B
- balanced scorecards
- for accountability
- emphasizing outcomes in public sector
- BCBSM (Blue Shield of Michigan), role of IPSPs in responding to health care crisis
- Behn, Robert
- benchmarks, in evaluating contracting
- best-value analysis
- cost-benefit analysis
- cost-effectiveness analysis
- overview of
- value for money analysis
- bidding process, PPPs and
- Bill and Melinda Gates Foundation: The Family Homelessness Project
- Blue Shield of Michigan (BCBSM), role of IPSPs in responding to health care crisis
- Boyer, Eric, about the authors section
- Bozeman, Barry
- bureaucratic model
- advantages of
- control-based accountability in
- disadvantages of
- historic origins of
- Hurricane Katrina example
- incompatibility with CSCs
- reforming bureaucratic state
- Bush, George W.
C
- capacity
- assessing organizational capacity
- balancing control with
- government capacity as issue in partnerships
- government capacity for CSC. See government, creating capacity for CSC
- needs and capacity analysis
- strategic objectives of CSC and
- Carlee, Ron
- adapting leadership areas to CSCs
- brief biography of work in public service
- on building trust
- on gaining wider perspective
- on generating support
- on leading outside of formal roles
- Caterpillar Corporation, role in First Response Team of America
- CCSA (Child Care Services Association)
- Centers for Disease Control (CDC)
- challenges
- analyzing nature of
- to bureaucratic model
- to contemporary governments
- creating need for collaborative approach
- creating need for new administrative models
- evolving nature of governance and
- facing local, state, and federal governments
- facing public managers
- to governance of CSCs
- of involving private and nonprofit sectors in CSCs
- natural disasters
- change management (adaptation)
- advantages of IPSPs for public managers
- risk allocation and
- Channel Industries Mutual Aid (CIMA)
- charitable organizations
- Child Care Services Association (CCSA)
- childhood obesity, illustrating need for collaboration
- Childhood Obesity Prevention Coalition
- Children and Homeless Collaborative
- CIMA (Channel Industries Mutual Aid)
- citizen participation/engagement
- advantages of networks
- enhancing
- leadership in heterarchical structures and
- New Public Governance paradigm and
- social media and citizen engagement
- twenty-first century government
- citizens
- perspective on creation of public value
- responsiveness to needs of
- sources of influence for public managers
- City of Dallas, partnership example
- civil service, hierarchical (Weberian)
- Clean Air Act (1970)
- Climate Action Plan
- climate change
- challenges facing governments
- IPSPs in meeting challenges of
- Joint Venture-SV initiatives
- one sector vs. multisector solutions
- Oregon Environmental Council mission
- coalition building, leadership in heterarchical structures and
- Coalition for the Homeless
- Coast Guard. See US Coast Guard (USCG)
- collaboration
- benefits of IPSPs
- benefits of networks
- building government capacity for
- leadership in heterarchical structures and
- moving from contracting to
- networks in facilitation of
- in successful partnerships
- collaborative communication
- collaborative contracts
- characteristics of
- public managers and
- command-and-control solutions
- communications
- analyzing CSC options
- building trust between partners
- in bureaucratic model
- disadvantages of IPSPs
- elements of network governance
- in heterarchies and hierarchies
- Community Care of North Carolina
- innovation in approach of IPSPs
- IPSPs responding to health care crisis
- COMPARE method. See assessment
- compensation methods, in contracts
- competence, strategic objectives of CSC and
- competence trust
- competition
- allocation efficiency and
- competitive advantage of nonprofits in meeting some social needs
- consumer power and
- driving force in cost reduction
- managed competition
- complexity
- risk allocation
- risk identification
- conservatives, advocating market mechanisms over government programs
- construction
- examples of traditional contracts
- PPPs and
- risk allocation
- risk identification
- consultants, managing
- contracting out
- accountability
- advantages/disadvantages of
- applying to public health example
- assessing pros/cons of
- clarity of expectations and
- collaborative contracts
- comparing options for delivery of goods and services
- criteria in contract design
- efforts to reduce government role
- emerging structures filling void in government services
- EPA example
- evaluation during and following
- evolution of governance and
- global implications of
- history in U.S.
- inherently governmental and critical functions and
- Kansas foster care and adoption program
- monitoring
- moving to collaboration
- moving to principal-principal relationships
- overview of
- policy and delivery options available to public managers
- process of
- rationale for
- state employment training case study
- traditional contracts
- transitioning between public service delivery options
- transparency in avoiding fraud and abuses
- vs. outsourcing
- contractual trust
- control
- balancing with administrative capacity
- command-and-control solutions
- comparing options for delivery of goods and services
- leadership in heterarchical structures and
- traditional public accountability based on
- coordination, moving to collaboration
- corporate social responsibility (CSR)
- examples
- overview of
- private sector and
- corruption, ways to avoid in contracting process
- cost-benefit analysis (CBA)
- analyzing CSCs
- managing partnerships and
- types of analytical approaches
- cost-effectiveness analysis (CEA)
- analysis of CSCs
- comparing with CBA and VfM analysis
- comparing with CEA and VfM analysis
- types of analytical approaches
- cost-reimbursement contracts
- costs
- competition as driving force in cost-reduction
- disadvantages of networks
- rationale for partnerships
- cross-sector collaboration (CSC)
- analyzing options in. See analytical framework
- contracting. See contracting out
- cross-sector partnerships. See partnerships
- defined
- future of. See future of CSCs
- government capacity for. See government, creating capacity for CSC
- imperative for. See imperative for CSCs
- IPSPs. See independent public services providers (IPSPs)
- networks. See networks
- nonprofit role
- partnerships. See partnerships
- PPPs and. See public-private partnerships (PPPs)
- private role of
- public role of
- rationales for. See rationales, for CSC
- CSR. See corporate social responsibility (CSR)
- customers service
D
- Dallas Public Library, partnership example in delivery of goods and services
- DC Capital area Hot Lanes program, example of PPP for infrastructure
- debt, issues facing U.S. government
- decision making, in hierarchies
- Deepwater Horizon oil spill, Coast Guard response
- Deepwater Program (USCG)
- assessing resources and capacity
- best-value analysis
- communication needs
- performance measurement system
- public task/challenge of
- risk identification and allocation
- defense contracts, collaborative nature of
- deliverables (outcomes), strategic objectives of CSC
- democratic accountability
- creating value and
- dimensions of
- enhancing citizen participation
- fostering
- foundation concepts
- integrated approach to mutual accountability
- outcome-based performance in
- social media and citizen engagement
- trust in
- democratic values, NPM concepts as threat to
- Department of Homeland Security (DHS), network response to Hurricane Katrina
- Department of Systems Management for Human Services (DSMHS)
- cutting across silos
- Fairfax county example
- measuring network performance
- deregulation, neoliberalism and
- design
- financial forecasting and
- planning and design development stage for PPPs
- of programs or projects
- of request for proposal (RFP)
- specifications in contracting criteria
- developmental networks
- in delivery of services for the homeless
- types of networks
- direct government provision
- applying to public health
- comparing options for delivery of goods and services
- overview of
- policy and delivery options available to public managers
- responses to market failure
- transitioning between public service delivery options
- disaster response/recovery
- clearing roadways
- heterarchies in
- social media in response to Haiti earthquake
- transformational stewardship model (Kee and Newcomer) model
- disease, challenges facing governments
- dispute resolution, in contracts
- divergent interests
- managing partnerships
- negotiating motivational differences in collaboration
- diversity of supply, benefits of CSCs
- documentation, of lessons learned
- Drug Abuse Resistance Education, network example
- Dunford Bridge, PPP example in UK
E
- EAP (Environmental Action Programme)
- Eastern Europe, Caucasus Central Asia (EECCA)
- economic rationales, for CSC
- agency dilemma and
- competition and
- competitive advantage of nonprofits
- market failure and
- overview of
- ownership structures impact on employee incentive and behavior
- economics
- of partnerships
- risk allocation
- risk identification
- Economy and Society (Weber)
- educational purpose, types of nonprofit organizations
- efficiency, in assessing contracting
- Eisenhower, Dwight
- emissions, reducing greenhouse gases
- empires, historical examples of contracting
- employees
- assessing and assigning
- ownership structures impact on employee incentive and behavior
- empowerment, benefits of CSCs
- engagement. See citizen participation/engagement
- entrepreneurship, advantages of IPSPs
- Environmental Action Programme (EAP)
- environmental protection
- IPSPs in
- Joint Venture-Silicon Valley example
- Oregon Environmental Council example
- Rainforest Alliance example
- Environmental Protection Agency (EPA)
- evaluation. See monitoring and evaluation
- expectations, contracting and
- expertise
- externalities, example of market failure
F
- facilitation (framing) skills, government skills needed for network management
- failure
- learning from
- market failure
- of network governance
- nonmarket failure (Wolf)
- risk allocation and
- risk identification and
- voluntary failures of nonprofit sector
- Fairfax county human services
- assessing resources and capacity
- best-value analysis
- communication needs and
- delivery of
- measuring performance
- as network administrative organization
- outcome-based performance
- public task/challenge of
- risk identification and allocation
- fairness trust, democratic accountability and
- FCA (foster care and adoption), contracting example
- FDOT (Florida Department of Transportation), example of outcome-based performance
- Federal Emergency Management Agency (FEMA)
- government challenge in facing natural disasters
- network response to Hurricane Katrina
- federal government
- bureaucratic model and
- challenges facing
- declining size of workforce
- in definition of public sector
- dynamics of collaboration in
- emerging structures filling void in government services
- legal issues related to collaboration
- low level of public confidence in
- managed competition
- market failure and
- natural disasters and
- The Federalist Papers
- bureaucratic model and
- democratic accountability and
- fees, skepticism regarding CSCs and
- FEMA (Federal Emergency Management Agency)
- government challenge in facing natural disasters
- network response to Hurricane Katrina
- feminism, criticisms of bureaucratic model
- financial forecasting, designing PPPs and
- financial measures
- nonprofit sector and
- private (for-profit) sector and
- financial modeling, skills needed by government staff
- financial risks
- allocation
- identification
- financing
- need for alternatives
- public vs. private
- First Response Team of America (FRTA), examples of IPSPs
- fixed-price contracts
- flexibility
- bureaucracies and
- in heterarchies
- leadership in heterarchical structures and
- need for new administrative models and
- Florida Department of Transportation (FDOT), example of outcome-based performance
- food shortages, challenges facing governments
- formalization, control and
- for-profit sector. See private (for-profit) sector
- Forrer, John J., about the authors section
- forums, learning by doing
- foster care and adoption (FCA), contracting example
- framework for learning
- assessing and assigning employees
- deciphering and integrating external knowledge
- discussing and documenting lessons from direct experience
- monitoring and evaluation and
- overview of
- framing (facilitation) skills, government skills needed for network management
- free trade, neoliberalism and
- Friedman, Milton
- FRTA (First Response Team of America), examples of IPSPs
- funding, sources of influence for public managers
- future of CSCs
- advantages/disadvantages to public sector
- challenges of governance and
- example applying IPSP to neglected tropical diseases
- example applying PPP to infrastructure
- improving public services
- New Public Governance paradigm
- overview of
- public value and
- review
G
- GAO (Government Accountability Office). See Government Accountability Office (GAO)
- gender-bias, criticisms of bureaucratic model
- GHG (greenhouse gases), reducing
- Global Alliance for Improved Nutrition (GAIN)
- Global Fund, example of global network
- Global Network for Neglected Tropical Disease (GNNTD)
- characteristics and approaches of IPSPs
- coordination of resources
- emergency response and
- example of IPSP
- large scale social issues illustrating pragmatic need for collaboration
- private sector collaboration with federal government
- public health and
- response to natural disasters
- role of IPSPs in
- strengths and weaknesses of IPSPs and
- Global Partnership Initiative, US State Department
- Global Sustainable Tourism Council
- global warming. See climate change
- globalization
- challenges facing public managers
- IPSPs and
- networks and
- PPPs and
- goodwill trust
- governance
- challenges in
- complexity of network governance
- consequences of CSC
- elements of network governance
- failure of network governance
- hollowed-out government and
- involving nonprofit sector in CSC
- involving private sector in CSC
- IPSPs in meeting challenges of
- lead organization networks
- legal issues in CSC
- loss-of-control problem and
- modes of network governance
- moving to principal-principal relationships
- negotiating divergent interests
- networks and
- New Public Governance paradigm
- overcoming challenges to good governance in networks
- power sharing and
- public value and
- shared or self-governed networks
- government
- capacity needs and partnerships
- efforts to reduce role of
- market mechanisms vs. government programs
- opposition to welfare state
- reasons for partnering with private and nonprofit sectors
- regulation. See regulation
- transformational stewardship (Kee and Newcomer) model
- in twenty-first century
- government, creating capacity for CSC
- assessing and assigning employees
- building collaboration capacity
- core issues in learning
- deciphering and integrating external knowledge
- discussing and documenting lessons from direct experience
- framework for learning
- learning how to improve
- monitoring and evaluation and
- overview of
- skills needed for IPSPs
- skills needed for network management
- skills needed for PPPs
- system approach to learning
- transit development case study
- Government Accountability Office (GAO)
- contract transparency and
- monitoring contracts
- traditional public accountability and
- Government Performance Results Act (1997)
- Grace Commission (1982)
- Green Chemistry initiative, of Oregon Environmental Council
- greenhouse gases (GHG), reducing
H
- Haiti earthquake, social media in response to
- health care
- applying contracting to
- childhood obesity issue and
- government challenge in meeting costs of
- one sector vs. multisector solutions
- role of IPSPs in meeting crisis in
- HEART Program, action network delivering services for homeless
- heterarchical structures
- communication in
- comparing with hierarchies
- delivery of services by
- leadership in
- public manager role in
- roles in
- hierarchical structures
- in bureaucratic model of administration
- communication in
- comparing with heterarchies
- control and
- HIV/AIDS
- Global Fund combatting
- IPSP example
- hollowed-out government
- governance challenges
- “hollow government” (Goldstein)
- homeland security, large scale social issues illustrating pragmatic need for collaboration
- homeless, networks delivering services for
- Hoover commissions, administrative reform and
- horizontal relationships, compared with traditional hierarchical structures
- hospitals, example of contracting out
- housing, example of overlap of private and public sectors
- Houston Ship Channel, IPSP example in transportation infrastructure
- human (social) services
- contracting and
- expanding role of nonprofits in
- Fairfax county program for
- human nature, assumptions underlying NPM concepts
- Hurricane Katrina
- Coast Guard response
- effectiveness of response to
- flexibility vs. bureaucracy and
- government challenge in facing natural disasters
- network response to
- network strengths and weaknesses
- Hurricane Rita
- Hurricane Sandy
- hybrid organizations
I
- ICT (Information and communication technology)
- future of CSCs and
- supporting citizen participation
- imperative for CSCs
- challenges creating need for collaborative approach
- lack of resources
- overview of
- public dissatisfaction with public sector
- societal expectations and transformations
- impermanence, disadvantages of IPSPs for public managers
- incentives, contract negotiation and
- independent public services providers (IPSPs)
- accountability in
- addressing global issues
- advantages/disadvantages for public managers
- applying to public health
- approach of
- challenges of governance and
- characteristics of
- comparing options for delivery of goods and services
- comparing with other CSCs
- comparing with quasi-governmental entities
- emergency response and
- environmental protection and
- evolution of governance and
- flexibility of
- government capacity for
- growth of quasi-governmental and hybrid organizations
- health care crisis and
- innovation in approach of
- measuring performance of
- monitoring and evaluation and
- mutuality in approach of
- New Public Governance paradigm and
- overview of
- policy and delivery options available to public managers
- principal-principal relationships and
- public managers and
- review
- risk allocation and
- sharing expertise and resources
- state employment training case study
- strengths and weaknesses
- transitioning between public service delivery options
- transportation infrastructure and
- India, international experience with PPPs
- Indiana Economic Development Council
- informal networks
- information. See also knowledge
- asymmetrical. See asymmetrical information
- comparing information exchange in heterarchies and hierarchies
- importance of transparency in IPSPs
- sources of influence for public managers
- Information and communication technology (ICT)
- future of CSCs and
- supporting citizen participation
- infrastructure
- challenges facing governments
- DC Capital area Hot Lanes program
- helping local government implement transportation infrastructure
- IPSPs in transportation infrastructure
- operating environment in infrastructure partnerships
- PPPs for
- innovation
- advantages of IPSPs
- advantages of networks
- criticisms of bureaucratic model and
- leadership in heterarchical structures and
- integration, in collaborative structures
- intermediate-term partnerships
- International Finance Corporation, of World Bank
- investment, in U.S. infrastructure
J
- Joint Venture-Silicon Valley (Joint Venture-SV)
- IPSPs in environmental protection
- mutuality in approach of
K
- Kansas, foster care and adoption program
- Kaplan, Lori
- adapting leadership areas to CSCs
- brief biography of work in public service
- on building trust
- on gaining wider perspective
- on generating support
- on leading outside of formal roles
- Kee, James Edwin (Jed), about the authors section
- Kennedy, John F.
- Kestenbaum Commission on Intergovernmental Relations (1955)
- key performance indicators (KPIs), for accountability
- knowledge. See also information
- government learning by deciphering and integrating external knowledge
- knowledge transfer as network advantage
- KPIs (key performance indicators), for accountability
L
- Latin American Youth Center (LAYC)
- laws/legality, governance challenges in CSC
- lead organization network
- leadership
- adapting leadership areas to CSCs
- advantages of IPSPs for public managers
- broad perspective of
- building trust
- communication and
- comparing heterarchies and hierarchies
- comparing public and nonprofit sectors
- critical elements of
- generating support
- in heterarchical structures
- interviews with senior executives
- leading with purpose
- leveraging action vs. decision making
- need for new administrative models and
- from outside formal roles
- overview of
- picking participants in network governance
- review
- state employment training case study
- learning, by government
- assessing and assigning employees
- building collaboration capacity
- core issues
- deciphering and integrating external knowledge
- discussing and documenting lessons from direct experience
- framework for
- making improvements
- monitoring and evaluation and
- systems approach to
- learning by doing
- legitimacy, New Public Governance paradigm and
- Legitimacy in Public Administration: A Discourse Analysis (McSwite)
- Let’s Move campaign (Michelle Obama)
- leveraging action, vs. decision making
- “liberation management” (Light)
- “life-cycle of collaboration” (Norris-Tirrell and Clay)
- local cluster development, shared values and
- local government
- bureaucratic model and
- challenges facing
- in definition of public sector
- dynamics of collaboration in
- managed competition
- long-term partnerships
- types of cross-sector partnerships
- U.S. examples
- long-term perspective, advantages of IPSPs for public managers
- loss-of-control problem, governance challenges
M
- male-bias, criticisms of bureaucratic model
- malnutrition, IPSPs in address to
- managed competition, outsourcing vs. contracting and
- management
- leadership. See leadership
- public administration. See public administration
- management skills, needed for network governance
- “managerialism” (Terry)
- Manhattan Project, example of private contracting
- market failure, economic rationales for CSC
- markets
- advocates of market mechanisms over government programs
- benefits of CSCs and
- shared value and
- McSwite, O. C.
- Medicaid, crisis in health care
- Medicare
- crisis in health care
- one sector vs. multisector solutions
- partnership applied to public health
- military, contracting approach in
- mission drift
- IPSP issues
- partnership issues
- mobilization, government skills needed for network management
- models, for public administration
- modulation skills, New Public Governance model and
- monitoring and evaluation
- analyzing in CSCs
- contracting and
- designing government standards for
- future of CSCs and
- government skills needed for network management
- partnerships and
- PPPs and
- traditional accountability and
- monopolistic/oligopolistic effects, competition and allocation efficiency and
- moral hazard, managing divergent interests in partnerships
- motivation, bureaucratic model and
- multisector aspect, of IPSPs
- multisector solutions
- mutual accountability
- citizen participation
- four pillars of
- integrated approach to
- outcome-based performance
- overview of
- trust
- value creation
- mutuality
- advantages of IPSPs
- elements of network governance
N
- N Street Village (NSV)
- National Aeronautics and Space Administration (NASA)
- National Performance Review
- NDOs. See nonprofit sector
- Neglected Tropical Disease (NTDs)
- applying IPSP to
- IPSP strengths and weaknesses and
- negotiation, government skills needed for network management
- neoliberalism
- advocating market mechanisms over government programs
- economics of
- network capture, disadvantages of networks
- networks
- accountability
- administrative organization of
- advantages/disadvantages of
- as alternative approach to public administration
- communications and
- comparing IPSPs with
- comparing options for delivery of goods and services
- definitions
- evolution of governance and
- in facilitation of collaboration
- globalization and
- governance of
- government skills needed for managing
- lead organization network
- leadership in
- measuring performance of
- monitoring and evaluation and
- mutuality and
- overcoming challenges to good governance of
- overview of
- policy and delivery options available to public managers
- political support and
- principal-principal relationships and
- public managers and
- review
- risk management
- shared or self-governed
- structure of
- transitioning between public service delivery options
- trust and
- types of
- New Public Governance paradigm
- future of CSCs and
- “new governance” (Kee and Newcomer)
- New Public Management (NPM)
- administrative reform
- limitations of
- reactions to
- “new public service” (Denhardt and Denhardt)
- New Zealand, adoption of NPM ideas
- nongovernmental organizations. See also nonprofit sector
- bias against operating in public sphere
- defining public enterprise organizations
- nonmarket failure (Wolf)
- nonprofit sector
- challenges of involving in CSC
- comparing leadership in public and nonprofit sectors
- comparing options for delivery of goods and services
- competition and allocation efficiency in
- competitive advantage in meeting some social needs
- competitive advantage of private sector and
- constituent responsiveness and
- CSC roles
- divergent interests in partnerships with government
- legal issues related to collaboration
- loss-of-control problem and
- networks and
- pragmatic rationales for CSC
- private market vs. nonprofit solutions
- reliance on federal funding
- skepticism regarding CSCs
- strategic rationales for CSC
- transformational stewardship (Kee and Newcomer) model
- NPM. See New Public Management (NPM)
- NSV (N Street Village)
- NTDs (Neglected Tropical Disease)
- applying IPSP to
- IPSP strengths and weaknesses and
- nutrition, Global Alliance for Improved Nutrition (GAIN)
O
- Obama, Barrack
- Obama, Michelle
- Obamacare. See Patient Protection and Affordable Care Act (2010)
- OEC (Oregon Environmental Council)
- characteristics and approaches of IPSPs
- role of IPSPs in environmental protection
- OECD (Organization for Co-operation and Development)
- one sector solutions, vs. multisector solutions
- operating environment, partnerships
- operational outcomes, in partnerships
- operational risks
- operations, risk identification
- opportunistic behavior, overcoming challenges to good governance in networks
- opportunity costs, cost-benefit analysis
- orchestration skills, needed for New Public Governance model
- Oregon Environmental Council (OEC)
- characteristics and approaches of IPSPs
- role of IPSPs in environmental protection
- Organization for Co-operation and Development (OECD)
- organizational capacity, assessing
- organizational learning. See also learning, by government
- organizational perspective, in assessing public value
- organizational structures
- complicated nature of government structures
- heterarchical structures. See heterarchical structures
- hierarchical structures. See hierarchical structures
- horizontal relationships compared with traditional hierarchical structures
- impact of ownership structures on employee incentive and behavior
- networks and
- partnerships and
- outcome-based performance, in democratic accountability
- outcomes (deliverables)
- measuring performance of IPSPs
- operational outcomes in partnerships
- strategic objectives of CSC
- outreach networks
- in delivery of services for the homeless
- types of networks
- outsourcing, contracting compared with
- ownership structures, impact on employee incentive and behavior
- ownership theory (property rights theory)
P
- pandemics, challenges facing governments
- partisanship, issues facing U.S. government
- partners in network, securing buy-in
- partnerships. See also public-private partnerships (PPPs)
- accountability in
- applying to public health example
- aspects of
- assessing
- attributes of
- collaboration in
- collaborative contracts compared with
- comparing options for delivery of goods and services
- contextualizing collaborative practices
- costs and benefits of
- evolution of governance and
- expertise in
- government capacity and
- IPSPs compared with
- issues with
- managing divergent interests
- measuring performance
- networks compared with
- operating environment and
- organizational characteristics
- outcomes
- overview of
- policy and delivery options available to public managers
- Port of Miami Tunnel (POMT) example
- pragmatic rationales for CSC
- principal-principal relationships and
- rationales for
- review
- risk allocation in successful
- social and political impact of successful
- state employment training case study
- strengths and weaknesses
- transitioning between public service delivery options
- types of
- Pathways to Health, role of IPSPs in responding to health care crisis
- Patient Protection and Affordable Care Act (2010)
- performance
- criteria for evaluating
- criticisms of bureaucratic model
- evaluating contacting
- evaluating partnerships
- measures
- measuring in IPSPs
- measuring in networks
- measuring in partnerships
- monitoring and evaluation and
- outcome-based
- performance budgeting, emphasis on outcomes in public sector
- performance contracts
- permission, sources of influence for public managers
- Perspectives, outreach network delivering services for homeless
- persuasion, government skills needed for network management
- PFI (Private Finance Initiative), in UK
- philanthropy
- planning and design development stage, for PPPs
- planning programs/projects
- policies
- CSC advancing goals and objectives of public policy
- government skills in setting clear
- in network governance
- politics
- advantages/disadvantages of IPSPs for public managers
- analyzing CSC options
- elements of network governance
- impact of successful partnerships
- risk allocation
- risk identification
- pollution
- outcome-based performance and
- role of IPSPs in environmental protection
- Port of Miami Tunnel (POMT)
- outcome-based performance example
- public-private partnership example
- power
- division between executive, legislative, and judicial branches of government
- “power with” vs. “power over”
- power sharing
- leadership in heterarchical structures and
- partnerships and
- principal-principal relationships and
- PPPs (public-private partnerships). See public-private partnerships (PPPs)
- pragmatic rationales, for CSC
- overview of
- private and nonprofit perspectives
- price vs. quality, tradeoff in contracting
- principal-agent problem
- contracting and
- economic rationales for CSC
- moving to principal-principal relationships
- principal-principal relationships
- moving to
- New Public Governance paradigm and
- private (for-profit) sector
- agency dilemma and
- challenges of involving in CSC
- comparing options for delivery of goods and services
- competition and allocation efficiency in
- CSC roles
- divergent interests in partnerships with government
- legal issues related to collaboration
- level of risk in private/public partnerships
- loss-of-control problem and
- neoliberalism and
- networks and
- pragmatic rationales for CSC
- private market vs. nonprofit solutions
- public-private partnership for infrastructure
- shareholder focus
- skepticism regarding CSCs
- strategic rationales for CSC
- Private Finance Initiative (PFI), in UK
- private ownership, impact of ownership structures on employee incentive and behavior
- privatization
- adoption of NPM ideas and
- efforts to reduce government role
- neoliberalism and
- policy and delivery options available to public managers
- rationales for (Feigenbaum, Henig, and Hamnett)
- of Social Security
- productivity, shared value and
- profit maximization, social responsibility and
- programs/projects
- prohibition, responses to market failure
- property rights theory (ownership theory)
- PSC (public sector comparator)
- psychological safety, interpersonal risk taking and
- public accountability
- controls in
- overview of
- traditional
- public administration
- advantages of bureaucratic model
- disadvantages of bureaucratic model
- future of CSCs and
- historic origins of bureaucratic model
- need for new model for
- network management approach
- new governance and
- New Public Management (NPM) reform movement
- “new public service” (Denhardt and Denhardt)
- reactions to New Public Management (NPM) reform movement
- reforming bureaucratic state
- reframing
- review
- transformational stewardship (Kee and Newcomer)
- twenty-first century orientation
- public agencies, success of bureaucratic model and
- public engagement, skills needed by government staff
- public goods and services
- applying delivery options to public health example
- comparing IPSPs with CSCs
- comparing options for delivery of
- contracting out
- direct government provision
- example of market failure
- IPSPs
- networks
- partnerships
- public service aspect of IPSPs
- selecting amongst delivery options
- transitioning between delivery options
- public health. See also health care
- applying delivery options to
- crisis in health care
- Global Network for Neglected Tropical Disease
- one sector vs. multisector solutions
- public interest considerations, analyzing CSC options
- public managers
- advantages/disadvantages of IPSPs for
- applying goods and service delivery options to public health
- challenges and dilemmas of responsibilities of
- collaborative contracts and
- collaborative role in relationship to private and nonprofit sectors
- comparing options for delivery of goods and services
- creating public value
- heterarchies and hierarchies and
- IPSPs and
- multilateral networks and
- need to understand strengths/weaknesses of CSCs
- networks and
- new choices available to
- option contracting out
- option of direct government provision
- option of IPSPs
- option of networking
- option of partnering
- as public servants
- selecting amongst options for delivery of public goods and services
- sources of influence
- traditional public accountability
- value creation by
- public ownership, impact of ownership structures on employee incentive and behavior
- public policy, CSC advancing goals and objectives of
- public programs, under bureaucratic model of administration
- public sector
- agency dilemma and
- comparing leadership in public and nonprofit sectors
- competition and allocation efficiency in
- CSC roles
- legal issues related to collaboration
- level of risk in private/public partnerships
- networks and
- social programs focused on “median voter”
- strategic rationales for CSC
- transformational stewardship (Kee and Newcomer) model
- public sector comparator (PSC)
- public services
- future of CSCs and
- independent providers. See independent public services providers (IPSPs)
- networks in delivery of
- “new public service” (Denhardt and Denhardt)
- transitioning between public service delivery options
- public tasks/challenges
- case studies
- one sector vs. multisector solutions
- overview of
- political factors
- private market vs. nonprofit solutions
- public value
- creating
- CSCs in creation of
- defining
- future of CSCs and
- role of CSCs in supporting governments and
- Public Values and Public Interest: Counterbalancing Economic Individualism (Bozeman)
- public-private partnerships (PPPs). See also partnerships
- accountability in
- adoption of NPM ideas in UK
- advantages/disadvantages of
- bidding process
- comparing trade-offs in options for delivery of goods and services
- construction and
- Dunford Bridge project in UK
- evolution of governance and
- examples
- external consultants in
- government skills needed for
- improving services offered by public sector
- for infrastructure
- international experience with
- issues in managing
- learning from failures
- monitoring and evaluation and
- networks compared with
- operating environment in infrastructure partnerships
- outcome-based performance example
- planning and design development stage for
- Port of Miami Tunnel (POMT) example
- Private Finance Initiative (in U.K.)
- private market vs. nonprofit solutions
- privatization and
- skills needed by government staff
- stakeholder relationships
- trust and
- United Way of New York City (UWNYC)
- purchasing agreements, examples of traditional contracts
Q
- quality, price vs. quality tradeoff in contracting
- quasi-governmental organizations
- comparing IPSPs with
- emerging structures filling void in government services
- growth of
- U.S. examples
R
- Rainforest Alliance
- autonomy of
- partnership example in delivery of goods and services
- role of IPSPs in environmental protection
- work in forest conservation
- rationales, for CSC
- addressing governance challenges
- agency dilemma and
- competition and
- competitive advantage in meeting some social needs
- economic
- governance and
- hollowed-out government and
- impact of ownership structures on employee incentive and behavior
- loss-of-control problem and
- market failure and
- overview of
- pragmatic examples
- principal-principal relationships and
- private and nonprofit perspectives
- strategic perspectives of private sector
- strategic perspectives of public and nonprofit sectors
- Reagan, Ronald
- Reagan Revolution, decline in support for federal government
- recessions
- reform
- administrative. See administrative reform
- efforts at contract reform
- regulation
- creation of regulatory agencies
- CSR and
- responses to market failure
- relational contracting
- relationships, managing in partnerships
- Report Card of America’s Infrastructure
- request for information (RFI), in contracting
- request for proposal (RFP), in contracting
- resources
- advantages of IPSPs for public managers
- advantages of networks in leveraging
- assessing resources needs
- decrease in resources leading to alternative financing
- government facing lack of
- IPSPs in sharing
- needs and capacity analysis
- rationale for partnerships
- strategic objectives of CSC and
- Rethinking Democratic Accountability (Behn)
- RFI (request for information), in contracting
- RFP (request for proposal), in contracting
- rigidity (formalism), criticisms of bureaucratic model
- risk allocation
- advantages of IPSPs
- analyzing CSC options
- case analysis
- IPSPs and
- managing divergent interests in partnerships
- in successful partnerships
- risk analysis, analyzing CSC options
- risk identification
- risk management
- risk sharing
- roadways. See also transportation infrastructure
- disaster recovery and
- role of IPSPs in transportation infrastructure
- roles
- comparing heterarchies and hierarchies
- critical elements of CSC leadership
- hierarchical and fixed in bureaucratic model
- leading from outside formal roles
- Roman Empire
- contracting in
- partnerships with government
- rule-based governance, vs. discretion
- Russel, Sue
- adapting leadership areas to CSCs
- brief biography of work in public service
- on building trust
- on gaining wider perspective
- on generating support
- on leading outside of formal roles
S
- San Diego County Office of Education (SDCOE)
- advantages of networks in cutting across silos
- example of lead organization network
- measuring network performance and
- SCEIG. See Small Communities Environmental Infrastructure Group (SCEIG)
- SEEDZ (Smart Energy Enterprise Development Zone)
- self-directed quality, of IPSPs
- self-governed networks
- shared networks
- shared value, between businesses and local community
- short-term (one-to-one) partnerships
- Silicon Valley, IPSP addressing collective issues of
- silos
- advantages of networks in cutting across
- information exchange in hierarchical structures and
- Small Communities Environmental Infrastructure Group (SCEIG)
- advantages of networks in cutting across silos
- example of network applied to public health
- example of shared or self-governed network
- “smart buyer” (Kettl), governments as
- Smart Energy Enterprise Development Zone (SEEDZ)
- social (human) services
- contracting and
- expanding role of nonprofits in
- Fairfax county program for
- social enterprise organizations, role in delivery of public goods and services
- social entrepreneurship, advantages of IPSPs for public managers
- social impact, of successful partnerships
- social media
- citizen engagement and
- future of CSCs and
- social problems, scale of some problems creates pragmatic need for collaboration
- social relations
- comparing heterarchies and hierarchies
- government skills needed for network management
- rationale for partnerships
- social responsibility, of private sector. See corporate social responsibility (CSR)
- Social Security System (US)
- as example of success of bureaucratic model
- one sector vs. multisector solutions
- social trust, democratic accountability and
- societal expectations and transformations, factors creating cross-sector imperative
- SOEs (state-owned enterprises)
- spillovers
- risk allocation
- risk identification
- stability, disadvantages of networks
- staff, assigning to CSC tasks
- stakeholders
- analyzing
- building trust and
- CSR and
- multisector aspect of IPSPs
- partnerships and
- public employees serving diverse interests of
- social and political involvement of
- state employment training case study
- accountability
- analyzing in CSCs and
- contracting out and
- IPSPs and
- leadership
- networks and
- overview of
- partnerships and
- state government
- challenges facing
- in definition of public sector
- dynamics of collaboration
- federal government shifting responsibilities to
- foster care and adoption program example
- legal issues related to collaboration
- managed competition
- state-owned enterprises (SOEs)
- statutory procedures, contract transparency and
- stewardship, transformational stewardship (Kee and Newcomer)
- strategic rationales, for CSC
- private sector and
- public and nonprofit sectors and
- structure, of networks
- structures, organizational. See organizational structures
- subsidies, responses to market failure
- support
- critical elements of CSC leadership
- leaders generating
- Supreme Court (U.S.), ruling on limits on government contracting
- sustainability
- Oregon Environmental Council mission
- Rainforest Alliance work in
- role of IPSPs in meeting challenges of
- synthesizing skills, government skills needed for network management
- system thinking
- critical elements of CSC leadership
- leader viewing issues from broad perspective
- learning and
T
- Taft Commission on Economy and Efficiency (1912)
- tasks. See also challenges
- analyzing nature of
- case studies
- one sector vs. multisector solutions
- overview of
- political factors
- private market vs. nonprofit solutions
- teams
- developing dedicated teams for CSC projects
- new governance model and
- television, example of overlap of private and public sectors
- termination
- risk allocation
- risk identification
- timeliness, price vs. timeliness tradeoff in contracting
- total quality movement (Deming)
- tourism, Global Sustainable Tourism Council
- traditional contracts
- transaction costs, rationales for partnerships
- transformational stewardship (Kee and Newcomer)
- transit development case study
- transparency
- advantages of networks
- avoiding fraud and abuses in contracting
- building trust between partners
- IPSPs and
- transportation infrastructure
- DC Capital area Hot Lanes program example
- helping local government implement
- monitoring and evaluation and
- role of IPSPs in
- trust
- among partners
- building
- comparing options for delivery of goods and services
- critical elements of CSC leadership
- democratic accountability and
- in effective collaboration
- government skills needed for network management
- leaders building
- leadership in heterarchical structures and
- levels of
- network management and
- trust but verify concept
- “trusted partners” (Forrer et al.)
- twenty-first century government
U
- uncontrollable risks
- allocation
- identification
- United Kingdom (U.K.)
- adoption of NPM ideas
- Dunford Bridge project
- Neglected Tropical Disease (NTDs)
- Private Finance Initiative (PFI)
- United Nations Millennium Development Goals
- United Way of New York City (UWNYC)
- urban congestion, role of IPSPs in
- U.S. (United States)
- examples of quasi-governmental organizations
- historic origins of bureaucratic model and
- history of contracting in
- history of partnerships with government
- low level of confidence in government
- Supreme Court ruling on limits on government contracting
- US Agency for International Development (USAID), partnerships with governments
- US Coast Guard (USCG)
- Admiral Allen’s roles in
- Deepwater Program
- response to Hurricane Katrina
- US State Department, Global Partnership Initiative
- UWNYC (United Way of New York City)
V
- value
- best value analysis. See best-value analysis
- creating
- public. See public value
- shared value
- value-for-money analysis (VfM)
- analysis of CSCs
- comparing with CBA and CEA analysis
- Florida Department of Transportation example
- types of analytical approaches
- values-based leadership
- vendors, traditional contracts and
- verify, trust but verify concept
- vertical relationships
- in hierarchies
- traditional accountability and
- Veterans Health Administration, example of direct government provision of public health
- vision
- negotiating motivational differences and
- in network governance
W
- Waldo, Dwight
- Weber, Max
- welfare state, opponents of
- work groups, learning by doing
- World Bank
- adoption of NPM ideas
- international experience with PPPs
- partnerships with governments
Y
- Yuma Desert Proving Grounds, public-private partnership
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