New Public Governance, Co-Production and Third Sector Social Services in Europe: Crowding In and Crowding Out

2013 ◽  
pp. 379-398
Keyword(s):  
Social Services ◽  
Third Sector ◽  
Crowding Out ◽  
Public Governance ◽  
New Public ◽  
New Public Governance

Governing the Innovation Process

2013 ◽  
Vol 3 (1) ◽  
pp. 1-16 ◽  
Author(s):  
Kari Hakari ◽  
Liina-Kaisa Tynkkynen
Keyword(s):  
Social Services ◽  
Local Governments ◽  
Third Sector ◽  
Service Innovation ◽  
Innovation Process ◽  
Public Governance ◽  
New Public ◽  
Hands On ◽  
Hand Off ◽  
Governance Tools

Local governments in pursuit of their objectives have become increasingly dependent on the private and third sector actors. New Public Governance (NPG) is an approach to understand the production and delivery of public services in a fragmented and pluralist society. The development of health care and social services and the creation of service innovations have been a part of the ongoing change. Local governments have started to search for new approaches to service delivery in co-operation with private firms and third sector organizations. This study focuses on the role of local government as a meta-governor in creating and developing a service innovation called the Kotitori model in Tampere, Finland. Meta-governance is needed to govern complexity and plurality in a network society. Local authorities can exercise power by using meta-governance tools while sharing the responsibility for public governance with other actors. The results of this study suggest that tools provided by NPG theory can be identified in the process of developing a service innovation. Thus, it may be that local governments should use both hands-on and hand-off meta-governance tools in order to exercise successful meta-governance. The results also suggest that adequacy of the different meta-governance tools differs according to the stage of the innovation process. In this sense this study provides also new insight to the theory of NPG.

scholarly journals Insider Status and Outsider Tactics: Advocacy Tactics of Human Service Nonprofits in the Age of New Public Governance

2018 ◽  
Vol 8 (4) ◽  
pp. 411-428 ◽  
Author(s):  
Michal Almog-Bar
Keyword(s):  
Social Services ◽  
Human Service ◽  
Welfare States ◽  
Service Organizations ◽  
Policy Advocacy ◽  
Public Governance ◽  
Non Profit ◽  
New Public ◽  
New Public Governance ◽  
Governmental Funding

AbstractPolicy advocacy is an eminent feature of the activities of non-profit human service organizations (NPHSOs), allowing them to represent their constituencies, in addition to their core activity as providers of social services in welfare states. The article presents findings on the advocacy tactics of 47 NPHSOs in Israel, focusing on the ways in which partnership policies in the age of New Public Governance affect their activities. The findings reveal that the shift towards increased governmental funding and contracting-out to nonprofits, as part of the NPG scheme, increases opportunities for the NPHSOs to influence public policy, using a wide variety of both insider cooperative tactics and more confrontational outsider tactics. NPHSOs are firstly concerned with establishing their insider status, using cooperative tactics. After achieving this goal, they feel confident enough to turn to more aggressive outsider tactics, utilizing their relative power as major providers of social services.

scholarly journals Koprodukcja usług publicznych w świetle przeglądu literatury

2019 ◽  
pp. 205-218
Author(s):  
Urszula Kobylińska
Keyword(s):  
Public Management ◽  
Public Services ◽  
Third Sector ◽  
Public Governance ◽  
The Third ◽  
Management Review ◽  
New Public ◽  
New Public Governance ◽  
The Third Sector

W Stanach Zjednoczonych, Europie Zachodniej i Australii coraz częściej podkreśla się znaczenie bezpośredniego angażowania obywateli w procesy planowania i świadczenia innowacyjnych usług publicznych przy wykorzystaniu koncepcji koprodukcji (co-production). Koprodukcja zakłada, że mieszkańcy/obywatele angażują własny czas i wysiłek w wytwarzanie usług publicznych, z których sami będą korzystać. Eksplorowanie koprodukcji staje się coraz bardziej zaawansowane dla szerokiego grona badaczy z obszaru zarządzania w usługach publicznych. W 2006 roku czasopismo „Public Management Review” opublikowało specjalny numer pt. „Co-Production. The Third Sector and the Delivery of Public Services”, vol. 8 (4). Znaczna część badań została również podjęta przez J. Alforda w Australii i innych krajach anglosaskich. W 2012 r. opublikowano zbiór artykułów w „New Public Governance”, Third Sector and Co-Production, tom opublikowany przez Routledge. Ożywienie zainteresowań akademickich w obszarze koprodukcji zauważalne jest po przyznaniu w 2009 r. nagrody Nobla w dziedzinie ekonomii nieżyjącej już Elinor Ostrom za pracę nad analizą dóbr powszechnych (publicznych) oraz rolą użytkowników i ich stowarzyszeń w produkcji takich dóbr. Koncepcja koprodukcji wpisuje się obecnie w nurt współczesnego innowacyjnego zarządzania publicznego, o czym świadczy wzmożone zainteresowanie badaczy tego tematu w ostatnich latach. Artykuł ma na celu analizę stanu badań nad zagadnieniem koprodukcji oraz zidentyfikowanie głównych obszarów badawczych związanych z tą tematyką. Artykuł powstał na podstawie systematycznego przeglądu literatury, który obejmował między innymi wyłonienie podstawowej literatury i selekcję publikacji, analizę bibliometryczną oraz analizę treści. Wyniki przeprowadzonych badań wskazują, iż koprodukcja innowacyjnych usług publicznych jest zagadnieniem wciąż nowym, słabo rozpoznanym w literaturze przedmiotu, bez solidnej podbudowy metodologicznej i mogącym stanowić aktualny i ciekawy obszar badawczy.

scholarly journals New Public Governance, Social Services, and the Potential of Co-Located Nonprofit Centers for Improved Collaborations

2018 ◽  
Vol 8 (4) ◽  
pp. 445-464
Author(s):  
Diane Vinokur-Kaplan
Keyword(s):  
Social Services ◽  
Public Management ◽  
Service Providers ◽  
The United States ◽  
Shared Resources ◽  
Public Governance ◽  
Shared Space ◽  
New Public ◽  
Efficiency And Effectiveness ◽  
New Public Governance

AbstractNew Public Governance’s approach to public management seeks to both decrease costs and to increase the overall efficiency and effectiveness of publicly-funded services. It further emphasizes effective, efficient collaborations among service providers, and well-functioning networks of service-providers connected with government funders. One conceivable vehicle to promote collaborations among nonprofits providing contracted services is to establish co-located nonprofit centers. In such a multi-tenant building, its owner or master lease-holder, which is usually a nonprofit, would recruit other nonprofits to rent space and use shared resources and/or services in its shared-space workplace. Typically, these workplaces are more affordable, stable, efficient, and of higher quality than their current offices. Also, nonprofit centers often enthusiastically promote cooperation and collaboration among their tenants. Several hundred such centers already exist in the United States and Canada. Two profiles of two nonprofit centers where co-located organizations collaboratively provide social services, as well as some survey results, are presented to illustrate that nonprofit center sites are indeed operational and could be a vehicle to help support collaborative goals of New Public Governance.

scholarly journals New Public Governance and the Growth of Co-Located Nonprofit Centers

2018 ◽  
Vol 8 (4) ◽  
pp. 429-444
Author(s):  
Diane Vinokur-Kaplan
Keyword(s):  
Social Services ◽  
Service Providers ◽  
Social Benefit ◽  
The United States ◽  
Public Governance ◽  
New Public ◽  
Efficiency And Effectiveness ◽  
Related Service ◽  
New Public Governance ◽  
Architecture And Design

Abstract New Public Governance urges public services to collaborate with other relevant organizations in order to increase the efficiency and effectiveness of provided services. A relevant venue for such collaborations are co-located nonprofit centers, facilities that offer affordable, shared space workplaces for nonprofits and other social-benefit organizations. Many of these centers actively encourage collaboration among their tenants, especially in facilities organized to house related service-providers. They also provide comfortable space for meetings with public sector agencies and other funders. Such centers have been growing in the twenty-first century; nearly 400 have been identified in the United States and Canada (Nonprofit Centers Network 2015a), and they now house hundreds of various nonprofits organizations. This article describes these centers’ goals, history, and trends that encouraged their development, and aspects of their architecture and design. Examples of co-located nonprofit centers that provide an array of social services are presented, from the U.S. and Canada. In sum, these centers help advance the quality of life for clienteles and communities; and the collaborations and networks that they establish promote a key goal of New Public Governance.

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