This book comprehensively explore the many different forms of collaboration in government, both formal and informal, including strategic alliances, intergovernmental networks, and public-private partnerships.
Contemporary US governmental and public organizations are changing to better cope after several decades of pressures to downsize, as well as to deliver new services with declining resources and, in many cases, decaying infrastructure. To meet these challenges, public managers are developing new networks, partnerships, collaborations, alliances and coalitions to deliver government services. Collaboration in Government is designed to help public organizations parse the new and emerging forms of public partnerships and to develop the skills needed to manage them. Each chapter offers examples of how each type has been used in real public organizations, providing the reader with an understanding of how these partnerships may be applied in a variety of contexts, as well as lessons that may be gleaned from the successes (and failures) of these collaborative models.
This book will be of interest to public servants who collaborate in their daily work, as well to students of public administration and public policy.
This book comprehensively explore the many different forms of collaboration in government, both formal and informal, including strategic alliances, intergovernmental networks, and public-private partnerships.
Chapter 1: Introduction to Collaborative Governance
Chapter 2:
Government Partnerships
Chapter 3: Partners with the Public
Chapter 4: Public
Sector Collaborations
Chapter 5: Co-Management and Adaptive Co-Management
Chapter 6: General Agreements and Coalitions
Chapter 7: Grants and
Cooperative Agreements
Chapter 8: Strategic Alliances
Chapter 9:
Intergovernment Networks
Chapter 10: Managing Networks
Chapter 11:
Public/Private Partnerships
Chapter 12: Government Outsourcing and Co-Sourcing
David E. McNabb is Professor Emeritus at the Pacific Lutheran University School of Business, USA. He has taught undergraduate and graduate business and administration courses for the University of Maryland-University College, the American University in Bulgaria, the Stockholm School of Economics in Riga, Latvia, and the MPA program at Evergreen State College, Olympia, Washington.
Carl R. Swenson has 35 years of experience managing cities in Arizona, Illinois, and Washington. He is a Life Member of the International City/County Management Association (ICMA) and is recognized as a Credentialed City Manager (retired), and a Legacy Leader in professional city and county management.
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