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© Jack Wayne Meek 2021
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Library of Congress Control Number: 2020950936
This book is available electronically in the
Political Science and Public Policy subject collection
http://dx.doi.org/10.4337/9781789901917

vii Contents List of figures x List of tables xii List of boxes xiv List of contributors xv Preface xxvi Acknowledgments xxix Introduction: collaborative public management as an emergent field 1 Jack Wayne Meek PART I PRACTICES AND PATTERNS OF COLLABORATIVE PUBLIC MANAGEMENT 1 Collaboration: what does it really mean? 17 Margaret Stout and Robyn Keast 2 The collaborative governance networks literature: a comprehensive and systematic review 36 Göktuğ Morçöl, Eunsil Yoo, Shahinshah Faisal Azim, and Aravind Menon 3 Negotiation within collaborative networks 50 Elise Boruvka and Lisa Blomgren Amsler 4 Mapping the communities of practice of public administrators 67 Christopher Koliba 5 The generation and selection of diversity in collaborative processes: an evolutionary view 85 Lasse Gerrits and Robin Chang 6 The complexity of integrating sustainability with transportation asset management processes: governance of intergovernmental decision-making on prioritizing transportation infrastructure projects 99 Asim Zia and Christopher Koliba PART II ARENAS OF COLLABORATIVE PUBLIC MANAGEMENT 7 Hybridity and the search for the right mix in governing PPP collaboration 113 Erik Hans Klijn, Joop Koppenjan, and Rianne Warsen 8 Collaborative governance of freshwater 129 Elizabeth Eppel and Jackie Dingfelder viii Handbook of collaborative public management 9 Collaborative emergency management: effectiveness of emergency management networks 146 Jenna Tyler and Naim Kapucu 10 A ‘Key Actors Governance Framework’ (KAGF) for nature-based solutions to societal challenges 164 Siobhan McQuaid, Mary Lee Rhodes, and Aitziber Egusquiza Ortega 11 Local governments and shared services: insights on institutional mechanisms, partners, and purpose 179 Jun Li, José Sánchez, Jered B. Carr, and Michael D. Siciliano 12 Who will risk interlocal collaboration? 196 Evan Walter and Kurt Thurmaier 13 Collaboration in public budgeting 213 Marcia L. Godwin 14 Democratizing network governance: the role of citizen input 228 Sofia Prysmakova-Rivera 15 From collaborative responsiveness to collaborative empowerment 241 Thomas Andrew Bryer PART III THE LIMITS OF COLLABORATIVE PUBLIC MANAGEMENT 16 Tribal sovereignty and the limits and potential of inter-governmental collaboration 253 Kathy Quick 17 Functional collective action dilemma and collaborative management 268 Heewon Lee 18 Collaborative governance of SDGs: a welfare economics view 282 Frank Naert 19 Limitations of collaborative public management in American fiscal federalism 299 Soomi Lee PART IV ADVANCING COLLABORATIVE PUBLIC MANAGEMENT PERFORMANCE 20 Improving the use of science in collaborative governance 313 Tomas M. Koontz and Craig W. Thomas 21 Collaborating in high-reliability settings 331 Olivier Berthod and Jörg Sydow Contents ix 22 Fostering sustainable community outcomes through policy networks: a dynamic performance governance approach 349 Carmine Bianchi 23 Continuous improvement (CI) in collaborative management 373 Robert Agranoff 24 Implementation in collaboration governance 402 Tina Nabatchi and Kirk Emerson 25 The social embedding of generic governance instruments 421 Christopher Ansell, Eva Sørensen, and Jacob Torfing 26 Collaborative governance under stress: limits, failure, renewal 441 Louise K. Comfort Epilogue: the significance of collaborative public management 458 Jack Wayne Meek Index 462 x Figures I.1 Contributing areas of study in collaborative public management 5 I.2 Questions of research interest in collaborative public management 6 1.1 Arc of working together 21 1.2 The transformational advantage of collaboration 28 2.1 Number of publications per year (1977‒2018) 40 5.1 The number of actors (cumulative) involved over time in the process relates to the increased substantive diversity and the increased consensus in the Gotthard case 91 5.2 The number of actors (cumulative) involved over time in the process relates to the increased substantive diversity and the increased consensus in the Bremen case 94 6.1 State project prioritization 103 7.1 Four profiles on governing PPPs 123 8.1 Institutions and action areas involved in water management in New Zealand 131 9.1 Framework for evaluating the effectiveness of emergency management networks 152 10.1 Schematic representation of the three main types of NBS 167 10.2 Key Actors Governance Framework (KAGF) mapping public sector governance models and environmental governance models 171 11.1 Range of institutional forms that may be used to support collaborations on local public services 182 17.1 ICA integration mechanisms 270 18.1 SDGs in welfare economics 286 19.1 Percentage of tax base entered to the regional pool, 1975‒2018 306 19.2 Relationship between median household income and percentage received from the region-wide revenue pool under the Fiscal Disparities Program 307 20.1 Conceptual framework for civil servants’ use of science 318 Figures xi 20.2 Conceptual framework for collaborative partnership members’ use of science 321 21.1 Types of network types of response for multi-actor systems or network governance 336 22.1 Basic structure of the Dynamic Performance Management chart 354 22.2 A balanced view of performance management and governance 356 22.3 Pursuing sustainable community outcomes through Dynamic Performance Management and Governance supporting policy design and implementation in policy networks: an “outside-in” view 358 22.4 Different governance modes and leverage points 360 22.5 A Dynamic Performance Governance chart mapping active citizenship and community development collaborative policies 363 22.6 Final and intermediate outcome levels associated with two sequential community building policy configurations 365 22.7 A Dynamic Performance Governance chart mapping Puerto Madero brownfield renovation processes 367 24.1 Integrative framework for collaborative governance 407 25.1 Different modes of social embedding of governance instruments 428 25.2 A social-relational approach to community structure 433 25.3 Group versus network dominance 434 xii Tables 1.1 Differentiating collaboration 29 2.1 Most popular areas and fields of study (1977‒2018) 42 2.2 Top journals and change over time 43 2.3 Top countries in the study of collaborative governance networks 44 2.4 Publications that used theory 45 2.5 Theory use by country (top countries only) 45 2.6 Most frequently used theories/conceptualizations 46 2.7 Methods used and changes over time 46 4.1 Characteristics of a community of practice 71 4.2 The communities of practice of a staff assistant to the State Defender General 75 4.3 Communities of practice of health advocacy consultant with State Agency of Health and Human Services 77 6.1 CCMPO prioritization scores: descriptive statistics for roadway projects 105 6.2 CCMPO prioritization scores: descriptive statistics for transport operation projects 106 6.3 VTrans scores for roadway projects from 2007 to 2010: descriptive statistics 107 6.4 VTrans scores for traffic ops projects from 2007 to 2010: descriptive statistics 107 6.5 Predicting the likelihood of VTrans selection with a logistic regression model: dependent variable is VTrans selection 108 6.6 Predicting VTrans prioritization from 2007 to 2010 pooled data with CCMPO criteria: dependent variable is Ln(VTRANS_EV) 109 7.1 A typology of forms of public–private relationships 115 8.1 Collaborative network governance of integrated water management 141 9.1 Questions for emergency management network effectiveness 158 11.1 Total 28E agreements filed in ten service categories between 1993 and 2017 (N=10590) 181 Tables xiii 11.2 Institutional forms used by agreement in each service category (N=500) 184 11.3 Participants in 28E agreements by service category (N=974) 186 11.4 Partner groupings in each service category (N=433) 187 11.5 Institutional forms used by each partner group (N=433) 188 11.6 Number of stated objectives by service category (N=500) 190 11.7 Objectives explicitly articulated in agreement by service category 190 11.8 Objectives explicitly articulated in agreement by institutional form 191 12.1 City manager decisions for ILA or PVC based on positive and negative framing 206 12.2 Service decision by location 206 12.3 Service decision by employment size of municipality 208 12.4 Service decision by population 209 13.1 Public participation in budgeting typology 214 18.1 17 SDGs in terms of their relation to equity issues and to market failures 294 18.2 Provision mode of transnational SDGs 295 19.1 Transaction costs and competition as determining factors of inter-local collaboration 302 21.1 Two kinds of high-reliability networks 338 24.1 Typology of collaborative governance regimes 412 24.2 Implementation challenges for different CGR types 416 xiv Boxes 12.1 Scenario versions for administrative services 202 12.2 Business process and investment instrument risk scenarios (emphasis added) 202 12.3 Dependent variables with framing effects 204 23.1 The range of collaborative contacts: actions and structures 374 23.2 What works cities 379 23.3 Eight collaborative management improvement support functions 393 23.4 Building into continuous performance management/improvement 394

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