The three sector solution delivering public policy in collaboration with not-for-profits and business
Today, almost every important public problem is a three sector problem and yet we have little idea of what a high-performing three sector production system looks like. It is the editors' hope that this volume will provide a foundation for some answers to these important public policy questions.
| Autor Corporativo: | |
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| Otros Autores: | , |
| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
[Canberra, Australia] :
Australian National University
2016.
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| Edición: | 1st ed |
| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009432636106719 |
Tabla de Contenidos:
- Intro
- Figures
- Tables
- Abbreviations
- Acknowledgements
- Contributors
- Foreword
- Contextualising the Imperative of Cross‑Sector Working
- Introduction
- David J. Gilchrist and John R. Butcher
- Three Sectors, One Public Purpose
- Peter Shergold
- Part 1. Cross-Sector Working: The rhetoric and the reality
- Overview
- Meredith Edwards
- From New Public Management to New Public Governance: The implications for a 'new public service'
- Helen Dickinson
- Partnerships between Government and the Third Sector at a Subnational Level: The experience of an Australian subnational government
- David J. Gilchrist
- The Contribution of Not-for-Profits to Democratic Process
- Tessa Boyd-Caine
- Part 2. Three Sectors: Three change agendas
- Overview
- Penny Knight
- Policy Impediments to Social Investments by Australian Businesses
- Leeora D. Black
- Navigating Reform in Contested Spaces: Reflections on not-for-profit sector regulatory reform in Australia, 2010-2013
- Krystian Seibert
- Shining a Light on the Black Box of Collaboration: Mapping the prerequisites for cross‑sector working
- Robyn Keast
- Part 3. Great Expectations: Outcomes and social impact
- Overview
- Nina Terrey
- Does Outcomes-Based Reporting Contribute to or Contradict the Realisation of Social Outcomes?
- Emma Tomkinson
- Not-for-Profit Accountability: Addressing potential barriers
- Dale Tweedie
- Results, Targets and Measures to Drive Collaboration: Lessons from the New Zealand Better Public Services reforms
- Rodney Scott and Ross Boyd
- Part 4. New Tools for Policymakers and Practitioners
- Overview
- Ursula Stephens
- Redesigning Procurement Strategies for Complex Policy Spaces
- Ann Nevile
- Alliance Contracting: How to progress in a world of uncertainty
- Cassandra Wilkinson.
- Expanding the Role of Cooperative and Mutual Enterprises in Delivering Public Services: Disrupting the status quo
- Melina Morrison and Cliff Mills
- The Boundaries of Budgets: Why should individuals make spending choices about their health and social care?
- Catherine Needham
- Cross-Sector Working: Meeting the challenge of change
- The Challenge of Change
- Paul Ronalds
- Conclusion
- John R. Butcher and David J. Gilchrist
- Figure 8.1: Continuum of interorganisational relationships: The five Cs
- Figure 9.1 The changing role of government
- Figure 9.2 Changing expectations of government
- Figure 9.3 Red tape issues for NGOs
- Figure 9.4: The impact analysis cycle
- Figure 11.1: Stylised representation of performance management in the New Zealand Government
- Table 3.1: Elements of new public governance, in contrast with public administration and new public management
- Table 4.1: Year-on-year response rates
- Table 7.1: Chronology of the ACNC reform process
- Table 8.2: Summary of the key presenting processes used
- Table A8.1: Summary of collaboration exemplars
- Table 9.1: Job Services Australia star rating and star percentages
- Table 11.1: Results, targets and measures
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