- 1. Creating value through collaboration. - A new optimism. - Craftmanship theory. - The pluralism problem. - The obsolescence problem. - Reorganizing versus collaborating. - 2. Craftsmanship theory. - Capacity as the dependent variable. - Previous theories. - Explaining success and failure. - Qualities analysis and explanation of variation. - Appendix: some generic opportunities in policy design and management. - 3. Methods and cases. - Choosing the cases. - Collecting data: informants reports. - Strategies for conceptualization. - Rating ICC success and other attributes. - School-linked services. - Children, family, and youth services. - Community organizing. - Welfare to work. - Antitobacco education. - Preventing fires. - Regulation. - Natural resources and ecosystems management. - Military base closure and reuse. - 4. The operating system. - Flexibility. - Motivating lower level staff. - Accountability and quality. - Money and quality. - 5. How an interagency collaborative acquires resources. - The variety of protectionist purposes. - Countervailing purposes. - 6. How an interagency collaborative steers a course. - Steering well. - Smart practices in the design of steeering processes. - 7. The culture of joint problem solving. - Pragmatism and the culture of bureaucracy. - Negotiating. - Structural and dynamic aspects of the negotiating process. - Developing trust. - 8. Developmental dynamics. - Platforming. - Momentum. - How the development process can be disrupted. - 9. Craftmanship theory applied and appreciated. - Building interagency collaborative capacity. - Lead poisoning revisited. - The craftsmanship conceptual framework.