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.
Зміст
Acknowledgments ix
Foreword by Ron Carlee xi
Introduction xv
Part One: Choosing Cross-Sector Collaboration 1
One: Dimensions of Cross-Sector Collaboration 3
Two: The Rationale for Cross-Sector Collaboration 31
Three: Contracting and Collaborating 57
Four: Cross-Sector Partnerships and Public-Private Partnerships 85
Five: Network Governance 111
Six: Independent Public-Services Providers: A New Potential Collaborator 139
Seven: Analyzing Cross-Sector Collaboration Options 167
Part Two: Managing Cross-Sector Collaboration 207
Eight: The Need for a New Model of Public Administration 209
Nine: Leadership Implications in Cross-Sector Collaboration 229
Ten: Fostering Democratic Accountability 251
Eleven: Developing Government Capacity for Cross-Sector Collaboration 279
Twelve: The Future of Cross-Sector Collaboration 297
Notes 313
References 317
The Authors 339
Index 341
Про автора
James (Jed) E. Kee is Professor of Public Policy and Public Administration in George Washington University’s Trachtenberg School of Public Policy and Public Administration. He holds a BA (History and Political Science) from University of Notre Dame; MPA and JD from New York University. Kee has had an extensive career in state government administration in New York and Utah. He was counsel to the New York State Legislature and served under two Utah governors as state planning coordinator, state budget director, and executive director of the Department of Administrative Services. His publications include ‘Out of Balance’ (with Scott Matheson, 1986); ‘The Crisis and the Anticrisis Dynamic: Reshaping the American Federal System’ (1992) in Public Administration Review, and ‘Benefit-Cost Analysis’, in Handbook of Practical Program Evaluation.
John Forrer is Associate Director of GW’s Institute for Corporate Responsibility and Associate Research Professor of Strategic Management and Public Policy. Prior to that he was Director of GW’s Center for the Study of Globalization and Executive Director of the Institute for Global Management and Research (IGMR). He has an MPA from Syracuse’s Maxwell School of Citizenship and Public Affairs. His recent publications include ‘Public-Private Partnerships and the Public Accountability Question’ (Public Administration Review), ‘Not Your Father’s Pulic Administration’ (Journal of Public Affairs Education), and ‘Privitization and Organizational Change: Lessons from Cross-National Research’ (The International Journal of Business and Public Administration).
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