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Lindsey Sweet

Annotated Bibliography

Donahue, John. (2004). On Collaborative Governance. Corporate Social Responsibility Initiative Working Paper No. 2. Cambridge MA: John F. Kennedy School of Government, Harvard University.

This source is a working paper of the Corporate Social Responsibility Initiative. It is introduced by addressing the importance of an increasingly growing fraction of the capacity required to create public value exists outside of government. It elaborates on collaboration as a means for external agents to participate in a way that advances their own interests as well as the good of the collective whole. Taxonomy is used as an example to compare with collaborative governance in that both require definition and classification. This metaphor in part directs to an effort in search for an operable yet more specific definition of collaborative governance. There is outlined various potential dimensions along which collaborative governance can be defined. These characteristics will help distinguish between different kinds of collaboration as well as help frame a rubric for assessment. Thereafter, a list of four distinguishable kinds of work that needs to be done in order to further collaborative governance is accumulated, including conceptual, empirical, evaluative, and operational. This source provides valuable insight into the importance and roles of non-governmental players in public administration, and also takes steps towards developing a more definitive and distinguishable definition for collaborative governance. The author, John D. Donahue, is the Raymond Vernon Lecturer in Public Policy as well as the director of the Weil Program on Collaborative Governance. He also holds a BA from Indiana University and an MPP and PhD from Harvard University.

Ghose, R. (2005). The complexities of citizen participation through collaborative governance. Space & Polity, 9(1), 61-75. doi:10.1080/13562570500078733

Ghose introduces in her paper the complexities of collaborative governance from the standpoint of citizen participation. She explains how traditionally marginalized citizens now have the means to actively participate in what was otherwise known as restrictive to government policy makers only. This source elaborates on the point of view from non-governmental individuals and organizations, as well as putting together a complex and intricate web of attributes and functions of citizen participation. Rina Ghose currently works in the Department of Geography at the University of Wisconsin-Milwaukee.

Huxham, C., Vangen, S., Huxham, C., & Eden, C. (2000). The Challenge

of Collaborative Governance. Public Management: An International Journal of Research and Theory, 2:3, 337-358

This article aims to examine factors inherent in collaborative forms and therefore their practicality as governance tools. First reviewed are different interpretations of what collaborative governance is intended to achieve. Then two areas that impact the ability of collaborations to deliver their potential and structural complexity are reviewed. This article concludes by considering what is needed in order to have effective collaborative governance. This source proves useful in identifying challenges and evaluating possible solutions that can help alleviate these issues. By analyzing what is inhibiting efficiency within this system, it provides a new perspective from a critical standpoint. It emphasizes that there are still various factors working against collaborative governance that need addressing. Only then will this concept be able to reach closer to its full potential. This article was written by Chris Huxham from the University of Strathclyde Graduate School of Business and published in Public Management: An International Journal of Research and Theory.

O'Flynn, J., & Wanna, J. (2008). Collaborative governance: a new era of public policy in Australia?. Retrieved from https://books.google.com/books?id=kUlsWMq6VBEC&printsec=frontcover&dq=Collaborative+Governance:+A+new+Era+of+Public+Policy+in+Australia?&hl=en&sa=X&ved=0CDAQ6AEwAGoVChMIj6uLz7THyAIVC5ENCh3QyQsh#v=onepage&q=Collaborative%20Governance%3A%20A%20new%20Era%20of%20Public%20Policy%20in%20Australia%3F&f=false

In this book’s first chapter, John Wanna introduces the concept of collaborative governance as working in conjunction with others on a political spectrum, dating its beginnings back to the development of industrialization. Wanna explains that there are six dimensions to be considered and thus determining the context of a collaboration. He goes on to further explain two measures that intercross: Firstly, the scale or degree of collaboration, and secondly, the purpose or motivation behind collaboration. This essentially creates a ladder of commitment. There are three main drivers of collaboration today, including external drivers, internal drivers, and volition in relation to the roles and responsibilities of government. Also outlined are advantages verses disadvantages of collaborative government and how the context majorly influences the outcome of a collaborative initiative. This source is valuable because Wanna provides a realistic perspective into collaborative government by exploring all potentialities and implications. This review is part of a collection of papers first presented at the 2007 ANZSOG Conference, and draws on the extensive experience of its contributors.

Zerunyan, F. V., & Pirnejad, P. (2014). From contract cities to mass collaborative governance. American City & County, 129(4), 7.

This article discusses in scope one of the oldest and arguably most successful collaboration models in public administration known as the Lakewood Plan. First established as a living community during the 1950s in Southern California, Lakewood grew exponentially and eventually gained full recognition as a city all on its own. What set Lakewood apart from any other community was its method to administer the city by utilizing various government service providers in order to deliver public administration. This governance model encourages interrelationships among private and public sectors to jointly address issues of policy and public administration. This allowed for shared resources among all players and added efficiency, creating a more cooperative environment. Because of this new approach, the Lakewood Plan has served as an example of collaborative governance for many like-minded cities in later years. This article was written by Frank Zerunyan and Peter Pirnejad and published by Penton Media.