to ensure that government stakeholders are leveraging this critical player in the sharing of all hazards threat information. The Program Manager for the Information Sharing Environment (PM-ISE) sponsored the Baltimore MIST. This report presents the results of an action planning workshop that involved over 30 local, state, and national public and private sector stakeholders in maritime security for the Port of Baltimore. It highlights the motivations for information sharing and the information needs of both public and private sector. It uses the Inter-Organizational Collaborative Capacity model to organize the analysis and recommendations for three aspects of information sharing: security-focused mechanisms, commerce-focused mechanisms, and technology mechanisms. The report concludes with a set of both immediate-term and long term actions that were identified by workshop participants. Through the MIST collaboration, the PM-ISE in partnership with National Maritime Intelligence-Integration Office (NMIO) will continue to work with the Baltimore area, supporting the on-going development of the Maritime Law Enforcement Information Network (MLEIN)

Interorganizational collaborative capacity: development of a database to refine instrumentation and explore patterns

Interorganizational collaborative capacity (ICC) is the capability of organizations (or a set of organizations) to enter into, develop, and sustain interorganizational systems in pursuit of collective outcomes. The objectives of the ICC research program are (1) to understand the success factors that lead to and the barriers that interfere with ICC; (2) to construct diagnostic methods and tools to assess these factors; and (3) to develop methods that contribute to the development of ICC in and among agencies and organizations. The research literature indicates that a major barrier blocking progress in understanding ICC is the absence of reliable, valid measures for the construct. This study addresses this problem. It presents the results of ICC scale development using samples of public sector, defense and security professionals from two areas: Homeland Defense and Security and Defense Acquisition and Contracting. The research presents scales that have very good to excellent internal consistency reliability and convergent validity. The report then applies the survey to create a profile and do a summary assessment of a major DoD Acquisition and Contracting organization's ICC. The survey factors are integrated into our ICC open systems model. The value of survey results in developing an organization's (or an organizational set's) current ICC is discussed, as are future research directions.Approved for public release; distribution is unlimited

Inter-Organizational Innovations for Port Security

This report describes and analyzes inter-organizational innovations in port security. Inter-organizational collaboration has become increasingly recognized as a critical element of success in many complex and dynamic environments, including homeland defense and security. Two examples of inter-organizational innovations in maritime security are the Joint Harbor Operations Center (JHOC) concept that has been implemented in many major ports throughout the U.S., and the Maritime Unified Command (MUC) that is a more recent innovation implemented in San Diego, California. Brief summaries of the goals, structures, and operations of the JHOC and the MUC are presented and they are then analyzed using criteria from the literature on management innovations. These efforts exemplify successful innovations in organization design and management that have had positive impact on port and maritime security and provide models for future inter-organizational innovations.Contract number: N0001409WR30036.Approved for public release; distribution is unlimited

Inter-Organizational Collaborative Capacity: A Conceptual Model and Measurement Tool

Fourth Annual Homeland Defense and Security Education Summit Georgetown University February 24-25, 201

Inter-organizational collaborative capacity: a diagnostic model

Powerpoint presentation for Knox TalksThe ability of organizations to enter into, develop, and sustain inter-organizational systems in pursuit of collective outcomes

Information Sharing In Insecure Environments

Center for Stabilization and Reconstruction Studies WorkshopsInformation Sharing in Insecure Environments was held May 21-25, 2006, in Monterey, California. Representatives from nongovernmental organizations; government civilian agencies; and the armed forces of the United States, United Kingdom and Germany gathered to discuss organizational and industry imperatives, learn about current and past initiatives and create new models for improving information sharing and enhancing cooperation in insecure environments.International Organization for MigrationDeputy Assistant Secretary of Defense for Stability Operation

A preliminary analysis of the 1999 USMC web-based exit survey

In 1999, data were gathered from 2537 enlisted members of the United States Marine Corps (USMC) who were in the process of ending active duty service. The purpose of the web-based Exit Survey was to assess the factors contributing to the decision to leave active duty service. Items included in the survey represented such factors as: pay and benefits, job characteristics, career issues, family and personal life, leadership, culture, standards, unit morale, personal freedom, and optempo. Overall findings are reported for the total sample, as well as specific subgroup comparisons of interest (e.g. those with hi-tech skills; "careerists"vs. first termers; married vs. single; ethnic minorities; women). Findings show that, overall, three factors were most influential in respondents' decision to leave: civilian career opportunities, pay, and limitations on personal freedom. Additional factors given high ratings include: unit morale, time away from home and family, limited opportunities in primary MOS, promotion fairness, and changes in the way the Marine Corps is being utilized. This report also includes data on the factors respondents reported were "hardest to give up" in making this decision. Specific subgroup findings are presented as well as implications improving retention.MIPR #M0008498FFH4031Approved for public release; distribution is unlimited

Quality of Work Life: 1992 Survey

This report describes the results of the 1992 survey of Quality of Work Life conducted at the Naval Air Warfare Center, Aircraft Division, Indianapolis. This survey assesses employee (N=402) attitudes regarding such issues as job satisfaction; opportunities for training; management support for cooperation, teamwork, and innovation; rewards and equity; and organizational values. Current results are compared with ratings on comparable items from the survey conducted in 1991. The main issues presented in qualitative comments are also identified.Human Resources Office, Naval Air Warfare Center Aircraft Division, Indianapolis, INhttp://archive.org/details/qualityofworklif00hoceN0016393WX30033Approved for public release; distribution is unlimited

Inter-organizational collaboration: addressing the challenge

9/11 and Hurrican Katrina exposed the United States' vunerabilities within and across organizational and jurisdictional boundaries. A number of breakdowns in collaboration were evident: a lack of information sharing among agencies, confused inter-organizational relationshiips, competing roles and responsibilities, and shortcomings in leadership. In response to these inadequacies in collaboration, scholars have engaged in theoretical and empirical work in hopes of preventing another 9/11 and enhancing overall national security. Studies about the need to collaborate have been the most prevalent. Less prevalent are studies about the "how" of collaboration. To address the "how" of collaboration, we wanted to better understand the enablers and barriers to effective inter-agency collaboration, To address this question, we queried and conducted surveys with homeland security managers across a broad range of organizations and agencies to find out what factors contribute to effective collaboration and what factors inhibit collaboration. The resulting model of collaborative capacity is presented here