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Governing Cross-Sector Collaboration

Book Description

A comprehensive guide to public sector collaboration with private and nonprofit organizations for better service delivery

Governing Cross-Sector Collaboration tackles the issues inherent in partnerships with nongovernmental actors for public service delivery, highlighting the choices available and the accompanying challenges and opportunities that arise. Based on research, interviews with public, private and nonprofit sector leaders, and considerable analysis of organizations involved in public-private-nonprofit collaborations, the book provides insight into cross-sector collaboration at the global, federal, state, and local levels. Through an examination of the primary modes of cross-sector collaboration, including collaborative contracting, partnerships, networks, and independent public services providers, the book presents a clear case for how public managers can assess the trade-offs and use these options to improve public service delivery. Nonprofit organizations, businesses, and third-party contractors are increasingly partnering with government to deliver public services. Recognizing the types of collaborative approaches, and their potential to solve public policy problems is quickly becoming a major task for public managers, with new methods and techniques constantly emerging. Governing Cross-Sector Collaboration provides specific examples and a framework for public managers to make strategic choices about how to engage private and nonprofit actors in delivering public goods and services while ensuring the public interest. The book provides effective methods for choosing, designing, governing, and evaluating networks, partnerships, and independent public-services providers, with in-depth discussion encompassing:

  • Analysis and engagement of cross-sector organizations

  • Fostering democratic accountability in the public interest

  • Collaborative approaches (including contracts, networks and partnerships) and the issues associated with each type of arrangement

  • Leadership and organizational learning in cross-sector collaboration

  • Included case studies illustrate effective application of the concepts and methods described, providing both practicing public and nonprofit managers and public policy/administration students with insight into these emerging strategic alliances. The first comprehensive guide to public governance collaborations, Governing Cross-Sector Collaboration is an important and timely contribution to the field of public management.

    Table of Contents

    1. Acknowledgments
    2. Foreword
    3. Introduction
    4. Part One: Choosing Cross-Sector Collaboration
      1. Chapter One: Dimensions of Cross-Sector Collaboration
        1. The Dilemma for Public Managers
        2. The Cross-Sector Collaboration Imperative
        3. The Complicated Organizational Environment
        4. Cross-Sector Collaboration: Definition and Sector Roles
        5. Emerging Choices for Public Managers
        6. Considering the Choices
        7. Conclusion
        8. Notes
      2. Chapter Two: The Rationale for Cross-Sector Collaboration
        1. Pragmatic Rationale
        2. Private and Nonprofit Perspectives
        3. Economic Rationale: Competitive Advantage
        4. A Strategic Approach to CSC
        5. From a Principal-Agent to a Principal-Principal Relationship
        6. The Governance Consequences of CSC
        7. The Loss-of-Control Problem
        8. Hollowed-Out Government
        9. Conclusion: Addressing the Governance Challenges in CSC
        10. Notes
      3. Chapter Three: Contracting and Collaborating
        1. Contracting
        2. Moving toward Collaboration
        3. The Public Manager and Successful Contracting
        4. Traditional Contracting Illustration
        5. Collaborative Contracting Illustration
        6. Assessing the Advantages and Disadvantage of Contracting
        7. Global Implications
        8. Conclusion
        9. Notes
      4. Chapter Four: Cross-Sector Partnerships and Public-Private Partnerships
        1. Types of Cross-Sector Partnerships
        2. Common Aspects of Cross-Sector Partnerships
        3. Rationales for Cross-Sector Partnerships
        4. Issues of Working in Partnerships
        5. The Public Manager and Successful Partnerships
        6. Public-Private Partnerships for Infrastructure
        7. Collaborative Practices in Context
        8. Assessing the Advantages and Disadvantages of Cross-Sector Partnerships
        9. Conclusion
        10. Note
      5. Chapter Five: Network Governance
        1. Definitions
        2. How Networks Facilitate Collaboration
        3. The Public Manager and Successful Networks
        4. Advantages and Disadvantages of Networks
        5. Overcoming Challenges to Good Network Governance
        6. Going Global
        7. Conclusion
      6. Chapter Six: Independent Public-Services Providers: A New Potential Collaborator
        1. Defining Public Enterprise Organizations
        2. The Growth of Quasi-Governmental and Hybrid Organizations
        3. IPSPs and the Challenging Governance Environment
        4. The Public Manager and IPSPs
        5. Advantages and Disadvantages for Public Managers Working With IPSPs
        6. Going Global
        7. Conclusion
      7. Chapter Seven: Analyzing Cross-Sector Collaboration Options
        1. Case Studies
        2. Nature of the Public Task or Challenge
        3. Resource Needs and Capacity
        4. Identification and Allocation of Risks
        5. Best Value for the Public’s Dollars
        6. Measuring Performance and Ensuring Accountability
        7. Conclusion
        8. Notes
    5. Part Two: Managing Cross-Sector Collaboration
      1. Chapter Eight: The Need for a New Model of Public Administration
        1. Historic Origins of the Bureaucratic Model in US Public Administration
        2. Reforming the Bureaucratic State
        3. Alternative Approaches to Reframing Public Administration
        4. Conclusion
        5. Note
      2. Chapter Nine: Leadership Implications in Cross-Sector Collaboration
        1. Heterarchies and Hierarchies
        2. Leadership in Heterarchical Structures
        3. Implications for Practice: How to Adapt Leadership to CSCs
        4. Conclusion
      3. Chapter Ten: Fostering Democratic Accountability
        1. CSCs and Accountability
        2. Fostering Democratic Accountability in CSCs
        3. Specific Accountability Issues for CSCs
        4. Conclusion
        5. Notes
      4. Chapter Eleven: Developing Government Capacity for Cross-Sector Collaboration
        1. Government Skills for PPPs
        2. Government Skills for Network Management
        3. Government Skills for IPSPs
        4. Government Learning and CSC
        5. Building Government Capacity for Collaboration: A Learning Framework
        6. Conclusion: A Systems Approach to Learning
      5. Chapter Twelve: The Future of Cross-Sector Collaboration
        1. Evolving Nature of the Governance Challenge
        2. Contributions to New Public Governance
        3. CSC and Public Value
        4. Moving Forward with CSC
        5. Conclusion
    6. References
    7. The Authors
    8. More from Wiley
    9. Index
    10. End User License Agreement