COMMUNITY COLLABORATIONS:

Many communities are now involved in collaborations in order to solve problems which no one group or organization can deal with by themselves. They find they must organize in a unique way that allows them to try to solve these problems on equal terms with the public, non-profit and private sectors. These unique collaborations are referred to in this article as network structures. Network structures require the use of different management styles and policy instruments than are used in more typical bureaucratic efforts. This article is based on a study of four community groups in the Los Angeles area which organized in such a way to try to improve conditions of families and children. Each of these collaborations highlights the impact of network structures on the ability to sustain effective collaborative efforts. In addition they point to new roles and changing relationships among government at all levels and those participants outside the government. They also highlight what participants, both inside and outside the public sector, will need to understand about how to organize and mange in these unique settings. Copyright 1999 by The Policy Studies Organization.

Network performance: a complex interplay of form and action

Networks form a key part of the institutional infrastructure of contemporary society and are likely to continue in this role for some time. Drawing on a set of cross-jurisdictional network case studies (Australia and the United States), this paper examines the influence of the type of network formed and the impact of network actors on the operational dynamics and performance of the network. The paper argues that the interplay of these factors will determine the degree to which a network will or will not be successful. The findings extend current network typologies by specifying a network identification level and highlight the intermediary role of agency in network performance. The paper concludes with the view that there is a continued need for holistic research approaches that uncover the often hidden interconnections between components and highlight the emergent phenomena that can arise from these intersections

Evaluating the effectiveness of interorganizational relations through networks: developing a framework for revised performance measures

Although networks are a growing phenomenon there is no definitive way to determine if they are a more effective means of policy development and service delivery. The difficulty is that networks have been assessed based on traditional measures while ignoring the importance of process variables and their impact on outcomes in networks. Furthermore, networks can be complex arrangements, operating within and across layers of interaction with diverse member expectations and goals. Therefore, in addition to using traditional performance measures to determine some aspects of the effectiveness of networks, this article proposes that different types of evaluation processes are needed to incorporate the complex and unique characteristics of networks. A combined framework that incorporates multiple perspectives in effectiveness that is based on the different types, levels of analysis and stages of development of networks is therefore presented