000			01640nam a22001457a 4500
999			_c523703 _d523703
008			230922b ||||| |||| 00| 0 eng d
100			_aKim, Saerim and Sullivan, Andrew _943842
245			_aConnecting the composition of collaborative governance structure to community-level performance in homeless services
260			_aPublic Administration Review
300			_a83(4), Jul-Aug, 2023: p.734-749
520			_aCollaborative governance has become prevalent in public service provision as both government and nonprofit sectors face pressure to solve multidimensional social problems in communities while improving performance. Drawing on collaborative governance and homeless services literature, this article explores how providing services in a collaborative governance network through government and nonprofit service providers differentially relates to multiple dimensions of performance—effectiveness, internal efficiency, social efficiency, and service heterogeneity—at the community level. By using a two-way fixed effects estimator and a unique nonprofit and homeless services dataset, the findings indicate that collaborative governance between government and nonprofit service providers relates to increased effectiveness (e.g., less homelessness), and mixed results for service heterogeneity relative to using one sector. The composition of collaborative governance networks matters for performance, but its precise relationship with community-level performance depends on the specific aspect of performance.- Reproduced
773			_aPublic Administration Review
906			_aPUBLIC ADMINISTRATION
942			_cAR