Governing Cross-Sector Collaboration.

Intro -- Governing Cross-Sector Collaboration -- Copyright -- Contents -- Acknowledgments -- Foreword -- Introduction -- The Changing Nature of the Public Enterprise -- The Current Structure of the Public Enterprise -- Government and the Expanding Public Enterprise -- Public-Private Partnerships, Networks, and Independent Public-Services Providers -- Organization of the Book -- Part One: Choosing Cross-Sector Collaboration -- Chapter One: Dimensions of Cross-Sector Collaboration -- The Dilemma for Public Managers -- The Cross-Sector Collaboration Imperative -- Societal Transformations -- Major Challenges Require New Thinking -- A Dysfunctional Public Sector Environment -- Hollowed-Out Government -- The Complicated Organizational Environment -- Cross-Sector Collaboration: Definition and Sector Roles -- Public Sector -- Private Sector -- Nonprofits -- Emerging Choices for Public Managers -- Considering the Choices -- Primary Choices for Public Provision and Cross-Sector Collaboration -- Illustrating the Five Choices: Public Health Programs -- Examining the Trade-Offs -- Conclusion -- Chapter Two: The Rationale for Cross-Sector Collaboration -- Pragmatic Rationale -- Private and Nonprofit Perspectives -- Economic Rationale: Competitive Advantage -- Market Failure and Government Failure -- Property Rights Theory -- The Principal-Agent Problem -- Competition -- 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 -- Hollowed-Out Government -- Conclusion: Addressing the Governance Challenges in CSC -- Chapter Three: Contracting and Collaborating -- Contracting -- Traditional Contracts -- Collaborative Contracts -- Definitions -- Rationale for Contracting -- Contracting in the United States -- Moving Toward Collaboration -- Collaborative Contracting and Public Managers -- The Public Manager and Successful Contracting -- Clear Expectations -- Assessment -- Criteria -- Transparency -- Monitoring -- Evaluation -- Traditional Contracting Illustration -- US Environmental Protection Agency, Cyber Security Software -- Services Provided and Award -- Choosing Contracting Out -- Collaborative Contracting Illustration -- Kansas Foster Care and Adoption -- Assessment -- Assessing the Advantages and Disadvantage of Contracting -- Global Implications -- Conclusion -- 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 -- Government Capacity -- Managing Divergent Interests -- The Public Manager and Successful Partnerships -- Risk Allocation -- Costs and Benefits -- Social and Political Impact -- Expertise -- Partnership Collaboration -- Measuring Performance -- Public-Private Partnerships for Infrastructure -- The Port of Miami Tunnel -- International Experience with PPPs -- Collaborative Practices in Context -- Operating Environment -- Organizational Characteristics -- Partnership Attributes -- Operational Outcomes -- Assessing the Advantages and Disadvantages of Cross-Sector Partnerships -- Conclusion -- Chapter Five: Network Governance -- Definitions -- How Networks Facilitate Collaboration -- Types of Networks -- Structure of Networks.

The Public Manager and Successful Networks -- Governance -- Mutuality -- Political Support -- Communication -- Managing Risk -- Measuring Performance -- Advantages and Disadvantages of Networks -- Advantages -- Disadvantages -- Overcoming Challenges to Good Network Governance -- Lead with Purpose -- Secure Buy-In from Partners -- Be Opportunistic -- Pick Good Leaders to Participate -- Going Global -- Conclusion -- 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 -- IPSPs and Their Approach -- The Public Manager and IPSPs -- Autonomy -- Mutuality -- Innovation -- Sharing Expertise and Resources -- Allocating Risk -- Measuring Performance -- Advantages and Disadvantages for Public Managers Working With IPSPs -- Advantages for Public Managers -- Disadvantages for Public Managers -- Going Global -- Conclusion -- Chapter Seven: Analyzing Cross-Sector Collaboration Options -- Case Studies -- 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 -- Case Analysis -- Resource Needs and Capacity -- Resource Needs: Assessment and Planning -- Organizational Capacity -- Case Analysis -- Identification and Allocation of Risks -- Identification and Types of Risks -- Allocation of Risk.

Case Analysis -- Best Value for the Public's Dollars -- Government Cost Data -- Analytical Approaches -- Value for Money Analysis -- Other Value or Public Interest Considerations -- Case Analysis -- Measuring Performance and Ensuring Accountability -- Uses and Types of Performance Measures -- Ensuring Accountability -- Case Analysis -- Conclusion -- Collaborative Contracts -- Partnerships and PPPs -- Networks -- 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 -- New Public Service -- Network Management -- The New Governance -- Transformational Stewardship -- Twenty-First-Century Government Management -- Conclusion -- 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 -- The Four Interviewees -- Generating Support -- Leading Outside One's Formal Role -- Understanding the Wider System -- Building Trust -- Implications for Practice: How to Adapt Leadership to CSCs -- Conclusion -- Chapter Ten: Fostering Democratic Accountability -- CSCs and Accountability -- Traditional Public Accountability -- Dimensions of Public Accountability Control -- Dimensions of Democratic Accountability -- Fostering Democratic Accountability in CSCs -- Outcome-Based Performance -- Creating Value in CSCs -- Trusted Partners -- 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 -- Conclusion -- Chapter Eleven: Developing Government Capacity for Cross-Sector Collaboration -- Government Skills for PPPs -- Planning and Design Development -- Bidding Process -- Construction -- 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 -- CSC and Public Value -- Defining Public Value -- Illustration: A PPP for Infrastructure -- Illustration: An International IPSP -- Moving Forward with CSC -- Conclusion -- Notes -- References -- The Authors -- Index -- End User License Agreement.

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Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.