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\"A comprehensive guide to public sector collaboration with private and nonprofit organizations for better service deliveryGoverning Cross-Sector Collaboration tackles the issues inherent in partnerships with nongovernmental actors for public service delivery, highlighting the choices available and the accompanying challenges and opportunities that arise. Based on research, interviews with public, private and nonprofit sector leaders, and considerable analysis of organizations involved in public-private-nonprofit collaborations, the book provides insight into cross-sector collaboration at the global, federal, state, and local levels. Through an examination of the primary modes of cross-sector collaboration, including collaborative contracting, partnerships, networks, and independent public services providers, the book presents a clear case for how public managers can assess the trade-offs and use these options to improve public service delivery. Nonprofit organizations, businesses, and third-party contractors are increasingly partnering with government to deliver public services. Recognizing the types of collaborative approaches, and their potential to solve public policy problems is quickly becoming a major task for public managers, with new methods and techniques constantly emerging. Governing Cross-Sector Collaboration provides specific examples and a framework for public managers to make strategic choices about how to engage private and nonprofit actors in delivering public goods and services while ensuring the public interest. The book provides effective methods for choosing, designing, governing, and evaluating networks, partnerships, and independent public-services providers, with in-depth discussion encompassing: Analysis and engagement of cross-sector organizations Fostering democratic accountability in the public interest Collaborative approaches (including contracts, networks and partnerships) and the issues associated with each type of arrangement Leadership and organizational learning in cross-sector collaboration Included case studies illustrate effective application of the concepts and methods described, providing both practicing public and nonprofit managers and public policy/administration students with insight into these emerging strategic alliances. The first comprehensive guide to public governance collaborations, Governing Cross-Sector Collaboration is an important and timely contribution to the field of public management\"-- Provided by publisher.

Public-private partnerships (PPPs) are growing in popularity as a governing model for delivery of public goods and services. PPPs have existed since the Roman Empire, but their expansion into traditional public projects today raises serious questions about public accountability. This article examines public accountability and its application to government and private firms involved in PPPs. An analytical framework is proposed for assessing the extent to which PPPs provide (or will provide) goods and services consistent with public sector goals of effectiveness, efficiency, and equity. Six dimensions—risk, costs and benefits, political and social impacts, expertise, collaboration, and performance measurement—are incorporated into a model that assists public managers in improving partnerships' public accountability.

A comprehensive guide to public sector collaboration with private and nonprofit organizations for better service delivery Governing Cross-Sector Collaboration tackles the issues inherent in partnerships with nongovernmental actors for public service delivery, highlighting the choices available and the accompanying challenges and opportunities that arise. Based on research, interviews with public, private and nonprofit sector leaders, and considerable analysis of organizations involved in public-private-nonprofit collaborations, the book provides insight into cross-sector collaboration at the global, federal, state, and local levels. Through an examination of the primary modes of cross-sector collaboration, including collaborative contracting, partnerships, networks, and independent public services providers, the book presents a clear case for how public managers can assess the trade-offs and use these options to improve public service delivery. Nonprofit organizations, businesses, and third-party contractors are increasingly partnering with government to deliver public services. Recognizing the types of collaborative approaches, and their potential to solve public policy problems is quickly becoming a major task for public managers, with new methods and techniques constantly emerging. Governing Cross-Sector Collaboration provides specific examples and a framework for public managers to make strategic choices about how to engage private and nonprofit actors in delivering public goods and services while ensuring the public interest. The book provides effective methods for choosing, designing, governing, and evaluating networks, partnerships, and independent public-services providers, with in-depth discussion encompassing: * Analysis and engagement of cross-sector organizations * Fostering democratic accountability in the public interest * Collaborative approaches (including contracts, networks and partnerships) and the issues associated with each type of arrangement * Leadership and organizational learning in cross-sector collaboration Included case studies illustrate effective application of the concepts and methods described, providing both practicing public and nonprofit managers and public policy/administration students with insight into these emerging strategic alliances. The first comprehensive guide to public governance collaborations, Governing Cross-Sector Collaboration is an important and timely contribution to the field of public management.

Cross-sector collaboration (CSC) is becoming a more familiar fixture on the governance landscape. Alliances involving government, business, and non-profit organizations are now addressing issues that were once viewed as the prerogative of government. Public managers engage business and nonprofits in CSCs for several reasons. Many governments are facing a budget crunch at the same time that the cost of and demand for public services is on the rise. CSC can be one way to bring additional resources to communities and areas of need. In addition, many of today's complex problems -- childhood obesity, for example -- require responses from multiple and interconnected sectors and perspectives. CSCs come in all shapes and sizes and have adapted to the specific conditions found in local communities or state and federal governments. Public managers must choose the nature of their involvement in CSCs carefully. Adapted from the source document.

Federalist No. 23 offers a strong case for national power and the need to grant \"means proportional to the end\" to the new government. This essay argues that the founders could not have anticipated the breadth of today's national agenda and offers a framework for designing a more strategic and effective public enterprise.

Both cost‐benefit analysis (CBA) and cost‐effectiveness analysis (CEA) are useful tools for program evaluation. Cost‐effectiveness analysis is a technique that relates the costs of a program to its key outcomes or benefits. Cost benefit analysis takes that process one step further, attempting to compare costs with the dollar value of all (or most) of a program's many benefits. This chapter provides an overview of both types of analyses, highlighting the inherent challenges in estimating and calculating program costs and benefits. The discussion is organized around practical steps that are common to both tools, highlighting differences as they arise. A simple description of each approach is presented. The focus is on social (or economic) cost‐benefit and cost effectiveness analyses, rather than financial analyses. The chapter illustrates the ten‐step process of the evaluation of a program aimed to reduce the incidence of early high school dropouts, aimed at at‐risk students.

Globalization, devolution, outsourcing, multi-sector partnerships and networks, and a host of other social transformations are creating new challenges for schools of public administration and policy. These changes in the field demand greater focus on the inter-sectoral delivery of public goods and services, on globalization, and on the leadership of networks, but the core curricula in graduate public administration and policy programs have not yet changed enough to meet those demands. Until the curricula in these programs reflect the new realities of public management and the challenge of public accountability, graduates of these programs may not be fully able to meet the challenges facing today's public leaders.

An explanation of the ebb and flow of power and responsibility in the US federal system is presented by focusing on periods of crisis and anticrisis. During times of crisis, governmental activities become increasingly centered in Washington while states and localities are less active. During peacetime, the opposite is true. During times of national crisis, governmental activities become increasingly centered in Washington DC where major initiatives emerge, while states and localities are less active. During time of anticrisis, the opposite tendencies and trends take hold, generating considerably more activity in states and localities than in Washington DC. Students of the American federal system place more emphasis on the role of crisis and anticrisis as the primary forces shaping the 4 broad trends that have redefined the contours of contemporary fiscal federalism: 1. the explosive growth of the federal government's general revenue as a share of GNP during World War II and the steady erosion of its general revenue position since that war, 2. the federal government's growing addiction to deficit financing, 3. the growth of state and local governemnts' general revenue as a share of the GNP, and 4. the continuing ability of the federal government to finance its growing social insurance responsibilities in both war and peace.

Analysis of the various Medicaid proposals in the 104th Congress reveal different notions about the proper balance of power and responsibilities between the federal government and the states. These differences made it difficult to find a compromise, especially because they were unstated. To clarify these differences, this article compares the legislative proposals on two dimensions: (1) the overall structure of the federal-state relationship; and (2) the division of the major categories of functions between different levels of government. This framework can be used to analyze other legislative proposals in order to facilitate compromise.