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• Acknowledgments
• Foreword
• Introduction
• Part One: Choosing Cross-Sector Collaboration
• Chapter One: Dimensions of Cross-Sector Collaboration
• The Dilemma for Public Managers
• The Cross-Sector Collaboration Imperative
• The Complicated Organizational Environment
• Cross-Sector Collaboration: Definition and Sector Roles
• Emerging Choices for Public Managers
• Considering the Choices
• Conclusion
• Notes
• Chapter Two: The Rationale for Cross-Sector Collaboration
• Pragmatic Rationale
• Private and Nonprofit Perspectives
• Economic Rationale: Competitive Advantage
• A Strategic Approach to CSC
• From a Principal-Agent to a Principal-Principal Relationship
• The Governance Consequences of CSC
• The Loss-of-Control Problem
• Hollowed-Out Government
• Conclusion: Addressing the Governance Challenges in CSC
• Notes
• Chapter Three: Contracting and Collaborating
• Contracting
• Moving toward Collaboration
• The Public Manager and Successful Contracting
• Traditional Contracting Illustration
• Collaborative Contracting Illustration
• Assessing the Advantages and Disadvantage of Contracting
• Global Implications
• Conclusion
• Notes
• 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
• The Public Manager and Successful Partnerships
• Public-Private Partnerships for Infrastructure
• Collaborative Practices in Context
• Assessing the Advantages and Disadvantages of Cross-Sector Partnerships
• Conclusion
• Note
• Chapter Five: Network Governance
• Definitions
• How Networks Facilitate Collaboration
• The Public Manager and Successful Networks
• Advantages and Disadvantages of Networks
• Overcoming Challenges to Good Network Governance
• 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
• IPSPs and the Challenging Governance Environment
• The Public Manager and IPSPs
• Advantages and Disadvantages for Public Managers Working With IPSPs
• Going Global
• Conclusion
• Chapter Seven: Analyzing Cross-Sector Collaboration Options
• Case Studies
• Nature of the Public Task or Challenge
• Resource Needs and Capacity
• Identification and Allocation of Risks
• Best Value for the Public’s Dollars
• Measuring Performance and Ensuring Accountability
• Conclusion
• Notes
• 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
• Reforming the Bureaucratic State
• Alternative Approaches to Reframing Public Administration
• Conclusion
• Note
• Chapter Nine: Leadership Implications in Cross-Sector Collaboration
• Heterarchies and Hierarchies
• Leadership in Heterarchical Structures
• Implications for Practice: How to Adapt Leadership to CSCs
• Conclusion
• Chapter Ten: Fostering Democratic Accountability
• CSCs and Accountability
• Fostering Democratic Accountability in CSCs
• Specific Accountability Issues for CSCs
• Conclusion
• Notes
• Chapter Eleven: Developing Government Capacity for Cross-Sector Collaboration
• Government Skills for PPPs
• Government Skills for Network Management
• Government Skills for IPSPs
• Government Learning and CSC
• Building Government Capacity for Collaboration: A 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
• Moving Forward with CSC
• Conclusion
• References
• The Authors
• More from Wiley
• Index
• End User License Agreement