Partnering with the Private and Philanthropic Sectors: A Governor’s Guide to Investing in Early Childhood, NGA Center for Best Practices, Sarah Daily, Anna Lovejoy, and Joan Lombardi, 2008

“Several governors have partnered with private and philanthropic leaders to maximize funding and achieve positive outcomes for young children. This report describes the nature and activities of such early childhood public-private partnerships. It aims to help governors and state policymakers navigate through the decisions they will make if they wish to pursue such partnerships in their own state.”

A Case Study in Collaborative Governance: Health Care Law Reform in Georgia, Conflict Resolution Quarterly, Charity Scott, 2011

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“This case study illustrates how collaborative governance through consensus building can work well to achieve law reform, with shared responsibilities among elected officials, private and professional stakeholders, and ordinary citizens. The author discusses the participants involved and the process adopted in Georgia to reform the state’s law on advance directives for health care. She identifies some of the best practices that contributed to the success of this law-reform effort, and offers some lessons learned for future work in collaborative governance.”

Public Private Partnership Models, U.S. Federal Emergency Management Agency, 2015

This collection of examples of public-private partnerships is organized by jurisdiction (e.g., national, state, city) and is intended to help users “learn more about emergency management public-private partnerships.” The State section includes examinations of the Alaska Partnership for Infrastructure Protection, Colorado Emergency Preparedness Partnership, Louisiana Business Emergency Operations Center, and more.

More Than Cost Savings: A New Framework for Valuing Potential Pay for Success Projects, Urban Institute, Stan Dorn, Justin Milner, and Matthew Eldridge, 2017

“A popular benefit of the pay for success (PFS) model is its potential to finance programs that, if successful, will save governments more than they cost. But in practice, this limits the number of programs eligible for PFS. It also incorrectly assumes that most governments place little value on the non-fiscal benefits. With this reality in mind, this paper outlines a holistic framework that integrates potential fiscal and non-fiscal benefits, providing policymakers with clear and simple criteria when considering PFS projects.”

Public-Private Partnership (P3) Model State Legislation, Bipartisan Policy Center, 2015

“[Thirty-three] states (along with the District of Columbia and Puerto Rico) have enacted by statute some sort of P3-enabling legislation — a patchwork of laws met with varying degrees of success and public support. [This] model legislation is the product of review of best practices nationwide. While drafted with the intention of having each state tailor the legislation according to its needs and circumstances, states considering adopting P3-enabling legislation for the first time or updating their existing laws may want to use this model as a tool.”

Strength in Numbers: Leveraging the power of cross sector collaboration and data analytics to combat the opioid epidemic, PwC, Chris O’Brien, Nini Donovan, and Mete Tuzcu, 2016

“State and local governments, the medical community, and educators are exploring innovative approaches to address the [opioid] epidemic. However, there are many challenges involved in fighting the opioid epidemic, from lack of data and effective legislation to budget limitations. … Success will require cross-sector collaboration, data-driven insights, and effective data governance.” In this report from PwC, the authors “highlight the lessons learned from a major initiative by the Massachusetts Department of Public Health and offer a number of recommendations for addressing the crisis of opioid abuse that can be applied by any state or locality.”

Supporting Healthy Communities: How Rethinking the Funding Approach Can Break Down Silos and Promote Health and Health Equity, Deloitte University Press, Jitinder Kohli and Anne De Biasi, 2017

“We see cross-sector coordination as key to tomorrow’s health care system functioning — and we recognize the challenge for organizations unaccustomed to collaborating,” write Jitinder Kohli and Anne De Biasi for Deloitte University Press. “In this article, we offer an approach to address a particularly challenging aspect of coordination — that of coordinating funds. Our proposed Healthy Communities Funding Hub model builds upon a series of convening sessions and reports launched by the nonprofit Trust for America’s Health (TFAH) to define policies aimed at improving community health and health equity.”

The Costs of Cooperation: What the Research Tells Us about Managing the Risks of Service Collaborations in the U.S., State and Local Government Review, Jered B. Carr and Christopher V. Hawkins, 2013

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“Service collaborations often must confront risks arising from problems of coordination, division, and defection. U.S. scholars have focused on understanding the efficacy of three general strategies to reducing these risks. First, the use of adaptive and restrictive contracts to reduce the risks from service characteristics has received a lot of attention. Second, scholars have studied how the use of different institutional arrangements reduces the risks of collaborative service provision. Third, attention has been devoted to understanding how the social networks of administrators and elected officials mitigate risk in sharing services. This article concludes with suggestions for future research on this topic.”

P3 Infrastructure Delivery: Principles for State Legislatures, The National Conference of State Legislatures, 2017

“This policy brief is designed as a supplement to existing National Conference of State Legislatures resources on public-private partnerships (P3s). Informed heavily by the NCSL Foundation Partnership on Multi-Sector Public-Private Partnerships, this report attempts to connect concepts from the NCSL P3 Toolkit with real-world examples and developments in P3 enabling statutes.”

Strengthening Political Leadership and Policy Innovation through the Expansion of Collaborative Forms of Governance, Public Management Review, Jacob Torfing and Christopher Ansell, 2016

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“This article explores how political leadership and policy innovation can be enhanced through collaborative governance. The main findings are that while wicked and unruly problems create an urgent need for policy innovation, politicians are badly positioned to initiate, drive and lead this innovation. They are either locked into a dependency on policy advice from senior civil servants or locked out of more inclusive policy networks. In either case, they are insulated from fresh ideas and ultimately reduced to ‘policy-takers’ with limited engagement in policy innovation. Collaborative policy innovation offers a solution to these limitations.”