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Foreword /Bruce Babbitt --Introduction:The hidden obstacles to adaptation /Pat Mulroy --1.Climate change : a strategic opportunity for water managers /Kathy Jacobs and Paul Fleming --2.The Sacramento-San Joaquin River delta : resolving California's water conundrum /Pat Mulroy --3.The San Diego strategy : a sea change in Western water /Maureen A. Stapleton --4.The Colorado River story /Jim Lochhead and Pat Mulroy --5.Nebraska's water governance framework /Ann Bleed --6.Groundwater in the American West : how to harness hydrogeological analysis to improve groundwater management /Burke W. Griggs and James J. Butler Jr. --7.Southeastern Florida : ground zero for sea-level rise /Douglas Yoder --8.Finding the balance in New York City : developing resilient, sustainable water and wastewater systems /Angela Licata and Alan Cohn.

Building water resilience is the single biggest challenge in a changing global climate. The United States faces a water crisis as critical as the energy crisis that once dominated headlines. Like the energy crisis, a solution can be found. Pat Mulroy, for many years general manager of the Southern Nevada Water Authority, the lead negotiator on the Colorado River for the State of Nevada, and a Brookings fellow, has gathered a number of practitioners and scholars to show us why we face a crisis caused by climate change and what we can do to alleviate it. While the focus recently has been on California, with its water restrictions and drought, many other parts of the United States are also suffering from current and potential water shortages that will only be exacerbated by climate change. The Water Problem takes us to Miami and the problem of rising oceans fouling freshwater reservoirs; Kansas and Nebraska, where intensive farming is draining age-old aquifers; and to the Southwest United States, where growing populations are creating enormous stresses on the already strained Colorado River. Mulroy and her contributors explore not just the problems, but also what we can do now to put in place measures to deal with a very real crisis

AbstractThis article reports findings from a community‐based study of collaboration among seven nonprofit human
service agencies in a very low‐income urban neighborhood. The project, funded by a federal demonstration
grant, was developed to prevent child abuse and neglect as an alternative to the existing public child welfare
system. Findings suggest that privatization, funding uncertainties, and community‐level factors posed
external stressors that constrained executives' ability to collaborate. The article identifies five key
stressors, analyzes how each constrained the partnership, and then discusses specific adaptations made by
executive leadership in political, technical, and interpersonal areas that facilitated strategic adjustment and
realignment in a very complex interorganizational arrangement and set of relationships. Finally, implications are
drawn for nonprofit managers, social policy, and nonprofit research.