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.
Chapter
Major Challenges Require New Thinking
A Dysfunctional Public Sector Environment
The Complicated Organizational Environment
Cross-Sector Collaboration: Definition and Sector Roles
Emerging Choices for Public Managers
Primary Choices for Public Provision and Cross-Sector Collaboration
Illustrating the Five Choices: Public Health Programs
Chapter Two: The Rationale for Cross-Sector Collaboration
Private and Nonprofit Perspectives
Economic Rationale: Competitive Advantage
Market Failure and Government Failure
The Principal-Agent Problem
The Nonprofit Competitive Advantage
A Strategic Approach to CSC
Strategic Considerations for the Private Sector
Strategic Perspectives of the Public and Nonprofit Sectors
From a Principal-Agent to a Principal-Principal Relationship
The Principal-Principal Relationship
The Governance Consequences of CSC
Challenges of Private Sector Involvement
Challenges of Nonprofit Sector Involvement
Negotiating Divergent Interests
Operating Under Different Legal Constraints
The Loss-of-Control Problem
Conclusion: Addressing the Governance Challenges in CSC
Chapter Three: Contracting and Collaborating
Rationale for Contracting
Contracting in the United States
Moving Toward Collaboration
Collaborative Contracting and Public Managers
The Public Manager and Successful Contracting
Traditional Contracting Illustration
US Environmental Protection Agency, Cyber Security Software
Services Provided and Award
Collaborative Contracting Illustration
Kansas Foster Care and Adoption
Assessing the Advantages and Disadvantage of Contracting
Chapter Four: Cross-Sector Partnerships and Public-Private Partnerships
Types of Cross-Sector Partnerships
Common Aspects of Cross-Sector Partnerships
Rationales for Cross-Sector Partnerships
Issues of Working in Partnerships
Managing Divergent Interests
The Public Manager and Successful Partnerships
Social and Political Impact
Partnership Collaboration
Public-Private Partnerships for Infrastructure
International Experience with PPPs
Collaborative Practices in Context
Organizational Characteristics
Assessing the Advantages and Disadvantages of Cross-Sector Partnerships
Chapter Five: Network Governance
How Networks Facilitate Collaboration
The Public Manager and Successful Networks
Advantages and Disadvantages of Networks
Overcoming Challenges to Good Network Governance
Secure Buy-In from Partners
Pick Good Leaders to Participate
Chapter Six: Independent Public-Services Providers: A New Potential Collaborator
Defining Public Enterprise Organizations
The Growth of Quasi-Governmental and Hybrid Organizations
Distinguishing IPSPs from Quasi-Governmental Entities
Distinguishing IPSPs from Other CSCs
IPSPs and the Challenging Governance Environment
Protecting the Environment: Climate Change and Sustainability
Transportation Infrastructure: Reducing Travel Congestion and Improving Safety
Health Care Crises: Improving Access and Reducing Costs
The Public Manager and IPSPs
Sharing Expertise and Resources
Advantages and Disadvantages for Public Managers Working With IPSPs
Advantages for Public Managers
Disadvantages for Public Managers
Chapter Seven: Analyzing Cross-Sector Collaboration Options
Coast Guard Deepwater Program
Fairfax County Human Services Delivery
Nature of the Public Task or Challenge
One or Multisector Solutions
Susceptibility to Private Market Business or Nonprofit Solutions
Political Factors and Considerations
Resource Needs and Capacity
Resource Needs: Assessment and Planning
Identification and Allocation of Risks
Identification and Types of Risks
Best Value for the Public’s Dollars
Other Value or Public Interest Considerations
Measuring Performance and Ensuring Accountability
Uses and Types of Performance Measures
Independent Public-Services Providers
Part Two: Managing Cross-Sector Collaboration
Chapter Eight: The Need for a New Model of Public Administration
Historic Origins of the Bureaucratic Model in US Public Administration
Advantages of the Bureaucratic Form
Critiques of the Bureaucratic Form
Reforming the Bureaucratic State
The New Public Management
The Reaction to New Public Management
Alternative Approaches to Reframing Public Administration
Transformational Stewardship
Twenty-First-Century Government Management
Chapter Nine: Leadership Implications in Cross-Sector Collaboration
Heterarchies and Hierarchies
Communication in Hierarchies and Heterarchies
Leadership in Heterarchical Structures
The Four Critical Elements for CSC Leadership
Leading Outside One’s Formal Role
Understanding the Wider System
Implications for Practice: How to Adapt Leadership to CSCs
Chapter Ten: Fostering Democratic Accountability
Traditional Public Accountability
Dimensions of Public Accountability Control
Dimensions of Democratic Accountability
Fostering Democratic Accountability in CSCs
Outcome-Based Performance
Enhancing Citizen Participation
Social Media and Citizen Engagement
An Integrated Approach to Mutual Accountability
Specific Accountability Issues for CSCs
Accountability and Contracting Out
Accountability in Partnerships and PPPs
Accountability in Networks
Accountability in Independent Public-Services Providers
Chapter Eleven: Developing Government Capacity for Cross-Sector Collaboration
Government Skills for PPPs
Planning and Design Development
Monitoring and Evaluation
Government Skills for Network Management
Government Skills for IPSPs
Government Learning and CSC
Building Government Capacity for Collaboration: A Learning Framework
Core Issues in Government Learning
A Framework of Learning for CSCs
Dimensions of the Learning Framework
Conclusion: A Systems Approach to Learning
Chapter Twelve: The Future of Cross-Sector Collaboration
Evolving Nature of the Governance Challenge
Contributions to New Public Governance
Illustration: A PPP for Infrastructure
Illustration: An International IPSP
End User License Agreement
Governing Cross-Sector Collaboration
( Bryson Series in Public and Nonprofit Management )
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