Debate: Community governance as a response to economic crisis

Sancino, Alessandro

doi:10.1080/09540961003665545

Cited by 6 publications

(1 citation statement)

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“…According to this new governance model, public servants play a role as directors and mediators. In other words, they are asked to adopt holistic strategic thinking and a strategic shaping approach in making things happen (Bovaird, 2005(Bovaird, , 2008, and to manage interdependencies between different actors (Sancino, 2010). Politicians should act as facilitators of interactions among many institutions and actors (Hansen, 2001: 121).…”

Section: From Old Public Administration To Co-productionmentioning

confidence: 99%

Public services management and co-production in multi-level governance settings

Sicilia

Guarini

Sancino

et al. 2015

International Review of Administrative Sciences

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139

103

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From a normative stance, co-production has been recommended at all stages of the public service cycle. However, previous empirical studies on co-production have neglected the question of how to make this happen. Moreover, little attention has been paid to how co-production might occur in multi-level governance settings. The aim of this article is to fill these gaps, identifying triggers and organizational and managerial issues that could support the adoption of co-production in multi-level governance settings. The empirical analysis is based on a case study of services for autistic children. The findings highlight that co-production was prompted by inter-organizational arrangements and that trust-building among the actors played a pivotal role in nurturing a coproduction approach. Points for practitionersFrom an organizational perspective, our case study shows that, in order to foster coproduction in multi-level governance settings, all stages of the public service cycle should be aligned and inspired by the same logic. From a managerial perspective itCorresponding author: Enrico Guarini, University of Milano-Bicocca, Department of Business Administration, Finance, Management and Law, Via R. Bicocca degli Arcimboldi, 8, 20126 Milan, Italy. Email: enrico.guarini@unimib.it highlights that the implementation of co-production requires new managerial skills and tools. Public managers are asked to listen to community groups and individuals, to mobilize collective resources and knowledge, and exercise a meta-governance role. Finally, in order to have co-produced services, our findings point to the need to start thinking differently about the roles of civil society and government in satisfying the common good.

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Section: From Old Public Administration To Co-productionmentioning

confidence: 99%

Public services management and co-production in multi-level governance settings

Sicilia

Guarini

Sancino

et al. 2015

International Review of Administrative Sciences

Self Cite

139

103

View full text Add to dashboard Cite

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The Political Economy Foundations of Co-production

Jackson

2020

The Palgrave Handbook of Co-Production of Public Services and Outcomes

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The formal analysis and empirical investigation of co-production has primarily been conducted by disciplines other than economics. This chapter seeks to use some concepts drawn from economics in order to provide fresh insights into co-production that might be of value to policy makers, the management of public services and of course researchers.The modern public sector is embedded in a landscape of networked organisations, which include many voluntary organisations. In the new public governance model, which embraces the complex interdependencies within networks (Bovaird 2005; Sancino 2010) public managers are seen as brokers and mediators (Jackson 2001). Relationships between public service organisations and other agencies within the network become of strategic significance and interest. These institutional details are, however, washed out of the typical economists' abstract and nomothetic treatment of the public sector.Both the consumer and the producer, as strategic agents, are to all intents and purposes missing from public sector economics models. There are no active consumers and the bureaucracy that supplies public service output is usually treated as a 'black box' (Jackson 1982). The dominant public choice model of public service supply is that of Niskanen (1971), which is intended to demonstrate the efficiency gains that arise from competing bureaux. This is not really a model of public production but is instead a theory of bureaucratic decision-making that is devoid of institutional detail. On the consumer

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