Boundary Spanning in Local Public Service Partnerships: Coaches, advocates or enforcers?

Valeria Guarneros‐Meza · Steve J. Martin

29 citations0/0 files storedPublic Management Review

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Public Policy and Administration Research Local Governance and Planning Local Government Finance and Decentralization

Abstract

This paper analyses the role of senior civil servants who work directly with local public service partnerships in the UK. It finds that their activities are welcomed by local actors and can have a positive impact on partnership working. They add value by acting as coaches who bring new ideas and help to build trust among local agencies and as advocates through being an important channel of communication between partnerships and national government. However, they struggle to facilitate more joined up working among national government departments whose differentiated regulatory and funding procedures impede attempts to collaborate at a local level.

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References

1973Dilemmas in a general theory of planning 2003Governing as Governance 2002The Competent Boundary Spanner 1991Regime Politics: Governing Atlanta, 1946-1988.2006Collaborative Public Management: Assessing What We Know and How We Know It 2004Collaborative Public Management: New Strategies for Local Governments 2003Collaborative public management: new strategies for local governments 2006Inside Collaborative Networks: Ten Lessons for Public Managers

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