David E McNabb - Collaboration in Government: Forms and Practices
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- Book:Collaboration in Government: Forms and Practices
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This book comprehensively explores 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 as students of public administration and public policy.
David E McNabb: author's other books
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David E McNabb
Violet H. Harada
Stephanie Snape
Ami J. Abou-bakr
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Collaboration in Government
This book comprehensively explores the many different forms of collaboration in government, both formal and informal, including strategic alliances, intergovernmental networks, and publicprivate 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 as students of public administration and public policy.
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.
Collaboration in Government
Forms and Practices
David E. McNabb and Carl R. Swenson
First published 2022
by Routledge
605 Third Avenue, New York, NY 10158
and by Routledge
2 Park Square, Milton Park, Abingdon, Oxon OX14 4RN
Routledge is an imprint of the Taylor & Francis Group, an informa business
2022 David E. McNabb and Carl R. Swenson
The right of David E. McNabb and Carl R. Swenson to be identified as authors of this work has been asserted by them in accordance with sections 77 and 78 of the Copyright, Designs and Patents Act 1988.
All rights reserved. No part of this book may be reprinted or reproduced or utilised in any form or by any electronic, mechanical, or other means, now known or hereafter invented, including photocopying and recording, or in any information storage or retrieval system, without permission in writing from the publishers.
Trademark notice: Product or corporate names may be trademarks or registered trademarks, and are used only for identification and explanation without intent to infringe.
Library of Congress Cataloging-in-Publication Data
A catalog record for this title has been requested
ISBN: 978-1-032-02164-5 (hbk)
ISBN: 978-1-032-02163-8 (pbk)
ISBN: 978-1-003-18217-7 (ebk)
DOI: 10.4324/9781003182177
Typeset in Times New Roman
by Newgen Publising UK
This book is for Janet, Meghan, Michael and Sara, and for Darlene and Theadora
Contents
- List of Figures
- List of Tables
- List of Boxes
- About the Authors
- Preface
- Acknowledgments
- Introduction to Collaborative Governance
- Government Partnerships
- Partners with the Public
- Public Sector Collaborations
- Co-Management, Adaptive Management, and Adaptive Co-Management
- General Agreements, Advocacy Agreements, and Coalitions
- Government Grants, Cooperative Agreements, and Contracts
- Strategic Alliances
- Governance in Collaborative Management Organizations
- Networks, Collaborations, and Partnerships
- Multi-Sector and Intergovernmental Partnerships
- Government Outsourcing, Co-Sourcing, and Cooperative Purchasing
- Acronyms
- Bibliography
- Index
Figures
- 1.1 Multi-organizational management systems in government organizations
- 8.1 Four types of public sector strategic alliances
- 12.1 Levels of collaboration in seven types of work teams
Tables
- 1.1 Examples of strategic alliances with Indiana labor union organizations
- 2.1 Ten-year increases in the use of public sector partnerships
- 3.1 Examples of common local government advisory boards and commissions in Washington State
- 4.1 Some common collaboration arenas
- 5.1 Types of co-management agreements and decision centers
- 5.2 Adaptive management operational steps
- 5.3 NRST case study areas, focus units, and time periods
- 6.1 Coalitions formed in effort to change state policy on public power
- 7.1 Federal grant totals to state and local governments by function in US$ millions (20152019)
- 7.2 Funded federal grants to state and local governments by type, FY 19202018
- 8.1 Classes of legitimacy, adjusted to relate to public sector
- 9.1 Common multi-sector collaborative networking arrangements
- 11.1 Some common perceived benefits and concerns with PPPs
- 11.2 Types of publicprivate partnerships and versions
- 11.3 Number, revenues, expenses for reporting US nonprofits, 20052015
- 12.1 Sandy Springs outsourced service areas and original contract value
- 12.2 Levels and forms of co-production of public services with examples
Boxes
- 2.1 US federal governments guidebook on building partnerships
- 3.1 Participatory governance in California and Florida colleges
- 5.1 Co-management: multilevel, multi-sector collaborative management
- 5.2 Adaptive management in management planning
- 6.1 FEMA and state government agreements ( 206.44)
- 7.1 Cooperative agreements and grants similarities
- 7.2 Partial list of federal grant requirements for state and local governments
- 7.3 Improvements in federal purchasing contracts
- 8.1 State governors form an alliance for coping with pandemic effects
- 9.1 Government agency participation in a global CMO
- 9.2 Rules and regulations for governance of a multi-sector CMO
- 10.1 Lessons learned from initial COVID-19 response
- 11.1 Federal funding methods for publicnonprofit partnerships
About the Authors
- David E. McNabb is Professor Emeritus at the Pacific Lutheran University School of Business. He has taught undergraduate and graduate business and administration courses for the University of Maryland-University College in Europe, the American University in Bulgaria, the Stockholm School of Economics in Riga, Latvia, and a regional business education program in Northern France. He has also taught for several years for the MPA program at Evergreen State College, Olympia, Washington. His first book, Research Methods in Public Administration and Nonprofit Management received the Grenzebach Prize for Outstanding Published Scholarship in Philanthropy. His pre-academic experience includes service as director of economic development for the City of Fullerton, California, an appointed member of the Seattle Solid Waste Committee and communications director for a caucus of the Washington State House of Representatives and as an elected commissioner of a water and wastewater public utility. He has written extensively on aspects of public administration in the United States and Latvia.
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