University of Hertfordshire

By the same authors

Co-management in urban regeneration: New perspectives on transferable collaborative practice

Research output: Chapter in Book/Report/Conference proceedingChapter (peer-reviewed)

Standard

Co-management in urban regeneration : New perspectives on transferable collaborative practice. / Schlappa, Hans.

New Public Governance, the Third sector and Co-Production. ed. / Victor Pestoff; Taco Brandsen; Bramq Verschuere. Routledge, 2012. p. 227-244 (Routledge Critical Studies in Public Management).

Research output: Chapter in Book/Report/Conference proceedingChapter (peer-reviewed)

Harvard

Schlappa, H 2012, Co-management in urban regeneration: New perspectives on transferable collaborative practice. in V Pestoff, T Brandsen & B Verschuere (eds), New Public Governance, the Third sector and Co-Production. Routledge Critical Studies in Public Management, Routledge, pp. 227-244.

APA

Schlappa, H. (2012). Co-management in urban regeneration: New perspectives on transferable collaborative practice. In V. Pestoff, T. Brandsen, & B. Verschuere (Eds.), New Public Governance, the Third sector and Co-Production (pp. 227-244). (Routledge Critical Studies in Public Management). Routledge.

Vancouver

Schlappa H. Co-management in urban regeneration: New perspectives on transferable collaborative practice. In Pestoff V, Brandsen T, Verschuere B, editors, New Public Governance, the Third sector and Co-Production. Routledge. 2012. p. 227-244. (Routledge Critical Studies in Public Management).

Author

Schlappa, Hans. / Co-management in urban regeneration : New perspectives on transferable collaborative practice. New Public Governance, the Third sector and Co-Production. editor / Victor Pestoff ; Taco Brandsen ; Bramq Verschuere. Routledge, 2012. pp. 227-244 (Routledge Critical Studies in Public Management).

Bibtex

@inbook{7ea2dcab56ff44f1a20e96e96ad4f428,
title = "Co-management in urban regeneration: New perspectives on transferable collaborative practice",
abstract = "To illustrate the advantages of the co-production concept in comparative analysis and to develop a deeper understanding of the co-management process in regeneration contexts this chapter analyses two cases where staff working for LDPs have produced new services in collaboration with workers from TSOs. These two cases are then contrasted with a case where the LDP placed a strong emphasis on contracting and commissioning procedures with limited scope for collaborative practice. The analysis shows that co-management can occur in very different institutional contexts, and that TSOs and LDPs can both derive significant benefits from co-managing the development and delivery of new services. In addition, a number of variables can be identified which support the co-management process specifically in regeneration contexts. These include a high degree of organizational flexibility in participating organizations; workers who together share responsibility for the provision of a new service; and senior managers who are able to navigate regulatory, institutional and political barriers which stand in the way of collaborative cross-organizational working. A commissioning approach, in contrast, was found to have created a situation where the TSO considered the LDP and programme management staff as a barrier to their creating new services.",
keywords = "third sector organisations, organizational change, capacity building, commissioning, comparative analysis, EU structural funds",
author = "Hans Schlappa",
note = "Hans Schlappa, ‘Co-management in urban regeneration: New perspectives on transferable collaborative practice’, in Victor Pestoff, Taco Brandsen, and Bram Verschuere, eds., New Public Governance, the Third sector and Co-Production (Abingdon: Routledge, 2012), ISBN 978-0-415-89713-6 (hbk), Eisbn: 978-0-203-15229-4 {\circledC} 2012 Taylor & Francis",
year = "2012",
month = "1",
language = "English",
isbn = "978-0-415-89713-6",
series = "Routledge Critical Studies in Public Management",
publisher = "Routledge",
pages = "227--244",
editor = "Victor Pestoff and Taco Brandsen and Bramq Verschuere",
booktitle = "New Public Governance, the Third sector and Co-Production",

}

RIS

TY - CHAP

T1 - Co-management in urban regeneration

T2 - New perspectives on transferable collaborative practice

AU - Schlappa, Hans

N1 - Hans Schlappa, ‘Co-management in urban regeneration: New perspectives on transferable collaborative practice’, in Victor Pestoff, Taco Brandsen, and Bram Verschuere, eds., New Public Governance, the Third sector and Co-Production (Abingdon: Routledge, 2012), ISBN 978-0-415-89713-6 (hbk), Eisbn: 978-0-203-15229-4 © 2012 Taylor & Francis

PY - 2012/1

Y1 - 2012/1

N2 - To illustrate the advantages of the co-production concept in comparative analysis and to develop a deeper understanding of the co-management process in regeneration contexts this chapter analyses two cases where staff working for LDPs have produced new services in collaboration with workers from TSOs. These two cases are then contrasted with a case where the LDP placed a strong emphasis on contracting and commissioning procedures with limited scope for collaborative practice. The analysis shows that co-management can occur in very different institutional contexts, and that TSOs and LDPs can both derive significant benefits from co-managing the development and delivery of new services. In addition, a number of variables can be identified which support the co-management process specifically in regeneration contexts. These include a high degree of organizational flexibility in participating organizations; workers who together share responsibility for the provision of a new service; and senior managers who are able to navigate regulatory, institutional and political barriers which stand in the way of collaborative cross-organizational working. A commissioning approach, in contrast, was found to have created a situation where the TSO considered the LDP and programme management staff as a barrier to their creating new services.

AB - To illustrate the advantages of the co-production concept in comparative analysis and to develop a deeper understanding of the co-management process in regeneration contexts this chapter analyses two cases where staff working for LDPs have produced new services in collaboration with workers from TSOs. These two cases are then contrasted with a case where the LDP placed a strong emphasis on contracting and commissioning procedures with limited scope for collaborative practice. The analysis shows that co-management can occur in very different institutional contexts, and that TSOs and LDPs can both derive significant benefits from co-managing the development and delivery of new services. In addition, a number of variables can be identified which support the co-management process specifically in regeneration contexts. These include a high degree of organizational flexibility in participating organizations; workers who together share responsibility for the provision of a new service; and senior managers who are able to navigate regulatory, institutional and political barriers which stand in the way of collaborative cross-organizational working. A commissioning approach, in contrast, was found to have created a situation where the TSO considered the LDP and programme management staff as a barrier to their creating new services.

KW - third sector organisations

KW - organizational change

KW - capacity building

KW - commissioning

KW - comparative analysis

KW - EU structural funds

M3 - Chapter (peer-reviewed)

SN - 978-0-415-89713-6

T3 - Routledge Critical Studies in Public Management

SP - 227

EP - 244

BT - New Public Governance, the Third sector and Co-Production

A2 - Pestoff, Victor

A2 - Brandsen, Taco

A2 - Verschuere, Bramq

PB - Routledge

ER -