The Governance of Mandated Partnerships: The Case of Social Housing Procurement

Abstract

Partnership working is nowadays a seemingly ubiquitous aspect of the management and delivery of public services, yet there remain major differences of opinion about how they best work for the different stakeholders they involve. The balances between mandate and trust, and between hard and soft power, are crucial to current debates about public service partnerships. This paper explores the example of social housing procurement in Northern Ireland, and the requirement to form mandated procurement groups. The research shows that the exercise of hierarchical power is still important in network governance; that mandated partnerships alter the balance between trust and power in partnership working, but the impact is uneven; and that these relationships are (re)shaping the 'hybrid' identity of housing associations. The balance between accountability for public resources and the independence of third sector organisations is the key tension in mandated partnerships. The Northern Ireland experience suggests that trust-based networks could provide more productive working relationships in partnerships for service delivery.

Strategic Partnerships in the Satellite and Telecommunications Sectors: A Conceptual Review of Data Analytics-Enabled Identification and Capitalization of Synergies

“…This approach could be valuable in understanding the range of strategies employed in successful strategic partnerships in the satellite and telecommunications sectors. Additionally, discussed the governance of mandated partnerships, listing characteristics such as 'ambiguous' governance and accountability arrangements, which are crucial factors to consider in the effective management of strategic partnerships (Muir & Mullins, 2015). In the context of data analytics-enabled strategies, discussed business intelligence and analytics, emphasizing the transition from big data to big impact (Chen et al, 2012).…”

Menakar Model Pembelian Langsung Rumah Negara Di Indonesia

“…12 Mekanisme tukar menukar dan hibah diatur dalam peraturan tentang pengelolaan barang milik negara. 13 (Morrison, 2016;Mullins, 2006) dan beberapa negara Commonwealth, sepertiIrlandia Utara (Muir & Mullins, 2015;Mullins, Rhodes, & Williamson, 2001), Skotlandia (Gibb, 2003), dan Australia (Nygaard, Berry, & Gibb, 2008). Konsep yang diterapkan berupa hybrid financing, yaitu penyediaan rumah negara diserahkan kepada organisasi nirlaba yang bergerak di sektor real estate (Blessing, 2012;Morrison, 2016).Total dana yang dibutuhkan selanjutnya dibagi secara proporsional antara pemerintah dan organisasi nirlaba tersebut (Moore, 2018;Muir & Mullins, 2015).…”

“…13 (Morrison, 2016;Mullins, 2006) dan beberapa negara Commonwealth, sepertiIrlandia Utara (Muir & Mullins, 2015;Mullins, Rhodes, & Williamson, 2001), Skotlandia (Gibb, 2003), dan Australia (Nygaard, Berry, & Gibb, 2008). Konsep yang diterapkan berupa hybrid financing, yaitu penyediaan rumah negara diserahkan kepada organisasi nirlaba yang bergerak di sektor real estate (Blessing, 2012;Morrison, 2016).Total dana yang dibutuhkan selanjutnya dibagi secara proporsional antara pemerintah dan organisasi nirlaba tersebut (Moore, 2018;Muir & Mullins, 2015). Mekanisme pengadaan diserahkan kepada organisasi nirlaba dengan mengusung 2 prinsip utama, yaitu negosiasi harga dengan tetap mempertimbangkan value-formoney serta penerapan kontrak design-and-build (Goodchild & Chamberlain, 1999).…”

Overwriting New Public Management with New Public Governance in New Zealand's approach to health system improvement

“…Attempts to institutionalise NPG may be successful, or may be thwarted, resisted, or simply fail to take root. Indeed, most treatments of the relationship between NPM and NPG describe governance arrangements in terms of combinations, mixes or hybrids of different ideal types of public management (Muir and Mullins, 2015;Klijn and Koppenjan, 2012).…”