1. PUBLIC SECTOR PARTNERSHIPS: A MODEL FOR SUCCESS Sarah Cotterill Leeds University Business School busshc@leeds.ac.uk The research is jointly funded by the Economic and Social Research Council, the Department of Communities and Local Government and Price Waterhouse Coopers, as part of the Governance and Quality of Life Postgraduate Research Programme. The poster is based on doctoral research in progress. Comments welcome 1. Introduction In the UK and elsewhere there is increasing emphasis on public sector organisations working in local partnerships, but partnership working is not always easy. This study explores how local authorities and their partners work together to implement electronic government. E-government is the use of computer technologies by government to transform the provision of services and information to citizens, encourage citizen participation and modernise government. 2. Methods Systematic Literature Review Case studies of 3 local e-government partnerships using: Social network analysis and qualitative interviews. (Provan & Milward 1995; Hutt et. al 2000; Cross et. al. 2001) 6. Conclusions The research has led to a Model of Network Effectiveness: Effective partnerships are ones whose outcomes improve service delivery, advance public policy making and enhance democracy. Effectiveness is influenced by network structure, governance arrangements and system stability. Combining social network analysis with qualitative research is a useful methodology for studying public sector partnerships Key Council County Council Council Core Team Parish Councils’ Assoc Fire Police  Officer  Councillor 3. Shire County – Key Findings Effectiveness: The partnership has developed a number of very effective shared projects to improve customer service, but has done less to advance local democracy or improve policy making. Network Structure: Shire County is centralised around a few central champions, which is effective for project development. The partnership has low levels of interconnectedness which inhibits shared learning. Governance: There is a strong vision among participants of shared services but a lack of leadership commitment and no clear strategy, leading to a “scattergun” of projects. Representatives vary in seniority. System Stability: No history of working together, but the partnership’s perceived effectiveness has led to new partnerships in the region. Seeking Information (sized by prestige) 4. Shire County: Social Network Analysis A.Network Structure Interconnectedness Central champions B. Governance Leadership commitment Vision and strategy Accountability Not an IT silo Representatives right for the role C. System stability History of working together Existence of other partnerships Maturity: can withstand knocks Effective e-government partnership Service delivery Public policy Local democracy 5. A Preliminary Model of Network Effectiveness Key Council County Council Council Core Team Parish Councils’ Assoc Fire Police  Officer  Councillor Frequent Communication

2. PUBLIC SECTOR PARTNERSHIPS: A MODEL FOR SUCCESS Sarah Cotterill Leeds University Business School busshc@leeds.ac.uk The research is jointly funded by the Economic and Social Research Council, the Department of Communities and Local Government and Price Waterhouse Coopers, as part of the Governance and Quality of Life Postgraduate Research Programme. The poster is based on doctoral research in progress. Comments welcome 1. Introduction In the UK and elsewhere there is increasing emphasis on public sector organisations working in local partnerships, but partnership working is not always easy. This study explores how local authorities and their partners work together to implement electronic government. E-government is the use of computer technologies by government to transform the provision of services and information to citizens, encourage citizen participation and modernise government. 2. Methods Systematic Literature Review Case studies of 3 local e-government partnerships using: Social network analysis and qualitative interviews. (Provan & Milward 1995; Hutt et. al 2000; Cross et. al. 2001) 6. Conclusions The research has led to a Model of Network Effectiveness: Effective partnerships are ones whose outcomes improve service delivery, advance public policy making and enhance democracy. Effectiveness is influenced by network structure, governance arrangements and system stability. Combining social network analysis with qualitative research is a useful methodology for studying public sector partnerships Key Council County Council Council Core Team Parish Councils’ Assoc Fire Police  Officer  Councillor 3. Shire County – Key Findings Effectiveness: The partnership has developed a number of very effective shared projects to improve customer service, but has done less to advance local democracy or improve policy making. Network Structure: Shire County is centralised around a few central champions, which is effective for project development. The partnership has low levels of interconnectedness which inhibits shared learning. Governance: There is a strong vision among participants of shared services but a lack of leadership commitment and no clear strategy, leading to a “scattergun” of projects. Representatives vary in seniority. System Stability: No history of working together, but the partnership’s perceived effectiveness has led to new partnerships in the region. Seeking Information (sized by prestige) 4. Shire County: Social Network Analysis A.Network Structure Interconnectedness Central champions B. Governance Leadership commitment Vision and strategy Accountability Not an IT silo Representatives right for the role C. System stability History of working together Existence of other partnerships Maturity: can withstand knocks Effective e-government partnership Service delivery Public policy Local democracy 5. A Preliminary Model of Network Effectiveness Key Council County Council Council Core Team Parish Councils’ Assoc Fire Police  Officer  Councillor Frequent Communication