Collaborative Governance

The contemporary business environment can be particularly challenging for boards and business leaders seeking to think and act strategically, and also embrace social and environmental responsibilities and the concerns of a wider range of stakeholders. There are aspects of corporate governance that might need to be reviewed in the light of a changing context and evolving stakeholder priorities if they are to better support the strategic thinking now required. There are also many questions for directors, boards and those who advise on governance arrangements to consider.
Some corporate governance changes, whether applicable to all companies or an allowable practice adopted for a particular entity, are easier to introduce than others. In the meantime, for many companies the requirement for strategic thinking becomes ever more urgent. It needs to address climate change and other related, shared and existential challenges. Ultimately, the quality, relevance and impact of whatever strategic thinking occurs may depend upon the intellect, commitment, conscience and vigilance of directors and whether they take advantage of any changes made to better support them and their thinking.

L'articolo analizza la relazione tra pratiche sociali e politiche pubbliche a Barcellona. L'articolo  concentra l'analisi nell'ambito socio-spaziale della gestione di spazi pubblici, come Centri Civici e vuoti urbani sostenendo che le pratiche sociali hanno avuto sempre influenza sulle politiche pubbliche del Comune. L'articolo conclude mostrando gli ultimi sviluppi di questa relazione con il governo di Barcelona en Comú che sta lavorando per approvare un nuovo strumento istituzionale: Il Patrimonio Cittadino di Uso e Gestione Comunitaria.

Studies on dynamics of power relationship play a significant role in the collaborative governance literature because many issues and challenges in collaborative governance can be linked to power asymmetry in collaboration. This article proposes a contingency framework on power asymmetry in collaborative governance that includes six contingency factors of power sharing from contextual, network, and node perspectives. We focus on how each contingency factor influences the relationship between power sharing and the effectiveness of collaborative governance and suggest that, instead of focusing on the attempt to balance power and share power in collaboration, it will be more fruitful to design and implement collaborative arrangements based on the dynamic contingencies.

Outsourcing has become a regular management tool and the most distinguished feature of public and private management since late 20th century. Outsourcing changed the nature of management, which is now a kind of social activity rather than organizational activity. In other words, management has become socialized. The socialization of management provided multiple approaches to managerial issues on the one hand, while causing serious accountability problems to management on the other hand. Socialized management needs collaborative governance, which is based on the openness of management process rather than the distinction between core competence and non-core competence, and between steering and rowing. In this way, collaborative governance can be a responsible mode of management.

Agriculture, environment, industry, and millions of households in the western US and northern Mexico depend on the Colorado River, which is facing increasing water shortages due to climate change and rising demand. Collaborative governance will likely be key to solving allocation issues and achieving sustainable water use but has recently faced multiple challenges. This research integrates concepts from institutional, adaptive govern-ance, and bargaining theories to analyze barriers and facilitators to collaborative governance in the drought contingency plan (DCP) process for the lower Colorado River basin from an Arizona stakeholder's perspective. The DCP is ultimately an effort to create a set of rules to prevent and address shortages in the basin. Through a content analysis of public meetings of the Central Arizona Project's governing board, we find a collective DCP or future related policy may be possible. But barriers to collaborative governance have intensified over time, hindering the process and making an agreement increasingly unlikely. The process is a perfect example of the interplay between rules and norms, and the issues that arise when norms underlying rules are interpreted differently. Our analysis provides insights for the design of collaborative water governance, including that conducting an analysis of power dynamics among the stakeholders would advance the DCP process. We ultimately argue that the Colorado River basin would benefit from a transition towards adaptive governance, and that our recommendations to improve collaboration are an important initial step. Additionally, our results reveal areas that require more empirical research, including understanding how to prepare for policy windows, rapid trust building among stakeholders, and theory building related to equity and marginalization in collaborative gov-ernance processes.

An increasing number of cities are engaging with the sharing economy, exploring how it may be integrated into the urban agenda, fostering its positive aspects whilst avoiding its negative externalities. The paper focuses on two cities, Milan and Seoul, that are internationally considered to have a conscious and tailored approach that lies in the vanguard of this effort. The paper seeks to understand how local authorities govern the sharing economy in order to shape a real sharing city, taking insights from the sharing paradigm concept and looking to the collaborative version of the urban governance paradigm.
The paper uses a mixed method approach to develop case studies of the governance models employed. The analysis shows that both cities work along the three dimensions (economic, technological and human) of the sharing paradigm to create a sharing city, with slightly different governance approaches, but both lack institutionalized mechanisms of collaboration. Nevertheless, both are pioneering examples of
engagement with the sharing economy. The paper proposes a graphic conceptualization of the two governance models to better highlight their contribution to knowledge.

Doi: https://doi.org/10.1016/j.jclepro.2018.08.132

As a form of collaborative governance, government procurement of public services from non-governmental organisations (NGOs) has become a major channel for public service delivery. Different from the relative mature practices of public service procurement in Western countries, China is attempting to adopt this mechanism in recent years, calling for more research in sense making the issues and challenges in the procurement process. This paper discusses six major issues in Chinese Government procurement of public services from the perspective of collaborative governance theory, analyses the reasons that lead to these six challenges, and proposes some important solutions to these issues.

This article presents a study of state-society relations in the context of urban arts and cultural space. Focusing on the suburban Manila town of Angono, Philippines, the article examines how the emergence of place-based cultural activity is supported or obstructed by top-down policymaking, in particular the policy instrumentalization of culture to increase tourism. Divergent interests between the state and artist community are embodied by respective tensions between economic interest and the drive for personal expression. Based on interviews with artists and officials, this study's findings illustrate that power imbalances within the policy making process, principally between government and artists, have led not to the erasure of arts from the public sphere but to a bipartite cultural environment with tourist-oriented art promotion at one end and endogenous local art at the other. This distinction is apparent not only in physical space but also in patterns of interaction between established and emerging artists and between the arts community and local government. The article concludes by outlining how policy can better support cultural authenticity amidst commercial pressures, and
how state-society relations are mediated in a creative pursuit whose interest is not exclusively economic.

ABSTRACT
The study evaluated strategies of collaborative governance in place in Oyo state. It also assessed the effect of collaborative governance on service delivery in the study area; and examined the challenges of collaborative governance affecting service delivery in Oyo state. These were with a view to providing information on the impact of collaborative governance on service delivery in Oyo state.
The study utilized primary and secondary sources of data collection. The primary data were collected using questionnaire administration. The study population (354) for the study consisted of senior and management staff of the Oyo state public service and selected local government councils (Lagelu, Saki West and Ibadan North East) in the three senatorial districts of the state (Health, Education and Finance). Multi-stage sampling technique was used in this study. At the first stage, three ministries (Health, Education and Finance) were randomly selected in Oyo state public service using simple random sampling technique. At the second stage, stratified random sampling was used to select one local government area from each senatorial district of Oyo state namely Lagelu, Saki West and Ibadan North East. At the third stage, a sample size of one hundred respondents was selected using simple random sampling technique which corresponds to about 10% of the population. Secondary data were sourced from official publications, journals articles, unpublished thesis and the internet. Data collected were analysed using frequency distribution and percentage, multiple regression and Pearson correlation.
The findings showed that government involve community members in provision of social services (74.0%), government use information collected from community members to identify community needs (71%) and cooperation between government and the community (55%). The results also indicated that collaborative governance has no effect on improved service delivery thereby increasing public hostility towards government (β=.141, t=1.298, p>.05). The results also showed that collaborative governance has improved intelligence gathering on the state of infrastructure in the communities and has resulted in collaboration between government authorities and communities partnering in service delivery (β=.285,t=2.794, p<.05). The results revealed thatsystemic corruption and decadence within the government (r = .420), lack of accountability in the activities of government officials (r = .507), mismanagement of funds by government officials (r = .777), and inadequate funds to execute projects (r= .584) are some of the challenges of collaborative governance affecting service delivery in Oyo state.

The study concluded that collaborative governance has  not made significant impact on service delivery in Oyo state.

The United Nations Conference on Sustainable Development (Rio+20), in Rio de Janeiro in June 2012, agreed to launch a process to develop a set of sustainable development goals (SDGs). The conference did not specifically add detail to the goals, targets, and implied indicators, but tasked a 30-member Open Working Group (OWG) of the General Assembly to prepare a proposal on the SDGs. After 13 sessions of meeting from March 2013 to July 2014, the OWG has finalized a set of proposed 17 goals and 169 targets as the UN development agenda beyond 2015.

Panduan ini kiranya juga diharapkan akan mendorong upaya–upaya yang lebih baik dari Pemerintah, untuk dapat melaksanakan Agenda SDGs dan bagi masyarakat sipil juga dapat dimanfaatkan untuk membantu memperkuat upaya–upaya advokasi yang selama ini telah dilakukan.

The transformation of local state institutions by way of the paradigm of the common-the creation of commons-state institutions-has become one of the strategies of new municipalist practices. It is an attempt to overcome two crises: the crisis of both the privatised and the bureaucratic state forms. It aims to take back the production and distribution of the "public" by the state, and to democratise this process. The article analyses the discursive use and material implementation of the paradigm of the common in the transformation of local state institutions, and how contested meanings attributed to it by different actors may influence the definition of commons-state institutions. It analyses two new municipalist contexts, Naples and Barcelona, and examines the common-inspired transformation of their local public services: water services and sociocultural facilities respectively. It argues that commons-state institutions are negotiated institutional configurations that emerge from the synthesis of the situated and experimental interpretation of the paradigm of the common shared by (different segments of) state and civil society actors, and whose governance needs to be adequately but openly codified to make them robust and enduring.

PROJECT BACKGROUND

Over the years, the people of Manaʻe (East Molokaʻi) have witnessed a notable decline in the health of their watershed.  A significant part of this declining health is the degradation of the mauka (mountain) native forests, which has subsequently had a drastic effect on all of the ahupuaʻa (traditional land divisions) of Manaʻe, from mauka (mountain) to makai (sea).  Ensuring the well-being of these mauka areas is essential to the preservation and perpetuation of Native Hawaiian traditional and customary practices carried out in the moku (district), given the symbiotic relationship between the people and their ʻāina. Thus, Manaʻe residents are passionate about protecting their moku and the resources that sustain them. It is their protectiveness of their island that often puts them at odds with each other in deciding how best to care for her – which is at the core of this report.

In 2013, the possibility of protecting Manaʻe’s mauka rainforests with a fence was proposed to the community through the draft East Slope Watershed Start-Up Management Plan (“East Slope Management Plan”), which was prepared by the East Molokaʻi Watershed Partnership (EMoWP). That plan was based on the recognition that the degradation of these mauka areas was largely attributable to an influx of habitat altering invasive plant and animal species that have significantly impacted native forests, the life that inhabits them, and the freshwater they foster. The proposed fence has elicited strong reactions from the Manaʻe community – both for and against such a fence. It also caused some community members to call for additional planning that looks at the entire moku and all of its ahupuaʻa, from mauka to makai.  In response to these strong reactions, the planning process to create this report was undertaken.

The purpose of this report is to accomplish the following objectives:

(1) Recognize that the people of Manaʻe (East Molokaʻi) regularly exercise Native Hawaiian traditional and customary practices, and document those practices.

(2) Provide an explanation of Native Hawaiian legal protections pertinent to Manaʻe kamaʻāina’s traditional and customary practices.

(3) Develop a framework for a community-based Subsistence and Ahupuaʻa Management Plan for the Manaʻe Moku, Mauka to Makai.

(4)  Summarize community recommendations for the East Molokaʻi Watershed Partnership’s East Slope Management Plan (January 2014 draft).

The primary steps taken to reach these goals included:

• Documentation of residents’ traditional and cultural practices in the moku of Manaʻe;

• Gathering mana‘o (input) from key informants (kamaʻāina and other experts) regarding how best to protect these resources and practices;

• Analysis of legal protections specific to Manaʻe families exercising Native Hawaiian traditional and customary practices within their moku and ahupuaʻa;

• Reconciling varied perspectives and information where possible and finding common areas of agreement in manaʻo shared by Manaʻe families in terms of traditional and modern ʻāina  (land) stewardship and ahupuaʻa resource management;

• Identifying the recommendations that best incorporate and honor the collective manaʻo, and weaving them into a framework for a community-based Subsistence and Ahupuaʻa Management Plan for Manaʻe, Mauka to Makai.

• Summarizing community recommendations for the East Slope Management Plan.

Studies show that collaborative governance, the idea that organizations must work together to address community problems, has been growing in popularity.  Research indicates that many community problems are too complex to be handled by single organizations, and agencies often discuss challenges in collaboration with public authorities.  Studies indicate that the benefits of collaborative governance among organizations and service providers include creating innovative solutions to complex community problems.  Studies show the benefits also involve building stronger comprehensive community systems of service and care.  Research shows the benefits also include reducing the repetition of organizational efforts and increasing social capital and community stability for children, families, and communities.  Studies reveal that mothers and children who are survivors of domestic violence or sexual assault need a myriad of interventions to improve maternal functioning and promote mother-child health.  This case study examined the experiences of professionals in a South Atlantic state that collectively work on interagency teams to serve mothers and children survivors of domestic violence.  This study answered the research question:  What are the experiences of professionals who collaboratively work in interdisciplinary teams to focus on women and children survivors of domestic violence?  A case study is an in-depth, comprehensive investigation of a bounded system.  This study indicated that collaboration occurs on a continuum in which the amounts of collaboration vary by profession.  Other findings of this study included that political agendas and lack of financial resources are the main reasons why more extensive partnerships are not effective.  An additional finding of this study was collaborative efforts to help divorce and child custody cases involving domestic violence result in poor outcomes for mother-child relationships.

Network governance has moved from being an analytical approach to an institutionalized way of managing public problems. This has given rise to a meta-governance stance in which collaboration by design is sought by governing authorities. Network governance has thus become a highly regarded practice that governs by means of formal autonomy, freedom, knowledge utility, and sound deliberation. This is problematic insofar as it tends to conceal the workings of power, providing a self-fulfilling discursive logic of pluralism, participation, and deliberation. As a result, the practice and discourse of network governance needs to be contrasted to a competing analytical tradition in order to expose its political rationality. This article adopts a governmentality approach, a concept introduced by Michel Foucault, and makes the argument that network governance comprises a new particular type of "liberal" governmentality that diverges from traditional forms of liberal and neoliberal governmentality. As such, it must be understood according to its own specific type of collaborative governmentality. Locating network governance within the analytical framework of governmentality will make possible a richer analysis of how freedom and autonomy serve as the foundation for network governance while concealing political power and social conflict.

For over half a century, industrial agricultural and food systems have developed to the detriment of rural spaces. Alongside modernization and growth, many local communities have experienced not only economic loss, but a loss of purpose and identity as well. As one response to these changes, sustainable local food systems (SLFS) initiatives are being pursued by a growing number of communities. Their belief is that an alternative paradigm based on SLFSs is needed to support vibrant rural livelihoods: by challenging unequal power relationships between food system actors, by repairing the rift between human and natural environments, or simply by breathing new socio-economic life into their declining communities. This dissertation explores the governance mechanisms being developed between civil society, the state, and private sector actors to support SLFS initiatives. It aims to show not only what initiatives are developed, but how these alternatives are introduced and sustained. Building on governance theory and drawing from critical political economy approaches, this work argues that collaborative and reflexive governance approaches are best positioned to enable SLFS development. To support this claim, I describe and analyze cases of SLFS initiatives pursued within four rural communities: North Saanich, British Columbia and Wolfville, Nova Scotia in Canada, Correns, France, and Todmorden, UK. These case studies highlight six categories of governance that ultimately demonstrate low to highly collaborative and reflexive SLFS initiatives. Outlining types of governance and how they play out in practice allows us to better understand the opportunities and challenges inherent to different governance strategies and their ability to support SLFSs. Grounded in both field observations and in-depth and semi-structured interviews with community members, this work also aims to give voice to actors often marginalized in dominant food system processes. An analysis of the case studies highlights the need for 1) strong social capital within a community; 2) a whole community approach to socio-economic development; 3) a strong role for the state; and 4) genuine multi-actor collaboration, as the foundation for SLFS growth. I conclude by considering sustainable food system research’s lingering question on growth and scalability to generate meaningful food system change.

Collaborative governance (CG) brings together representatives of all sectors for the purpose of reaching consensus-oriented decision making. We explore the reliance on local CG in minority society. As the closest tier of government to citizens, local government plays a crucial mediator role between citizens and the state. This is especially important in the case of minorities. In this chapter we focus on local attempts to increase women employment in the Southern Israeli Arab-Bedouin village of Hura. Given low socioeconomic conditions, we find that local authorities reliance on collaborative governance in minorities’ towns plays a crucial role in the attempts to mediate between stakeholders and exceed beyond the provision of basic tasks and responsibilities.

In Jatinangor Subdistrict there is a weekly market called Unpad Market (Paun), but now the name has been changed to the Jatinangor Community-Associated Weekly Market. The existence of this market brings more complex problems, the problems are given our social and environmental problems. Based on data from the Association of Residents of Jatinangor, it turns out that there are still many street vendors selling outside the designated area and there are still vehicles that cross the market lane when the market operates. To overcome the problems that occur, the government collaborates with the Association of Residents of Jatinangor and Jatinangor District Police to manage the market. Government agencies and non-government institutions that are stakeholders in managing this market collaborate to solve the problems that occur. This study aims to examine the collaboration between relevant stakeholders in solving the problems in the market. The used method is a qualitative approach research by examining scientific sources that are relevant to the problem of collaboration with data collection techniques with interviews and direct observation in the field. It can be concluded: (1) The stakeholders are in managing the market. (2) There are stakeholders who have not carried out their roles and functions properly. The recommendations obtained are based on the results of the conclusions, including: (1) Establishing a Free Vehicle Day (HBKB) or a car-free day on Sundays when market activities take place. (2) mental conduct coaching by stakeholders in street vendors. (3) The dialogue approach provides guidance in controlling street vendors. (4) In making a stakeholder policy, involves the role of street vendors in place relocation. (5) Uniformity of tent colours according to merchandise sold so that the market looks attractive.

The paper offer a first reflection about the governance models applied in two cities that are trying to support the sharing economy in reply to  common urban problems like urbanization, pollution, social inequality,
isolation. Thanks to the massive diffusion of the information and communication technologies people are always connected and interact in a peer-to-peer way. The Internet of Things and billions of sensors that
connect people, objects and data, allow using what they need for the time that they need, reducing the waste of resources. In this context have emerged new, resilient and adaptive answers almost inconceivable
few years ago: practices more open, transparent and participatory based on sharing and collaboration; new service models that enable people to exchange and share goods, space and skills, promoting lifestyles based
on saving, redistribution of money and socialization. The practices are many and varied: from share workplaces (co-working), sharing mobility (car and bike sharing, carpooling), shared hospitality (couchsurfing, housing swap…) to co-housing and welfare services (like Social Street), from co-designing, co-production (makerspaces, FabLab), shared urban gardens, to the finance sector (peer-to-peer lending, alternative currencies, collaborative insurance, crowdfunding ...), and the education (collaborative learning, open courses...). Practices are so many that is difficult find a common, univocal definition (Botsman, 2013), in addition many limitations and distortions of the original concept of sharing generated doubts about the nature, the perspectives and the impacts of the sharing economy itself. Citizens wonder about the concrete
usefulness of these practices, big companies are uncertain about the real hidden opportunities and governments seem perplexed among regulation, promotion and prohibition.
The level of the Public Administration is the focus of the paper,  considering that PA represents a key player of the system, able to regulate, guide and transform into reality the ideas of collaborative initiatives and to define innovative strategies for the local development. PA can be an enabling actor, a platform, to promote the potential of the collaborative services, spread awareness among citizens and regulate without suffocate the phenomenon. Luckily, PA are more and more  interesting in the topic (as demonstrated during the last FORUM PA and in general in the current debate): reflections, experimentations, new tools created ad hoc for public authorities are spreading.
This paper provides a glimpse of what are doing two cities, different and distant, but both interested in supporting services and platforms of sharing for the benefit of their citizens: Milan and Seoul. These cities
adopted two different approaches, almost opposed: in Milan the reflection has emerged spontaneously from the bottom and has found in the public administration an attentive listener and then a clear supporter;
in Seoul the initial push came from the Mayor, Park Won-Soon, who has launched a wave of innovation that is generating a real ecosystem of sharing.
The research was conducted adopting the approach of participant observation (especially for the Italian case), monitoring the development of the public discussion and taking part in panels, round table, public
meetings, local initiatives, as well as deepening the institutional, popular and scientific materials. In addition, the key players of ‘Milan Sharing City’ and ‘Sharing City Seoul’ has been interviewed in order to
retrace the origin of the process, its general framework, current outcomes and future possibilities. The goal is understand the features of the governance models adopted and in what extent we can talk of Collaborative Governance in Iaione words (LUISS “Guido Carli” – LabGov).

El contexto que enmarca el presente ensayo, tiene como finalidad modelar el proceso de construcción de una política pública nacional para el desarrollo de las zonas metropolitanas, utilizando el enfoque teórico propuesto por John Kingdon de las Ventanas de Políticas.

The advent of the UN's Sustainable Development Goals has refocused global attention on the roles of business and other nonstate actors in achieving global goals. Often, business involvement takes the form of collaborations with the more traditional actors—governments and non‐governmental organizations. Although such partnerships for development have been seen before, the scale and expectations are new. This paper explores how and why these cross‐sector collaborations are evolving, and what steps can or should be taken to ensure that partnerships create public and private value. The arguments are illustrated with reference to cases of market‐driven partnerships for agriculture in Southeast Asia that are intended to engage marginalized smallholder farmers in global value chains in agriculture. The aims of these cross‐sector collaborations coincide with several targets of the Sustainable Development Goals such as poverty alleviation, decreasing environmental impact, and achieving food security. This is a hard case for mechanisms intended to protect public interests, given that the target beneficiaries (low‐income smallholder farmers and the environment) are unable to speak effectively for themselves. We find that structures and processes to align interests in ways that protect the public interest are both necessary and feasible, though not easy to achieve.

Researchers and policy-makers interested in assessing public communication to better inform the decision-making process are increasingly utilizing data harvested from social media. Twitter is one of the largest online sources of near-instantaneous information about a myriad of topics socially relevant in the public sphere. Renewable energy (RE) is a socially relevant topic that has emerged in recent years as a critical and contentious public policy issue. Yet little is known about whether RE discussions are happening on Twitter and if so whether any of that information would be valuable to decision-makers or for the policy-making process. This research – as a proof of concept – indicates there are a multitude of substantive, public discussions about renewable-and other forms of energy occurring on Twitter. These discussions vary by energy-related topic (e.g., solar, wind, etc.) and through time. We conclude the energy-related Twitter discussions provide both challenges and opportunities for researchers and policy-makers, yet may be important for understanding the public discourse and how it shapes or is shaped by the agenda-setting process.

Note: this thesis essay was submitted to Oregon State University in partial fulfillment of the requirements of the degree of Master of Public Policy, Wednesday, June 8th, 2016.

On April 12, 2012, the Canadian Conservative government under Prime Minister Stephen Harper announced a decision to cancel its agreement with the province of Manitoba for the immigrant settlement programs. The decision came as Canada emerges from the global economic recession faced with political and budgetary challenges. Using the Manitoba Provincial Nominee Program (MPNP) as a case study, this paper examines how the federal government responds to the effects of the 2008 economic crisis through its immigration policy. Also, given Canada’s commitment to reduce its deficit while ensuring economic growth and social fairness, this paper argues that the federal government’s decision to cancel Manitoba’s settlement program is intractably linked to broader austerity program embarked upon by the Harper’s administration. Finally, because of the significant importance of immigration to Manitoba’s social, economic and demographic development, the paper offers a critique of the federal government’s decision to alter the Manitoba provincial nominee program reputed to be the best in the country.

This round table discussion was conducted by Wu Jiannan, Tang Yalin, Wang Dianli, Chen Jianjun, Chen Xian, Suo Liming, and Ran Bing.

Since China’s reform and opening up, regional competition has played an important role in stimulating local vitality and achieving rapid economic growth, but it also brings about the barrier problem of“administrative region economy”. With the establishment and improvement of the socialist market economic system, how to break the market barriers, promote the rational flow and effective allocation of resources among regions, and realize the development of regional integration, has become a major problem to be solved by the governments at all levels.
Professor Wu Jiannan pointed out that in order to actively implement the national strategy of regional coordinated development, successful regional collaborative governance is needed, among which reform and innovation are crucial. Professor Tang Yalin proposed that under the unified leadership of the state, we should stimulate the initiative of provinces and cities to join each other, realize the multi- level and multi-agent participation, reflect the characteristics of integration and separation, and take the networked regional collaborative governance as the core. Professor Wang Dianli believes that the cross regional supply of public goods is a new driving force for deepening regional collaborative governance, which requires the government to play a more active role. Professor Chen Jianjun pointed out that the feasible regional collaborative governance model in the future should be the community governance model of consultation and consensus decision-making. Professor Chen Xian believes that regional collaborative governance is a process in which market and government work together and interact positively. Professor Suo Liming proposed that the key to the effective implementation of regional collaborative governance is to effectively unify the enthusiasm of the central and local governments, so as to make competition and cooperation more coordinated and orderly. Associate Professor Ran Bing believes that regional collaborative governance needs to pay attention to the influence mechanism of power and trust, and how they coordinate the interaction between cooperative subjects.

Government institutions in Ghana have initiated the use of information technologies to accomplish their objectives. Among these institutions is the Accra Metropolitan Assembly (AMA), the local government institution that introduced the use of point of sale devices in the collection of rates in 2012. The purpose of the study was to evaluate this digital mode of rate collection at the AMA through the lenses of the concept of e-government failure (Heeks, 2003) and the rational choice theory. Guided by the pragmatic paradigm of social research, a mixed method approach was adopted.

In the difficult context of rural Quebec, the village of Saint-Camille is an exception: it has managed to overturn a century-old demographic decline. It hosts very lively community activities and is developing new fields of economic production. This paper explores two ways to understand this success. The first is the emphasis on shared governance, that is to say the promotion of close ties between the various local government agencies and civil society (community groups). The second interesting aspect is the continuing focus on permanent education, learning and imagination. These activities produce an organized reflexivity that is clearly perceptible in the emphasis on cultural activities. These two paths of interpretation are illustrated by the lessons learned from a research-action project realized in collaboration with the Centre for Research on Social Innovations (CRISES). It appears that the micro-local territory that is the village of Saint-Camille has developed innovative ways of doing things, that is to say new and appropriate modes of promoting community development. By focusing on culture – both in the anthropological sense and in its more limited definition – community leaders integrate it in the long term of the village’s identity, but also in the dynamic changes currently affecting Québec rural communities.

This book chapter aims at illustrating how a Dynamic Performance Management and Governance approach may support the implementation of “collaborative platforms” (Ansell and Gash, 2018) to enhance network policy design and the pursuit of sustainable community outcomes.
This is an emerging field of research, embracing performance management, collaborative governance, and systems theory, aimed at fostering a learning-oriented perspective in perfor- mance data use. Such a view has been also referred as “collaborative performance manage- ment”, i.e., the “sharing of resources and information among different actors for the purposes of achieving a formal performance goal” (Choi and Moynihan, 2019, p. 1539). Since collabo- rative processes are main drivers of sustainable outcomes (Thomson et al., 2008), this requires that performance management extends the investigated system boundaries and time horizon.
By adopting a performance governance1 view, Douglas and Ansell (2021, p. 951), described collaborative performance management as a “collection of routines used by actors working together on a societal issue to explicate their goals, exchange performance information, examine progress, and explore performance improvement actions”.
The described field of study identifies the focus of this chapter, which is on applying collaborative performance management to a governance setting through a learning-oriented feedback approach.

The paper investigates institutional and governance arrangements that fiscal decentralisation provides for property taxation. Research for the paper was based on a case study of Lilongwe City Council in Malawi and data were collected through document analysis and semi-structured interviews with senior officials from central government, Lilongwe City Council and other stakeholders in the implementation of fiscal decentralisation and property taxation in Malawi. Fiscal decentralisation in Malawi provides the following institutional and governance arrangements for property taxation: autonomy for the taxing authority; constitutional oversight bodies; dispute handling mechanisms; local representation; collaborative arrangements; and performance reporting. The paper concludes that fiscal decentralisation that has been implemented in Malawi has institutional and governance arrangements that would create smooth administration of property tax. The limitation with the paper is that it is based on one case study of a local government area designated to levy property taxes.

While the concept of Commons has acquired politicized meanings, it has also acquired some de-politicized ones. This article analyses a case of de-politicization of this concept, occurring in the city of Bologna, where the City Council has recently adopted the ‘Regulation for the Care and Regeneration of the Urban Commons’. Through an interpretative approach that uses critical discourse analysis, the article illustrates a form of post-politicization of the concept that aims to suture the social space without fully succeeding. The article concludes by stressing the necessity and urgency of the struggle for the politicized meaning of the concept of Commons.

Both professional and academic debates in cultural planning acknowledge the challenge of creative place governance. The question is recurrent in literature: what policies and policy instruments can stimulate the cultural ecology of creative places by fostering collaborations and integrating creative activities and local development? This research aims to contribute to the debate by exploring how funding, evaluation, and technical assistance shaped collaborative governance in a Cultural District program in Lombardy, Italy. The findings discuss the challenges of fostering horizontal connections among local networks, the importance of leadership in navigating the transition from hierarchical to more collaborative forms of governance, and how unequal participation in decision making leads to significant differences in actor commitment.

Abstract: This study finds infrequent collaborative action between state and civil society actors in Jamaica. Jamaica’s predominant institutional structure is authority-based. Relations between state and civil society actors may be considered consultative, at best. The Jamaican case sits in contrast to a collaborative governance scholarship largely focused upon successful collaborative cases. Theoretical development within collaborative governance research might benefit from more developing-country case studies, greater attention to historical explanations, and a broadened collaborative continuum. The presence of a consultative (but not collaborative) relationship may indicate a country’s location at a midway point between authority-based and collaboratively-governed systems. Postulating about why a state has non-collaborative relationship will deepen our understanding of what is required for collaboration to occur.

This book chapter aims at illustrating how a Dynamic Performance Management and Governance approach may support the implementation of “collaborative platforms” (Ansell and Gash, 2018) to enhance network policy design and the pursuit of sustainable community outcomes.
This is an emerging field of research, embracing performance management, collaborative governance, and systems theory, aimed at fostering a learning-oriented perspective in performance data use. Such a view has been also referred as “collaborative performance management”, i.e., the “sharing of resources and information among different actors for the purposes of achieving a formal performance goal” (Choi and Moynihan, 2019, p. 1539). Since collaborative processes are main drivers of sustainable outcomes (Thomson et al., 2008), this requires that performance management extends the investigated system boundaries and time horizon.
By adopting a performance governance1 view, Douglas and Ansell (2021, p. 951), described collaborative performance management as a “collection of routines used by actors working together on a societal issue to explicate their goals, exchange performance information, examine progress, and explore performance improvement actions”.
The described field of study identifies the focus of this chapter, which is on applying collaborative performance management to a governance setting through a learning-oriented feedback approach.

งานวิจัยนี้มีวัตถุประสงค์เพื่อศึกษาและพัฒนาแนวทางการประสานความร่วมมือในการจัดสวัสดิการสังคมในท้องถิ่นระหว่างหน่วยงานสามภาคส่วน ได้แก่ ท้องถิ่น ภูมิภาค และชุมชน
โดยใช้ระเบียบวิธีวิจัยแบบผสมที่เน้นการวิจัยเชิงคุณภาพเป็นหลัก (qualitative-dominant mixed methodology) ซึ่งเครื่องมือที่ใช้ในการเก็บข้อมูลเชิงปริมาณ คือ แบบสอบถาม แล้ว
นามาวิเคราะห์ด้วยวิธีทางสถิติเชิงพรรณนา และเครื่องมือที่ใช้ในการเก็บข้อมูลเชิงคุณภาพประกอบด้วย การวิจัยเอกสาร การสัมภาษณ์ และการสังเกต แล้วนามาวิเคราะห์ด้วยวิธีการ
วิเคราะหเ์ นือ้ หาและการวิเคราะหเ์ ร่อื งเล่า

การดาเนินการวิจัยแบ่งออกเป็น 3 ช่วง โดยช่วงแรกเป็นการศึกษาภาพรวมเชิงนโยบายของสวัสดิการท้องถิ่นด้วยการวิจัยเอกสารและศึกษาการประสานความร่วมมือในการจัดสวัสดิการท้องถิ่นในจังหวัดน่านด้วยแบบสอบถามซึ่งรวบรวมได้จาก อปท. จานวน 49 แห่ง (ร้อยละ 49.49 ของ อปท.ทั้งหมดในจังหวัดน่าน) จากนั้นในช่วงที่สองเป็นช่วงของการตรวจสอบข้อมูลและคัดเลือกกรณีศึกษาขั้นต้น โดยเป็นการวิจัยภาคสนามด้วยการสัมภาษณ์ อปท. ที่มีค่าเฉลี่ยการประสานความร่วมมือตามเกณฑ์ที่ได้กาหนดไว้ จานวน 8 แห่ง และในช่วงสุดท้ายซึ่งเป็นการศึกษาเชิงลึกกับกรณีศึกษาที่ถูกเลือกจากข้อมูลที่ได้จากเอกสาร
แบบสอบถาม และการสัมภาษณ์ จานวน 4 แห่ง ได้แก่ อบต.ฝายแก้ว อบต.สันทะ ทม.น่าน และ อบต.นา้ เกยี๋ น

To address increasing climatic variability and extremes, cities are gradually forced to develop climate change adaptation strategies that can ensure a continuous and transformative adaptation process. There is widespread consensus that the sustainable establishment of such strategies requires transdisciplinary approaches, that is, the involvement of internal and external stakeholders (state, civil society and market actors) to become part of the change and find innovative ways to unite their efforts and capacities. However, there is little research and hardly any empirical evidence on the process of stakeholder involvement and co-production in the development of municipal adaptation strategies. Against this background, this paper examines the factors that influence how and why different stakeholders are involved (or excluded) during the processes of developing adaptation strategies, and how this gets reflected in process outcomes. Based on applied participatory analysis of two pioneering municipalities in Germany and Sweden, the paper identifies and contrasts existing patterns to feed back into both theory and practice. Synergies, mismatches, barriers and driving forces for adaptation co-production are identified and contrasted with current adaptation discourses. The results highlight how the level of internal and external stakeholder involvement is conditional on (changes in) the broader governance context, and the associated power constellations in which stakeholders act (e.g., standing of departments, proximity to the decision-making body, changes in [or constellations of] political parties, contractual arrangements for staff, individual champions, progress in mainstreaming). On this basis, conclusions are drawn regarding how to foster sustainable and transformative adaptation through increased stakeholder involvement. The results and conclusions are crucial to advance theory on adaptation co-production, providing a basis for further analyses, research and action. They inform how existing theory, policies and/or guidelines for strategic adaptation planning need to be revisited to support change across current risk governance.

How do social networks differ between highly collaborative and less collaborative forms of governance? Drawing on a prior study that characterized the level of collaboration for three federal hydropower relicensing processes, we develop exponential random graph models of meeting attendance and participation networks. We find that the highly collaborative relicensing process had lower overall density and a propensity for relatively fewer and stronger interactions. Reciprocity is highest in the high-collaboration process, indicating that it is characterized by mutual interactions. In the low-collaboration process, patterns of connections between any three members of the network displayed a more unidirectional structure, suggesting asymmetrical interactions between active versus passive members of the network. By linking network structure to collaborative dynamics, this study helps elaborate potential mechanisms of successful collaboration.

While collaborative governance has many benefits for environmental planning and management, those benefits are not politically feasible if they impact process efficiency. This study assesses collaboration's effect on the duration of water permitting processes, specifically the United States' Federal Energy Regulatory Commission's hydropower relicensing process. Collaboration was measured using a survey of participants in 24 recent hydropower relicensing processes. A Cox proportional hazards model with mixed effects assessed the relationship between collaboration, regulatory framework, hydropower facility characteristics and relicensing process duration. Collaboration was not associated with time to license. Instead, process duration depended on the regulatory framework (especially the switch to the Integrated Licensing Process and presence of endangered species) and facility characteristics (generating capacity and facility type). The results suggest that agencies should consider engaging collaboratively during planning and permitting, given that collaboration's benefits to decision quality do not incur a cost on overall process time.

Over the past four decades, open government has been applied and researched in diverse democratic and administrative contexts. The literature focuses primarily on open government initiatives designed by government actors or co-created by government actors with non-state stakeholders. But the literature has paid little attention to the emergence of open governance by non-state stakeholders acting independently of government and developing innovative solutions to complex social problems. Thus, we develop a conceptual model of non-state stakeholder-led and community-driven open governance. Based on an in-depth case study on OpenStreetMap—a global digital community of more than 300,000 volunteer mappers—we found key themes and sub-themes that illuminate the concept of non-state stakeholder and community-led open governance leading to a comprehensive model of open governance that compares existing open government initiatives with non-state stakeholder and community-led initiatives. This study extends the open government literature by considering the role of non-state stakeholders in open governance initiatives. Findings from this study can help government actors harness the efforts of non-state stakeholders that provide public benefit.