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Seafood Fraud
Americans consume almost 5 billion pounds of seafood. Most seafood buyers, at many levels -- importers, dist., supermarkets, restaurants, and individual consumers -- assume that the seafood they buy is what the seller claims it is. However, this is not always the case. Sometimes seafood products are mislabeled for financial gain -- an activity called seafood fraud. Three fed. agencies play key roles in detecting and preventing seafood fraud: Customs and Border Protection, the Nat. Marine Fisheries Service, and the FDA. This report determines: (1) the actions key fed. agencies take to help detect and prevent seafood fraud; and (2) the extent to which these key fed. agencies collaborate with each other to help detect and prevent seafood fraud. Illus.
Joint evaluation of collaboration among the United Nations Rome-Based Agencies
The UN Rome-based agencies (RBAs) – FAO, IFAD and WFP – collaborate in many forms, from joint advocacy, policy and technical work to joint projects. This is the first independent evaluation of collaboration among the RBAs. It has been jointly undertaken by the evaluation offices of FAO, IFAD and WFP. The evaluation’s primary objective was to assess whether and to what extent RBA collaboration is contributing to the achievement of the 2030 agenda, particularly at country level. The evaluation found that collaboration among the RBAs is a daily reality, reflecting the shared strengths and commitment of these distinctly different organizations. Although competition for resources continues ...
National Security
Agencies must engage in a whole-of-government approach to protect the nation and its interests from diverse threats such as terrorism and infectious diseases. However, the gaps in national security staff knowledge and skills pose a barrier to the interagency collaboration needed to address these threats. Training and other professional development activities could help bridge those gaps. This report identified: (1) training and other professional development activities intended to improve the ability of key national security agencies' personnel to collaborate across organizational lines; and (2) how these activities were intended to improve participants' collaboration abilities. Illustrations. This is a print on demand edition of an important, hard-to-find report.
Holding Fast
In Holding Fast the stresses faced by caregiving organizations are identified and appropriate strategies for tackling these to create a resilient, effective organization are discussed.
The Collaborative Public Manager
Today’s public managers not only have to function as leaders within their agencies, they must also establish and coordinate multi-organizational networks of other public agencies, private contractors, and the public. This important transformation has been the subject of an explosion of research in recent years. The Collaborative Public Manager brings together original contributions by some of today’s top public management and public policy scholars who address cutting-edge issues that affect government managers worldwide. State-of-the-art empirical research reveals why and how public managers collaborate and how they motivate others to do the same. Examining tough issues such as organizational design and performance, resource sharing, and contracting, the contributors draw lessons from real-life situations as they provide tools to meet the challenges of managing conflict within interorganizational, interpersonal networks. This book pushes scholars, students, and professionals to rethink what they know about collaborative public management—and to strive harder to achieve its full potential.
Assessment of Impediments to Interagency Collaboration on Space and Earth Science Missions
Through an examination of case studies, agency briefings, and existing reports, and drawing on personal knowledge and direct experience, the Committee on Assessment of Impediments to Interagency Cooperation on Space and Earth Science Missions found that candidate projects for multiagency collaboration in the development and implementation of Earth-observing or space science missions are often intrinsically complex and, therefore costly, and that a multiagency approach to developing these missions typically results in additional complexity and cost. Advocates of collaboration have sometimes underestimated the difficulties and associated costs and risks of dividing responsibility and accountab...
Northwest Forest Plan, the First 10 Years (1994-2003): Collaboration
The socioeconomic monitoring report addresses two evaluation questions posed in the Northwest Forest Plan (the Plan) Record of Decision and assesses progress in meeting five Plan socioeconomic goals. Volume I of the report contains key findings. Volume II addresses the question, Are predictable levels of timber and nontimber resources available and being produced? It also evaluates progress in meeting the goal of producing a predictable level of timber sales, special forest products, livestock grazing, minerals, and recreation opportunities. The focus of volume III is the evaluation question, Are local communities and economies experiencing positive or negative changes that may be associated...
