Outcome Insights
Applying an NPG Lens to Examine a Capacity Building Initiative Among the Government and its Partner
Bibliographic Data
| ID | 21475286 |
|---|---|
| Authors | Sapna Varkey (0000-0001-6542-9471, University of North Carolina at Chapel Hill, corresponding author), Kara L Lawrence (0000-0003-2399-2623, North Carolina State University), Kara Lawrence (North Carolina State University), Leila Chelbi (North Carolina State University), Amanda J Stewart (0000-0001-5738-1324, North Carolina State University), Richard M Clerkin (0000-0002-7603-6865, University of North Carolina Wilmington) |
| Year | 2024 |
| Volume | 47 |
| Issue | 4 |
| Pages | 243-256 |
| Publication date | 2024-03-11 |
| Open Access | No |
| Type | ARTICLE |
| Venue | International Journal of Public Administration (JOURNAL) |
| Journal identifiers | ISSN: 0190-0692 • E-ISSN: 1532-4265 |
| Publisher | Informa UK Limited (PUBLISHER • GB) |
| DOI | 10.1080/01900692.2022.2111579 |
| OpenAlex | W4306639387 |
| Language | EN |
| Citations received | 2 |
| References cited | 61 |
Providing services for a diverse population requires a shift in paradigms and mechanisms. New Public Governance (NPG) provides insights on the need for collaborative actions between organizations from all sectors. This study applies an NPG lens to investigate a state’s effort to enhance mental health and substance use recovery through building capacity in peer-support service providing organizations (SPOs). We used 37 participant interviews from a training program. Results show variations between intended and actual outcomes and highlight NPG as a relevant framework for capacity building and co-creation of public value in dynamic partnerships between the public sector and SPOs
Business · Capacity building · Collaborative governance · Corporate governance · Economic growth · Economics · Environmental health · Knowledge management · Political science · Population · Public relations · Public sector · Through-the-lens metering · Computer Science · Engineering · Evaluation and Performance Assessment · Medicine · Mental Health and Patient Involvement · Public Policy and Administration Research · Finance
Debating Governance
Measuring the Performance of the Hollow State
The New Public Governance?
Recognizing Public Value
A Conceptual Framework for the Design of Organizational Control Mechanisms
From old public administration to new public management
Co-production, the third sector and the delivery of public services
What’s in a Name? Grasping New Public Governance as a Political-Administrative System
The New Public Governance? 1
Banishing bureaucracy
Partners in Public Service
The Managerial State
A Dawn of Convergence?
Organizational capacity for community development in regional health authorities
Too Vulnerable to Involve? Challenges of Engaging Vulnerable Groups in the Co-production of Public Services through Research
Rethinking Public Service Delivery
Civicness in the Governance and Delivery of Social Services
Governing as Governance
Governmental Influences on Organizational Capacity
Insider Status and Outsider Tactics
Understanding co-production as a new public governance tool
Government and Non-profit Collaboration in Times of Deliverology, Policy Innovation Laboratories and Hubs, and New Public Governance
Government–Nonprofit Cooperation
Supporting and Sustaining Grassroots Youth Organizations
Toward More Targeted Capacity Building
Transforming the Public Sector Into an Arena for Co-Creation
They Are All Organizations”
Beyond New Public Governance
Improving Public Management
Developing New Forms of Partnership With the ‘Market’ in the Procurement of Public Services
Is the New Public Management a Paradigm? Does it Matter
What's New about the New Public Management? Administrative Change in the Human Services
Governance Without Government? Rethinking Public Administration
Governing the Hollow State
The Middle Aging of New Public Management
A Public Management for All Seasons
The Professionalization of Everyone
| Citations per year | 0.67 |
|---|---|
| Citation span | 2023 - 2025 (3) |
| Highly cited | No |