Thesis (M.S. in Defense Analysis)--Naval Postgraduate School, December 2009. / Thesis Advisor(s): Arquilla, John. Second Reader: Hocevar, Susan P. "December 2009." Description based on title screen as viewed on January 28, 2010. Author(s) subject terms: Fusion center, fusion cell, interagency fusion, interagency reform. Includes bibliographical references (p. 117-120). Also available in print.

Thesis (M.S. in Joint Campaign Planning and Strategy)--Joint Forces Staff College, Joint Advanced Warfighting School, 2007. / Title from title screen; viewed on July 9, 2007. "April 2007." Electronic version of original print document. Includes bibliographical references (p. 64-67).

Thesis (Ph. D.)--University of Texas at Austin, 2008. / Vita. Includes bibliographical references.

Thesis (M.A. in Security Studies (Homeland Security and Defense))--Naval Postgraduate School, September 2009. / Thesis Advisor(s): Joyce, Nola ; Simeral, Robert L. "September 2009." Description based on title screen as viewed on November 5, 2009. Author(s) subject terms: mayors, governors, chief executives, decision makers, policy makers, executive engagement, fusion centers, intelligence, information sharing, trust, senior staff, senior personnel, local government, state government, strategic planning, accountability, situational awareness, risk communication, crisis communication, all hazards, all sources, classified information, Urban Area Security Initiative (UASI). Includes bibliographical references (p. 89-98). Also available in print.

The Family Safety Team (FST) is a collaborative intervention developed to address family violence in New Zealand. Interagency collaborations are effective at addressing the social supports for battery, improving the systems and responses of agencies that address battery, and improving cohesion and consistency across agencies. The FST has a particular focus on justice system agencies. The purpose of this research was to evaluate the Hamilton FST. The research was conducted using in-depth interviews with FST members and others directly involved with the project, archival research using police family violence files, observation of FST meetings, and a focus group with battered women. The evaluation was constructed around four aims: to identify any barriers to establishing the FST, to assess the strengths and weaknesses of the Hamilton FST, to determine the adequacy of the FST structure, and to assess the extent to which the FST has improved the ability of agencies to enhance the safety and autonomy of battered women and hold offenders accountable. An overall finding of this evaluation was that people are feeling very positive about the Hamilton FST. The evaluation found that the FST has increased contact and communication between community and government agencies, and there was improvement in each agency's awareness of the policies, processes and protocols of other agencies in the FST. The evaluation found some limitations in the amount of monitoring and measurable outcomes from the FST, but this was understandable considering the infancy of the project and the time taken for members to understand their roles and the function of the FST. However, there were some positive developments in police responsiveness: an improved police attitude towards family violence cases, and an increase in cases coded as family violence. An important finding of this evaluation was that the Hamilton FST is functioning as a genuine collaboration. This seemed to be due to: mutual respect and an equal distribution of power among FST members, trusted working relationships, recognising each member for their area of expertise, and the role of the coordinator. There are, however, some limitations of the FST model that FST members need to acknowledge.

Thesis ( M.A.) -- University of Texas at Arlington, 2008.

Thesis (doctoral)--Erasmus Universiteit Rotterdam, 2008. / Title from e-book title screen (viewed July 28, 2008). Description based on print version record.

Introduction The NHS emphasises programme approaches to commissioning (Health Improvement Programmes and National Service Frameworks) but research is limited. I evaluated the Health Care Programme Approach (HCPA) for stroke whose individual elements are: a co-ordinating group; a co-ordinator; a technical document; and agreement of priorities. Methods 1 Four rounds of interviews with managers and clinicians; observation at meetings; analysis of documentary sources. 2 Quantitative indicators of progress measured at two time points. 3 Estimation of the Programme Budget and Transaction Costs from published sources and local data. 4 Interviews with Directors of Public Health from nine comparator districts. Results 1A structured process led to a set of priorities, which were widely accepted across all agencies, allowing the co-ordinating group to focus on facilitating change. This group took two years to reach a stage where it could change services. Most peoples upportedth e approachb ut were not alwaysc lear aboutt he process. 2 The indicators showed improvements in some aspects of care. 3 The programme budget was £IOm, mostly in long-term care (£5.5m) and hospital care (£3m). The transaction costs amounted to 0.25% of the programme budget. Preface 4 All comparator districts reported changes to commissioning and improvements in stroke services, but I found more widespread change in the study district. Discussion The detailed description of process, and use of multiple methods, gives strength to the findings. A collaborative approach has developed across the NHS during the period of this study making the findings highly relevant. There were important lessons for multiagency groups including: the time needed to function effectively; the need for individuals to clarify whether they represent an organisation or their own perspective; the need to review the group remit and the group's routes of communication; and the ability to adapt to changes in national policy while focusing on improving the health of the patients who fall within the programme. Keywords Planning, Purchasing, Commissioning, Stroke Services, Health Care Programme Approach, Evidence-Based, Multiagency Collaboration, Triangulation, Evaluation, Case Study.

Thesis (doctoral)--Erasmus Universiteit Rotterdam, 2008. / Description based on print version record. Includes bibliographical references (p. [353]-387) and index.

Thesis (M.S. in Joint Campaign Planning and Strategy)--Joint Forces Staff College, Joint Advanced Warfighting School, 2008. / Title from PDF title page; viewed on Dec. 19, 2008. "6 April 2008." Electronic version of original print document. Includes bibliographical references (p. 83-93).