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Handbook of Public Administration, 3rd Edition

by Robert K. Christensen, James L. Perry

March 2015

Beginner

840 pages

25h 8m

English

Jossey-Bass

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Title Page
Copyright
Dedication
Foreword
Preface
Intended AudiencesOverview of the Contents
The Editors
The Contributors
Acknowledgments
Part 1: Governing for Collective Action
Chapter 1: Governing in an Age of Transformation
The Changing EnvironmentTransformationFrom the Administrative State to Stateless AdministrationSummary

Chapter 2: The Changing Character of the American Intergovernmental System
Knowledge about Effective PracticeImplicationsSummaryNotes
Chapter 3: Governance in an Era of Partnerships
Clarifying TermsThe Environment and Its Effects on CollaborationsEnvironmental Effects on a Collaboration's Governance Processes and StructuresImplicationsSummary
Chapter 4: Governing in a Global Context
Organizational Responses to GlobalizationPublic Administration in the Age of GlobalizationImplications of Transnational Organization Design for Public Administration and ManagementSummaryNotes
Part 2: Building Infrastructures for Accountability
Chapter 5: Understanding How Public Law Reinforces Administrative Responsibility
Contemporary Challenges and Classic IssuesClassic Conceptions and Contemporary GovernancePublic Law Responsibility in Different Forms in Today's ContextLaw's Meaning at Two Critically Important Levels: Effective Practice and LegitimacySummaryNote
Chapter 6: Advancing Good Government through Fighting Corruption
Definition, Forms, and Consequences of CorruptionTheories of CorruptionEmpirical Evidence on CorruptionStrategies for Reducing CorruptionSummary
Chapter 7: Using Transparency to Reinforce Responsibility and Responsiveness
Knowledge about Effective PracticeResearch Findings and Evidence about Effective PracticeJudgments about Effective Practice Grounded in Administrative ExperienceImplicationsSummary
Chapter 8: Using Public Participation to Enhance Citizen Voice and Promote Accountability
Understanding AccountabilityUnderstanding Public ParticipationSummary
Part 3: Implementing Policy Using Tools of Collective Action
Chapter 9: Developing Effective Relations with Legislatures
The Context of Legislative Liaison WorkStructural and Procedural Elements of Managing Legislative RelationsStrategic and Tactical Elements of Managing Legislative Initiatives: No SurprisesSummary
Chapter 10: Designing Effective Programs
Components of Public Policy and Effective Program DesignPolicy Programs and Policy Design: A Short HistoryPrinciples for Designing Programs: Policy-Program Linkages (I)Principles for Designing Programs: Program-Measure Linkages (II)Summary
Chapter 11: Using Grants to Achieve Public Purposes
Scope and Mechanisms of the Grant-in-Aid SystemThe Politics of Grant DistributionManaging Federal Grants-in-AidSummaryNotes
Chapter 12: Contracting in Pursuit of Public Purposes
FundamentalsOutlookConclusionSummary
Chapter 13: Coproducing Public Services with Service Users, Communities, and the Third Sector
What We Know about Effective Practice in CoproductionImplicationsSummary
Chapter 14: Advancing Public Good through Entrepreneurship
Knowledge about Effective PracticeResearch FindingsImplicationsSummary
Part 4: Managing for Public Performance
Chapter 15: Leading Public Organizations Strategically
Knowledge about Effective Strategy Content PracticesResearch FindingsImplicationsSummary
Chapter 16: Managing Effective Collaborations
Collaborative Public ManagementManaging AwarenessManaging BoundariesManaging ConstraintsManaging DeliberationsManaging External ConstituenciesSummary
Chapter 17: Tracking the Quality of Services
The Brief History and Limitations of Service Quality MeasurementNeed for Multiple Types of Performance IndicatorsSources of Data and Data Collection ProceduresImproving the Usefulness of Performance Measurement SystemsUses for Service Quality InformationProblems in Performance MeasurementRole of Ad Hoc Program EvaluationsSummaryNotes
Chapter 18: Evaluating the Performance of Public Programs
Context for Evaluation of Government PerformanceEvaluation Practice in the Twentieth-First CenturyUsing Evaluation to Improve PerformanceSummary
Chapter 19: Motivating Employees Using Public Service
Theories and Evidence about Public Service MotivationResearch Findings and EvidenceImplications and Application: Harnessing the Power of Public Service MotivationSummaryNote
Chapter 20: Realizing the Promise of Diversity
Defining and Understanding Organizational DiversityFrameworks for Understanding Organizational Diversity and Work OutcomesStrategies for Managing Organizational DiversityEvolving Research on Diversity and InclusionFuture Directions for Research and PracticeSummary
Chapter 21: Understanding and Overcoming Resistance to Organizational Change
Resistance to ChangeSources of Resistance to ChangeOvercoming Resistance to ChangeSummary
Part 5: Developing Effective Administrative Systems
Chapter 22: Performance Budgeting: Lessons from Worldwide Diverse Practices
Performance Budgeting Practices around the WorldInstitutional and Organizational Constraints on Performance Budgeting PracticesImplications for Performance Budgeting Design and PracticesSummary
Chapter 23: Designing and Administering Revenue Systems
Government RevenuesReliable Revenue SystemsPatterns and Trends of Revenue SystemsEvaluation Criteria of Revenue SystemsRecent Research and Empirical Evidence about the CriteriaRevenue System AdministrationImproving Current SystemsSummaryNotes
Chapter 24: Managing E-Government
Advances in Theories and E-Government StudiesAdvances in E-Government PracticeMoving toward E-Governance for Open, Collaborative, and Integrative GovernmentCritical Success Factors for the Management of E-GovernmentSummaryNotes
Chapter 25: Designing Social Media Strategies and Policies
Distinguishing Types of Social Media ToolsCurrent Social Media Practices in the Public SectorDesigning a Social Media Strategy and PolicyManagerial Challenges for Implementing Social Media in the Public SectorSummary
Chapter 26: Compensating Public Sector Employees
The Unique Context of Public Sector CompensationThe Case of the US Federal GovernmentChallenges for Practice and ResearchPractical Guidance for Public Managers and PolicymakersSummary
Part 6: Sharpening the Public Administrator's Skill Set
Chapter 27: Enacting Collective Leadership in a Shared-Power World
Collective Leadership and Democratic Governance: What We KnowEnacting Collective Leadership: What Research Tells UsEnacting Collective Leadership inside OrganizationsEnacting Collective Leadership in Complex, Shared-Power EnvironmentsEnacting Collective Leadership in Large Collaborative NetworksImplications: Convergences and Cornerstones of Collective LeadershipSummary
Chapter 28: Negotiating for the Public Good
What to Negotiate: Problems and ContextWhen to Negotiate and When Not ToWhy Negotiate: Empirical Evidence on PracticeHow to Negotiate: Tools and Skills to Prepare for and Initiate NegotiationPrincipled or Interest-Based Negotiation and Positional or Hard BargainingHow Not to Negotiate and How to Recognize Hard BargainingSummary
Chapter 29: Becoming and Being an Effective Collaborator
Knowledge about Effective PracticeCommon Themes in the LiteratureImplications for Applying This Knowledge to Public Administration PracticeSummary
Chapter 30: Communicating Effectively
Applying Knowledge about Effective Communication PracticeImplications and Lessons from Hard Knocks ExperienceSummary
Chapter 31: Developing Intrapersonal Skills
Intrapersonal and Interpersonal SkillsDeveloping Intrapersonal SkillsPractical Advice for Developing Intrapersonal SkillsSummary
Part 7: Professionalizing Public Administration Practice
Chapter 32: Embracing Ethical Principles for Public Action
Reexamining the Historical Meaning of Public ServiceHow Best to Guard the Guardians?Emerging Opportunities to Embrace Ethical Principles in Public Action: A View from BelowOut of Darkness and into the Light: Implications for Consistent Ethical ActionsConclusionSummary
Chapter 33: Understanding the Obligations of Codes of Ethics
Codes of Ethics as Markers of Public Administration Professional IdentityMeasuring the Effectiveness of Codes of Ethics in Public AdministrationAssessing the Effective Implementation of Codes of Ethics in Public AdministrationComparative Analysis of Codes of Ethics Implementation EffortsSummaryNotes
Chapter 34: Understanding Your Liability as a Public Administrator
Knowledge about Effective PracticeImplicationsSummaryNote
Chapter 35: Effective Governance, Effective Administrators
What Distinguishes Effective Governance?What Makes an Effective Public Administrator?Public Administration as a Profession
Reference
Reference
Index
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Content preview from Handbook of Public Administration, 3rd Edition

Chapter 13Coproducing Public Services with Service Users, Communities, and the Third Sector

Tony Bovaird and Elke Loeffler

Around the world, public managers and policy makers are turning to coproduction of public services with citizens and communities. This chapter sets out why coproduction matters in public services and public policy, its benefits compared to traditional service planning and delivery, its current extent and potential in different public services, the mechanisms that can be used to promote it, and its implications for the public sector and civic society.

Coproduction is not a new concept. It was the subject of intense interest in the late 1970s and early 1980s in the United States, sparked by a group of scholars working with ...

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Handbook of Public Administration, 3rd Edition

by Robert K. Christensen, James L. Perry

Chapter 13Coproducing Public Services with Service Users, Communities, and the Third Sector

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