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The Chapter Concept: Governing cross-sector collaboration
The chapter advocates for public accountability to the extent that the government should be able to counter any questions that pop up from its operations in any of its democratic systems. This has been highlighted as a most vital component of the cross-sector collaboration (CSCs). The chapter indicates that the government should be in a position to develop all its facets through a delivery model that is favorable, and its CSCs must, at least, meet the expectations of its subjects (Forrer, Kee & Boyer, 2014). The projects that are carried out should create value for the public by ensuring that the offer independent public services, contracts, networks, and partnerships, which on the other hand fosters democratic accountability. The responsibility is triggered by the discretion that is accorded to the CSC collaborators hence ensuring capable and functional public managers. We are also informed that for the noncollaborative approaches make the service delivery less fruitful and uncontrollable. It is also in this chapter that we are introduced to the four types of CSC: IPSPs, networks, contracting, and partnerships.
The whole course has been so beneficial for I have gained the public management skills I never had. It is so significant to have learnt how the public sector should be addressed. CSC is a very vital tool that should be applied when delivering services to the citizen to ensure harmony, as well as equality. Introducing this topic to the class is important for it helps the learners to be able to highlight areas that are less focused on by the government as a citizen, and helps you to deliver quality services equally as a leader or a project manager (Forrer, Kee & Boyer, 2014). Therefore, it is substantial that the case studies used in the chapter reflect the real life scenario could have been avoided if the right procedures were followed to the letter.
References
Forrer, J. J., Kee, J. E., & Boyer, E. (2014). Governing cross-sector collaboration.
