Do Political Similarities Facilitate Interlocal Collaboration?

This research examines the extent to which political similarities—that is, homophily between political actors at the local level—affect patterns of interorganizational collaboration in an emergency response situation. While the field of emergency management has focused on implementation‐oriented arrangements among key stakeholders, few studies have systemically investigated the creation and development of interorganizational collaborations led by political actors, especially following catastrophic events. The analysis reveals that a dyadic tie with political homophily boosts local responders’ ties with other agencies during emergencies. Findings indicate that political solidarity, formulated by chief elected officials of municipalities and council members, can broaden the scope of interorganizational collaboration by mitigating institutional collective action problems at the local level. This research presents a critical recommendation for emergency managers that interlocal collaboration for timely response to a disaster is attributable to political similarities that facilitate frequent interlocal interactions through formal and/or informal agreements.     

Interorganizational Collaborations for Humanitarian Aid: An Analysis of Partnership,Community, and Single Organization Outcomes

Abstract

This article explores collaborative activities across organizational and sectoral boundaries. Interorganizational collaborations are an increasingly common setup to address societal needs; however, current research lacks insights into such collaborations and their outcomes. This study contributes to the existing literature by assessing empirically perceptions of interorganizational collaboration outcomes, considering different dimensions that should be measured when planning and performing tasks of social interest. The article is set in the context of disaster relief, where actors from different humanitarian relief organizations within the public and nonprofit sector engage in collaborative activities. I describe how interorganizational collaborations create outcomes for (1) the partnership structure that is established, (2) single organizational members involved in the collaborative activity, and (3) the community targeted by the interorganizational operation.     

Antecedents or Processes? Determinants of Perceived Effectiveness of Interorganizational Collaborations for Public Service Delivery

ABSTRACT

This article introduces a framework of antecedents, processes, and perceived outcomes to evaluate interorganizational collaborations for children and family service delivery in Los Angeles County, California. The results showed that resource acquisitions, organizational legitimacy, partner characteristics, and supply-side preconditions for collaboration could affect perceived collaboration outcomes. The effects of most of antecedents on perceived outcomes were, however, mediated by collaborative processes and perceived effectiveness of collaborative ventures were mainly premised on the existence of processes for leveraging resources and building trust between partners.     

Jump-Starting Collaboration: The ABCD Initiative and the Provision of Child Development Services through Medicaid and Collaborators

Many policy problems require governmental leaders to forge vast networks beyond their own hierarchical institutions. This essay explores the challenges of implementation in a networked institutional setting and incentives to induce coordination between agencies and promote quality implementation. It describes the national evaluation of the Assuring Better Child Health and Development program, a state-based program intended to increase and enhance the delivery of child development services for low-income children through the health care sector, using Medicaid as its primary vehicle. Using qualitative evaluation methods, the authors found that all states implemented programs that addressed their stated goals and made changes in Medicaid policies, regulations, or reimbursement mechanisms. The program catalyzed interagency cooperation and coordination. The authors conclude that even a modest level of external support and technical assistance can stimulate significant programmatic change and interorganizational linkages within public agencies to enhance provision of child development services.     

The Dynamics of an Interorganizational Emergency Management Network: Interdependent and Independent Risk Hypotheses

The purpose of this research is to uncover the dynamic structure of an interorganizational emergency management network after a disaster. This research tests two hypothesized network structures: interdependent risk and independent risk. While the former illustrates the importance of trust and information redundancy in coordinating and aligning emergency preparedness and response, the latter captures the tendency for local actors to seek dominant partners to bridge crucial information across the region. A stochastic actor‐based model with a forward selection strategy is used to analyze the structural effects of endogenous networks and the effects of exogenous community attributes on interorganizational ties. Based on the data sets collected before and after the 2012 typhoons in South Korea, the results support the interdependent risk hypothesis, suggesting that an interorganizational network structure tends to evolve into the notion of shared collaboration risk.     

Developing Practice‐Oriented Theory on Collaboration: A Paradox Lens

Collaboration is present throughout public administration as a means to address social issues that sit in the interorganizational domain. Yet research carried out over the last three decades has concluded that collaborations are complex, slow to produce outputs, and by no means guaranteed to deliver synergies and advantage. This article explores whether a “paradox lens” can aid the development of practice‐oriented theory to help those who govern, lead, and manage collaborations in practice. It draws on a long‐standing research program on collaboration and a synthesis of relevant literature on paradox and collaboration. The article develops five propositions on the application of a paradox lens that explicitly recognizes the context of collaboration as inherently paradoxical; acknowledges the limitations of mainstream theory in capturing adequately the complex nature of and tensions embedded in collaborative contexts; and uses the principles of paradox to develop practice‐oriented theory on governing, leading, and managing collaborations.     

Board Diversity,Stakeholder Representation,and Collaborative Performance in Community Mediation Centers

Does board diversity or representativeness influence organizational performance? Though it is understudied in both the public and the nonprofit sectors, learning more about this critical subject can enhance organizational performance within highly collaborative settings. Community mediation centers, which rely on multiple public and private resources to meet their programmatic objectives, provide excellent case studies for analyzing the impact of different kinds of interorganizational linkages on organizational performance. A multitheoretic view incorporating agency, resource dependence, and stakeholder perspectives is employed through a national sample and a two‐stage analysis using a logic model to test the cumulative impact of board characteristics and interorganizational relationships on organizational outcomes. Organizations’ collaborative capacity depends on several kinds of boundary‐spanning activities, including network ties, revenue sources, and the number of stakeholder groups represented on the board.     

What Do We Know and Need to Know about the Environmental Outcomes of Collaborative Management?

Many tout the benefits of collaborative environmental management as an alternative to centralized planning and command and control regulation, but the excitement over collaborative processes has not been matched by evidence that these processes actually improve the environment. The most crucial question in collaborative environmental management remains unanswered and often unasked: To what extent does collaboration lead to improved environmental outcomes? We know much about why collaboration is occurring and how collaborative processes and outputs vary. The primary goal of future research on collaborative environmental management should be to demonstrate whether collaboration improves environmental conditions more than traditional processes and newer market-based processes. Collaboration is not a panacea; it is a choice that policy makers and public managers should make based on evidence about expected outcomes.     

Family Unification Program: Housing Services for Homeless Child Welfare–Involved Families

The Family Unification Program—a U.S. Department of Housing and Urban Development initiative to facilitate interagency collaboration between the child welfare and public housing service systems—aims to stabilize families at risk for parent–child separation by addressing housing needs. Findings from a randomized controlled trial suggest that families referred to the program experienced lower risk for homelessness and out-of-home placement compared with child welfare services as usual. The findings suggest that housing services offer an effective alternative to foster care.     

What Have We Learned since September 11, 2001? A Network Study of the Boston Marathon Bombings Response

In light of recent disasters, it is evident that more research is needed to understand how organizations can effectively coordinate disaster preparedness, mitigation, response, and recovery efforts. This research assesses the effectiveness of interorganizational coordination and collaboration in response to the Boston Marathon bombings. After reviewing the major changes in federal emergency management policies and frameworks since September 11, 2001, this article applies a social network analysis to compare the disaster response networks embodied in formal disaster preparedness plans with the actual response networks. Data come from content analyses of the Boston Emergency Operations Plan, national and local newspaper articles, after‐action reports, and situation reports. The timely response to the bombings is attributable to long‐term institutionalized planning efforts; multiple platforms established for frequent interorganizational interactions through formal plans, training, and exercises prior to disasters; and an integrated communication system.     

Measuring Accountability for Results in Interagency Collaboratives

This article examines the intersection of two types of innovations that are increasingly common in public administration—accountability for results and interagency collaboration. Recent scholarship suggests four approaches that collaborators can use to increase their accountability for results. The article proposes measures of these four approaches to assess a collaborative's capacity for accountability, and uses them to compare the accountability of human services collaboratives in 10 states. The findings indicate that collaboratives tend to use the four approaches together with one another. In combination, the various approaches may help collaborators manage their stake holders' expectations about their actions and accomplishments. Further research is needed to determine whether a collaborative's capacity for accountability for results actually correlates with improvements in outcomes.     

When Do Regression‐Adjusted Performance Measures Track Longer‐Term Program Impacts? A Case Study for Job Corps

The use of performance management systems has increased since the Government Performance and Results Act of 1993. While these systems share the goal of trying to improve service delivery and participant outcomes, they do not necessarily provide information on the causal (value‐added) effects of a program, which requires a rigorous impact evaluation. One approach for potentially improving the association between program performance measures and impacts is to adjust performance measures for differences across performance units in participant characteristics and local economic conditions. This article develops a statistical model that describes the conditions under which regression adjustment improves the performance–impact correlation. We then use the model to examine the performance–impact association using extensive data from a large‐scale random assignment evaluation of Job Corps, the nation's largest training program for disadvantaged youths. We find that while regression adjustment changes the Job Corps center performance measures, the adjusted performance measures are not correlated with the impact estimates. The main reasons are the weak associations between the unadjusted Job Corps performance measures and participants’ longer‐term outcomes as measured by the evaluation, as well as the likely presence of unobserved factors across centers that are correlated with outcomes.     

Joined‐Up for What? Response to Carey and Harris on Adaptive Collaboration

Carey and Harris present the concept of adaptive management as a practice for supporting effective collaboration, suggesting that performance information be used to modify actions. They observe that end‐outcome performance information is less useful because of long delays between actions and effects, and recommend instead that the performance information should concern the collaborative process itself. The New Zealand government has followed a similar path to the Australian journey described by Carey and Harris. First, New Zealand tried using end outcomes to drive collaboration. Then, New Zealand tried using process measures, but found that the resulting collaboration lacked purpose and urgency. More recently, New Zealand has found great success in using intermediate‐outcome measures to drive adaptive collaboration: measures with intrinsic value, but short delay between action and effect. We echo Carey and Harris’ call for adaptive collaboration, but write to suggest that intermediate outcomes, rather than process measures, may drive more purposive management.     

Reorganizing for National Security and Homeland Security

This article considers the post–September 11 challenges faced by the U.S. national security machinery and analyzes the relationship between the new threat environment, the United States's role in the world, and decision–making structure. Homeland security is defined as a subset of national security. The threat of foreign terrorist organizations acting on U.S. soil should be seen in the political context of the pursuit of U.S. national interests in an often anarchic world. Two models for homeland security organizational structures are considered: a departmental model and an interagency model. The interagency model, embodied in the Homeland Security Council, is a better fit given the nature of the threat, the crucial need for coordination, and the realities of governmental decision making. The organizational challenges that may complicate the government's preparations, decisions, and implementation of a major homeland defense mission stem from three rivalries: executive–legislative, cabinet–staff, and Homeland Security Council–National Security Council.     

Welfare reform and paternity establishment: A social experiment

From March 1988 through September 1989, a demonstration study was conducted in Cuyahoga County, Ohio, on procedures for expediting paternity establishment. The issue of paternity establishment is central to current concerns about child support. In the 1988 Family Support Act, for example, administrative reforms to expedite paternity establishment are prominently featured. The results of the Cuyahoga demonstration provide early evidence of the likely impact of the 1988 reforms. At the implementation stage, the demonstration points up the complex interorganizational dependencies that are likely to limit the impact of mandated performance standards and associated sanctions directed at state and local child support agencies. As to the impact on paternity establishment outcomes, interventions directed at expediting administrative processes are likely to have a positive effect. However, the results of the demonstration indicate that noncooperative behavior among a significant portion of the client population is likely to seriously limit the effectiveness of expedited processes.     

Children in poverty: A committee prepares for an informed debate

By gathering and disseminating information, members of the Committee on Ways and Means, and committee staff under their supervision, have played an important role in informing the debate on poverty issues during the 1980s. In the face of President Reagan's 1981 budget program, which reduced spending in the major antipoverty programs, committee members targeted substantial resources to an ongoing, albeit ad hoc, education process. The process has not only provided evidence of the adverse impact of the 1981 reductions on the poor, but has also made new contributions to the understanding of poverty. Although many other factors have contributed to outcomes in poverty policy during the 1980s, it is clear that this education process played an important role in the successes achieved thus far; partial reversal of the 1981 reductions has been achieved, tax changes have been implemented which help low-income families, and a welfare reform bill has been enacted.     

Ethnic Diversity and Organizational Performance: Assessing Diversity Effects at the Managerial and Street Levels

ABSTRACT

As the public sector workforce becomes more ethnically diverse and as government agencies make attempts to manage that diversity, the importance of understanding how diversity affects workplace interactions and work-related outcomes increases. Little public-sector research has examined the impact of diversity on performance outcomes. This article seeks to fill this gap by studying the effects of the ethnic diversity of managers and street level public officials on work-related outcomes. We use basic in-group/out-group theories from psychology to formulate research questions relating diversity and performance, along with empirical research on the effects of diversity on work-related outcomes. We then use data from schools to test the relationship between ethnic diversity and organizational performance, identifying different impacts for managerial diversity and diversity among teachers. Results are consistent across three different models: manager diversity is routinely non-significant in predicting organizational performance, while teacher diversity has a consistently significant, and negative, impact on performance. These findings suggest that process-oriented problems are causing diverse organizations to experience drawbacks instead of gains, and that any benefit that could be drawn from a diversity of viewpoints is overshadowed by communication and collaboration problems.     

A comparison of management adaptations for joined‐up government: Lessons from New Zealand

Despite considerable attention, helping agencies to work more effectively together is one of the most important contemporary challenges of public administration theory and practice. The New Zealand Better Public Services (BPS) Results program has been an unexpected success in this area and provides a positive case study. In 2012, the New Zealand government set targets for solving 11 important social problems where responsibility crossed agency boundaries and has made significant measurable progress in all 11 problems. This paper explores the conditions that may have enabled the most progress and possible management adaptations when these initial conditions are not fully met. In particular, the case demonstrates how goal commitment can be supported where there exist a large number of potential actors and how interagency trust can be built in the absence of existing relationships.     

Collaborative Public Management: Assessing What We Know and How We Know It

Collaborative public management research is flourishing. A great deal of attention is being paid to the process and impact of collaboration in the public sector, and the results are promising. This article reviews the literature on collaborative public management by synthesizing what we know from recent research and what we've known for quite some time. It addresses the prevalence of collaboration (both recently and historically), the components of emerging collaborative structures, the types of skills that are unique to collaborative management, and the effects of collaboration. Collaborative public management research offers a set of findings that contribute to an emerging knowledge base that supplements established public management theory.     

Collaborative Behavior and the Performance of Government Agencies

ABSTRACT

While collaboration among individuals, work groups, and organizations is central for understanding the performance of public agencies, most studies have focused on collaboration between organizations or sectors. We develop a model that focuses on two types of collaborative behavior: between persons (both horizontal and vertical) and between work units. We empirically test our hypotheses using data on work collaboration and perceptions of public agency performance from the United States federal government. We introduce a method for estimating the impact of different types of collaborative behavior that also accounts for nonlinear effects and a dependent variable that takes ordered values. We find that intra-organizational collaborative behavior has a large impact on organizational performance and that horizontal collaborative behavior between workers has the greatest impact among the specific types.