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Intro -- Preface -- Acknowledgments -- Contents -- List of Figures -- List of Tables -- 1 Homeless Policy and Collaboration in America -- Defining Homelessness -- Factors Explaining Homelessness in America -- Multilevel Policies Shaping Homeless Response -- Continuum of Care (CoC) Program -- Federal Strategic Plan -- State Priorities -- References -- 2 Designing Collaboration Networks and the Role of Nonprofit Organizations -- Collaborative Applicants: CoC Leading Agencies -- Role of Nonprofit Organizations in CoC Homeless Networks -- Membership of CoC Program -- References -- 3 Managing Collaborations and the Network Governance -- Network Governance -- Factors Associated with Form of Governance -- References -- 4 Collaborative Leadership and Individual Champions -- Views on Leaders from the Frontlines -- Developing Subject Matter Expertise -- Nurture a Culture of Both Competition and Collaboration -- Shared & -- Inclusive Leadership -- Be Agile -- Be Smart with Data -- References -- 5 Cross-Sector Collaboration for Homeless Medical Services -- Medical Service Needs of the Homeless -- Federal Legislation and State Law in Service of Homeless Health Care -- Homeless Emergency Discharge Coordination -- CoC Healthcare Service Capacities -- References -- 6 Measuring Effective Collaboration and the Factors that Matter -- Effective Collaboration in Social Services -- Factors Influencing Effective Collaboration -- Nonprofit Leadership in Public Service Networks -- Network Leading Experience -- Membership of Network Collaboration -- Role of Leadership in Collaboration -- References -- 7 Conclusion -- Appendix 1: Leadership in Collaboration Survey -- Section 1: Continuum of Care -- Section 2: Collaboration Outcome -- Section 3: Style of Leadership -- Section 4: This Final Section is Focused on Learning More About You -- Index.

This book offers a comprehensive understanding of public-nonprofit collaboration in a homeless policy field and management strategies to lead and assess cross-sector arrangements. The book demonstrates how the federal policy intention is realized through the local homeless service networks, known as Continuums of Care (CoCs) programs. It leverages unique, original, and national data and applies collaborative governance theory to develop a systematic understanding of public service networks and leadership, health care services for those experiencing homelessness, and measuring impact of collaborative activities. Hee Soun Jang, PhD. is an Associate Professor in the Department of Public Administration at the University of North Texas, USA. Jesus N. Valero, PhD, is an Assistant Professor in the Department of Political Science at the University of Utah, USA.

1. Homeless Policy & Collaboration in America -- 2. Designing Collaboration Networks -- 3. Managing Collaborations and the Role of Non-State Actors -- 4. Collaborative Leadership & Individual Champions -- 5. Cross-Sector Collaboration for Homeless Medical Services -- 6. Measuring Effective Collaboration & the Factors that Matter -- 7. Conclusion.

Despite the growing role that contracts with nonprofits play in local service delivery, only limited attention has been directed to why some cities rely more on nonprofit organizations to produce services or how political institutions influence the role nonprofits play in service delivery. To investigate these issues, the authors present a transaction cost explanation that focuses on how political system characteristics and structures of service markets shape the costs of negotiating, monitoring, and enforcing contracts for local governments. The findings indicate that forms of government, mayoral turnover, racial segregation, and the market of nonprofit producers influence the role of nonprofits in delivering elder services, but decisions to contract exclusively with nonprofits are subject to different influences than decisions to jointly produce service with a nonprofit organization.

Même si les chercheurs et les praticiens dans le domaine de l'administration publique s'intéressent à la nature des entreprises sociales dont accouche le secteur à but non lucratif, rares sont les recherches qui ont été menées sur le rôle joué par les pouvoirs publics pour aider les entreprises sociales potentielles à transformer des organismes à but non lucratif en entreprises sociales. La présente recherche s'intéresse au phénomène mondial d'entrepreunariat social en analysant les programmes d'entreprise sociale dirigés par l'État en Corée du Sud. Quelle est la politique appliquée en Corée du Sud en ce qui concerne les entreprises sociales appuyées par l'État ? Quel rôle joue le gouvernement dans la promotion des entreprises sociales en Corée du Sud ? Quels sont les facteurs qui influencent l'efficacité des entreprises sociales appuyées par l'État en Corée du Sud ? Les résultats de cette étude indiquent que l'appui de l'État aide les organisations à but non lucratif à faire face aux différents obstacles qui peuvent conduire à l'échec des organisations à but non lucratif dans des sociétés comme la société sud-coréenne. Les observations de l'étude confirment que le point de vue de Salomon concernant le gouvernement tiers (« third-party government ») et la théorie de l'échec des organisations sans but lucratif justifient l'intervention de l'État, ce qui voudrait dire que les gouvernements peuvent effectivement amener les organisations à but non lucratif à vaincre la propension à l'échec en leur fournissant les ressources nécessaires. Remarques à l'intention des praticiens Nous avons constaté, dans notre étude, que l'aide publique en faveur des petites organisations à but non lucratif pouvait faciliter la croissance de la société civile dans les pays d'Asie orientale. Notre étude sur la politique relative aux entreprises sociales appuyées par l'État à Séoul, en Corée, apportera aux décideurs un modèle stratégique pour la conception de leurs programmes en vue d'étendre les services sociaux offerts par les acteurs non étatiques. Et les politiques relatives aux organisations sans but lucratif appuyées par l'État permettront aux organismes publics d'orienter et d'étendre les services sociaux sans devoir créer de nouvelles agences. Cependant, nous avons aussi constaté que l'approche administrative obligatoire ne prend pas toujours en considération les difficultés quotidiennes rencontrées par les organisations à but non lucratif.

Although scholars and practitioners in the field of public administration have investigated the nature of social enterprises emerging from the nonprofit sector, little research has been undertaken on the role of governments in facilitating prospective social enterprises to transform nonprofits into social enterprises. This research explores the global phenomenon of social entrepreneurship by analysing the government-driven social enterprise programs in South Korea. What is the government-driven social enterprise policy in South Korea? What is the role of the government in driving the success of the social enterprises in South Korea? What are the factors that affect the success of government-driven social enterprises? The results of this study highlight how government support helps nonprofit organizations cope effectively with diverse constraints that may cause nonprofit failure in societies like South Korea. The study findings confirm that Salamon's third-party government perspective and nonprofit failure theory justify government intervention, suggesting that governments may drive nonprofit organizations efficiently to overcome a propensity to failure by providing them with resources. Points for practitioners This study found that government support to the small nonprofit organizations may facilitate civil society growth in Eastern Asia countries. Our research of government-driven social enterprise policy in Seoul Korea will provide a policy model for policy decision-makers for program design that would expand social services provided by non-state actors, and government-driven nonprofit policies will allow public agencies to direct and expand the social services without creating new agencies. However, we also found that the mandatory administrative approach may not address nonprofits' daily challenges in an effective manner.

Does nonprofit leadership have an impact on the performance of collaborative networks? This article examines the degree to which nonprofit-led networks and other governance characteristics matter in explaining the performance of network achieving federal funding. Specifically, we hypothesize that networks led by nonprofit organizations may achieve more funding and project awards than those led by government organizations. Using data from a national survey of local homeless service networks, we find that contrary to the hypothesized expectations, networks led by nonprofits are less successful in federal funding and project award than networks led by government organizations.