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ix, 113 p. : ill., maps, digital file ; While in Canada health care falls in provincial jurisdiction, health itself is everyone's responsibility, and, it may be argued, particularly that of municipal government. Health, according to the World Health Organization (WHO) is defined as • . . . a state of complete physical, mental and social well-being, and not merely absence of disease or infirmity" (1946, p.1). Viewed as such, health becomes the business of municipal government, as the level of government whose policies and decisions in physical planning and in areas such as water, waste management, transportation and parks, have the most immediate impact on the daily lives of citizens. The Canadian Healthy Communities Project presents an opportunity for municipal governments and people of the community to work together to build and maintain physical and social environments which promote the well- being of all citizens.

Duringthe last ten years historians have begun to reinterpret nearly every aspect of Nazi history. Many of their conclusions are very fruitful indeed. But there has as yet appeared no satisfactory reinterpretation of Nazi ideology. The study of Nazi ideology presents some apparently intractable problems; many scholars believe, moreover, that political thought played a relatively unimportant part in the rise (and fall) of the Third Reich. For these and other reasons, some of the most important source material for the study of Nazi ideology has been almost totally neglected. This is the large quantity of writings and programs published by the various Nazi leaders before 1933.

The U.S. Office of Management and Budget and other federal government stakeholders have been encouraging federal agencies to partner and collaborate to solve increasingly complex public problems. However, developing and implementing performance measures in collaborative or partnership arrangements adds complexity to an already complex process. In the case of one interagency partnership, the FEMA Corps, implementing a mechanism to collect and report data demonstrating accomplishments has presented both challenges and opportunities. Through this research, the practitioner‐scholar research team uses the partnership between FEMA and a program of the Corporation for National and Community Service (CNCS) as a case study demonstrating what it takes for two federal agencies to successfully collaborate on data collection and reporting. Despite the challenge, findings demonstrate that the process of developing and implementing joint performance measures may facilitate important conversations relating to the mission, vision, and goals of the partnership.

This article details the development and implementation of the Federal Emergency Management Agency (FEMA) Corps program, a federal interagency partnership. While many federal agencies partner through fee-for-service arrangements and contracts, few contemporary examples of interagency program creation and implementation are available. This article develops an interagency collaboration framework by drawing from the collaboration literature, as well as literature on institutions, to examine the development of this unique partnership. This research draws on key informant interviews and content analysis of documentation, including the interagency agreement (IAA), historical records, memos, meeting minutes, and participant observations. Findings suggest that even in formal IAAs, a strong history of informal institutional collaboration may be an important antecedent of forming and implementing collaborative arrangements. Similarly, the presence of a champion may play an important role in cultivating and developing both informal and formal institutions that create an opportunity to collaborate. Finally, the rules-in-use and the rules-in-form may vary at different levels of management. As the federal government increasingly employs interagency partnerships, this article provides lessons for developing relationships, identifying and understanding roles, crossing organizational boundaries, and merging both agency cultures and administrative processes.