In Pursuit of Inter-Agency Collaboration In The Public Sector

Emotional engagement in strategic partnerships: grassroots organising in a tobacco control partnership in the North East of England

“…Although the budget is handled by Northumberland Care Trust, it is managed on a daily basis by the SFNE Director and overseen by a joint committee representing Northumberland Care Trust, Chester-le-Street District Council and Government Office for the North East. Thus, the office serves as a crucial structural bridge between the different "monolithic" sectors that are involved, effectively smoothing over the "non-coterminosity" and "fragmentation of responsibilities" that are too often barriers to effective partnerships (Hudson et al, 1999).…”

“…These factors are often the subject of partnership evaluation tools and studies (Hudson et al, 1999;Huxham and Vangen, 2005;Harrison et al, 2003;Hardy et al, 2003). In this case, they left partners feeling engaged and useful and helped them to fulfil both personal and organisational aspirations.…”

“…As a result, a range of evaluative frameworks have been developed in the UK in recent years (Hudson et al, 1999;Asthana et al, 2002;Audit Commission, 2005;Hardy et al, 2003;ODPM, 2005;ODPM, 2006;Dickinson, 2006). These evaluative frameworks tend to focus on tangible issues, such as structure, governance, accountability, outcome measures and process (Dowling et al, 2004: 311).…”

“…Inherent in many of these contradictions is an uncertainty about the importance of the emotional engagement of the individuals involved. Complex personal relationships are often simplified to one characteristic such as "trust" (McAllister 1995;Hudson et al, 1999;Huxham and Vangen, 2005), "openness" or "inclusiveness" (ODPM, 2005: Appendix 2). They are frequently included as one factor alongside many others and are embedded within other principles, such as "ownership", "good governance" or "clarity of structures" (e.g.…”

Learning Higher-Level Features with Convolutional Restricted Boltzmann Machines for Sentiment Analysis

“…For governmental agencies, the challenges of CSPs include understanding the distinctive organizational features of third sector organizations and how those features affect matters such as sectoral representation, speed of decisionmaking, strategic planning and engagement in governance structures (Craig and Taylor, 2002;Hudson et al, 1999). For organizations in both sectors, there are challenges of understanding the institutional norms and environmental pressures faced by organizations in the other sector, sharing information and finding appropriate joint decision-making mechanisms (Linden, 2002;Shaw, 2002).…”