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• 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