Carol Jacklin-Jarvis - Academia.edu (original) (raw)

Papers by Carol Jacklin-Jarvis

Sheffield Hallam University, Centre for Regional Economic and Social Research, Feb 17, 2021

Small and local charities-those with an income under £1 million-were at the heart of the communit... more Small and local charities-those with an income under £1 million-were at the heart of the community response to the first wave of the COVID-19 pandemic. They demonstrated tremendous energy, flexibility and professionalism to understand the implications of the crisis and continuously adapt their provision in response to the everchanging needs and circumstances of their local communities. During the first six months of the COVID-19 pandemic smaller charities worked flexibly to respond quickly to the implications of the crisis. In essence, they 'showed up' and then 'stuck around', using their position of trust within communities experiencing complex social issues to support people when they were needed most. This is in contrast to parts of the public sector, who were slower to react, and to informal support and mutual aid, which has dissipated over time. The service offer of smaller charities was concentrated on addressing four main areas of need-access to food, isolation and loneliness, information and mental health/ wellbeing-and was tailored to different groups experiencing complex social issues. They found multiple ways to maintain human contact by checking up on people, keeping in touch with them and connecting them to one another wherever possible. Who smaller charities worked with was particularly distinctive, as they acted as a channel of support for groups and communities where having a relationship of trust was especially critical and whose needs tended to be less well served by mainstream provision even though they were more likely to be adversely affected by impacts of COVID-19, such as ethnicity, poverty and pre-existing health inequalities. quickly & they worked flexibly showed up small charities stuck around &

Voluntary Sector Review

This practice paper reflects on the experience of delivering leadership development for the volun... more This practice paper reflects on the experience of delivering leadership development for the voluntary sector through open-access online learning. We outline key elements of learning design and explore the potential and challenges of widening access to leadership development through this form of learning. We note the importance of aligning the conceptualisation of the leadership approach to learning and the principles of open access. The paper ends by offering insights for leadership development practitioners.

Journal of Social Policy, 2022

This article presents empirical findings about the distinctiveness of smaller voluntary sector or... more This article presents empirical findings about the distinctiveness of smaller voluntary sector organisations (VSOs) involved in welfare service provision, based on in-depth, qualitative case study research. We identify a series of organisational features and practices which can mean that smaller VSOs are distinctive from larger organisations. These include how they are governed and managed, their approach to their work, and their position relative to other providers. To explain our findings, we draw on the concept of stakeholder ambiguity. This idea was posited by Billis and Glennerster (1998) and is commonly cited in relation to distinctiveness. We identified several manifestations of stakeholder ambiguity and confirm the concept’s explanatory importance, although we argue that our understanding of distinctiveness is enhanced when stakeholder ambiguity is considered alongside other closely related features, such as being embedded in a local geographic community and informal familia...

The research has been funded by Lloyds Bank Foundation for England and Wales ('Lloyds Bank Founda... more The research has been funded by Lloyds Bank Foundation for England and Wales ('Lloyds Bank Foundation') and guided by a Steering Group led by Lloyds Bank Foundation and a number of key stakeholders including representatives from policy, practice and academia.

In the UK, successive governments over recent decades have initiated a number of inter-organizati... more In the UK, successive governments over recent decades have initiated a number of inter-organizational collaborative arrangements between public, private and not-for-profit organizations to support the delivery of public services and address multi-faceted, intractable societal problems. Initially the introduction of New Public Management in the 1980s and greater privatisation of Government services resulted in integrated government offices across the English Regions to develop partnerships with and between local interests (Lowndes and Skelcher, 1998), and for example, required local authorities and the National Health Service (NHS) to work with the private sector to more economically deliver public services. More formalized collaborative arrangements evolved from the public-private-partnerships introduced by the Conservative government in 1992 through to a variety of cross-sector collaborative arrangements under the Labour government’s Modernisation Agenda (Labour was in government f...

Leadership, 2021

Responding directly to the themes of the Special Issue, this paper addresses a surprising absence... more Responding directly to the themes of the Special Issue, this paper addresses a surprising absence to date of the voluntary sector’s important role in the constitution of place leadership. Drawing on an empirical study of locally rooted voluntary sector organisations in a district of the Midlands of England, we aim to untangle the complex relationship between leadership, place and the voluntary sector, building on recent advances in the collective and critical approaches to leadership studies. A thematic analysis of a rich qualitative dataset highlighted three core themes of the voluntary sector contribution to collective place leadership: their ability to draw on and mobilise local knowledge, their positioning in a web of dense local relationships, and the notion that their intrinsic characteristics are a key source of their distinctiveness and value to the local governance network that constitutes the district’s place leadership. In addition to contributing to a nuanced understandi...

Collaboration between the UK’s voluntary organisations (VOs) and public agencies is often viewed ... more Collaboration between the UK’s voluntary organisations (VOs) and public agencies is often viewed through the lens of the state’s changing role in service delivery, and the outsourcing of the ‘welfare state’. However the engagement of VOs with the ‘environmental state’ has a very different history. In this comparative study, we contrast cross-sector collaboration in children’s services (‘welfare state’) with the more recent collaboration in flood management (‘environmental state’). We ask whether, and if so how, these different inter-organizational domains set up different expectations for cross-sector collaboration. We argue that the different histories of state involvement in these domains have implications for understanding how collaborative partnerships develop, which partners are engaged, how local communities become involved, and how power dynamics play out between actors from different sectors. Understanding the implications of these different state contexts may enable VOs eng...

The potential solutions to many of society’s most complex or ‘wicked’ problems lie beyond the bou... more The potential solutions to many of society’s most complex or ‘wicked’ problems lie beyond the boundaries of any single organization, profession or sector, the resultant interorganizational domains posing particular challenges for public leadership. The body of scholarship to explore and address the challenges of working with difference that are at the heart of a collaborative approach evolved earlier and, we argue, remains largely grounded in the social sector. Responding to a call for ‘less silo-bound and more integrated research’ into modern policymaking, our exploratory, comparative study of child protection and flood protection first highlights the strong parallels in the two domains and directs environmental managers and policymakers to the lessons they can gain from the accumulated scholarship on collaborative leadership. Secondly, due to the lack of comparative work to clarify ways in which the challenges might vary or contrast in the context of different inter-organizational...

Much of the academic thinking and practice guidance on the relationship between voluntary organis... more Much of the academic thinking and practice guidance on the relationship between voluntary organisations and the state focuses on the social welfare domain. Arguably, the environmental voluntary sector has distinctive characteristics, and is engaged in a somewhat different trajectory of state/sector relationships that historically lags behind the welfare domain. The paper draws on our ongoing comparative research to explore the lessons that Non-Governmental Organisations in water management sector might gain from the concepts that travel from third sector research and New Public Management. If environmental NGOs have the power to negotiate and influence long-term partnerships with the state, we hope to influence cross-sector relationships that are hopeful, transparent, and evidence mutual accountability, rather than simply moving towards the marketised, target-driven, asymmetrically dependent relationships that increasingly characterise interactions between state and sector in the so...

Catchment management was initially seen as a 'physical' need for the integration of water policy ... more Catchment management was initially seen as a 'physical' need for the integration of water policy issues, but a collaborative approach has more recently emerged as a key feature in the Government's policy approach to decision making and implementation. Thus voluntary sector organisations (e.g. Rivers Trusts) are charged with leading multi-level partnerships to not only take on significant physical challenges, but to manage the 'partnership' that are increasingly seen as central to transformational change. The paper is contextualised against a 'Catchment Based Approach' Partnership in receipt of significant funding, to highlight the challenges of developing and the potential utility of an evaluation framework. We draw on and begin to explore a realist approach evaluation, to focus on the ways in which voluntary organisation led catchment partnerships can create the conditions that make environmental change possible. In doing so, we also proffer to enhance our understanding of the role of this vital subsector of civil society. 'Partnership working', 'collaboration' or 'working together' across sectors has a long history in England. It initially dates back to community development initiatives in the 1960s, placed at the very heart of government strategy as a 'third way' form of governance for delivery of public services with the Labour government across the turn of the century (1997-2008) and now under the current political climate we see the strong (and contested) emphasis or discourse on 'civil society'. The present government continues the narrative that has become familiar internationally over the past three decades or so, that Government alone cannot solve the complex challenges facing society. It is however only much more recently that the Government Department in England responsible for the environment, the Department for Environment, Food and Rural Affairs (DEFRA), has decentralised any power and responsibility to the voluntary sector (Potter and Jacklin-Jarvis, 2018). Water management in England in particular has been typified by a topdown, technocratic and exclusionary approach to any participation (Benson et al., 2014). DEFRA first Catchment Based Partnerships-Increasing the Flow from Civil Society The Department for the Environment, Food and Rural Affairs (DEFRA) launched the Catchment-Based Approach (CaBA) in 2011, signalling its intent that more locally focussed decision making and action should sit at the heart of the debate about the future direction of improvements to the water environment (Defra, 2013). DEFRA also expected that over time, the approach would become self-sustaining and mature as a mechanism for ensuring that there is strong local support, consensus, effective coordination and efficient channeling of existing and new funding and other resources to deliver local aspirations for the water environment (Defra, 2011). This change in intent also coincided with the new coalition Government's (Conservative/Liberal Democrat) localism agenda to decentralise power and responsibility (Potter and Jacklin-Jarvis, 2018). A National Support Group now champions the CaBA approach and supports partnerships nationally, chaired by and with secretariat support from the CEO and other members of the Rivers Trust, also comprising representatives of the other organisations involved in CaBA (e.g.

Voluntary Sector Review, 2015

The thesis explores inter-organisational collaboration across the divide between public and volun... more The thesis explores inter-organisational collaboration across the divide between public and voluntary sectors in the context of children's services in the UK. It explores how voluntary sector leaders 'make things happen' (Huxham and Vangen 2000) in this context, where the formal authority, control of resources, and decision-making appear to be in the hands of the public sector. Findings highlight the challenges of influencing dominant public sector agencies, the tensions which voluntary sector leaders experience, and the impact of the continually changing policy environment. The study emphasises the significance to these leaders of a distinct sense of voluntary sector identity, and of the contribution which voluntary organisations can make to the collaboration, and ultimately to the lives of children and families. This leads them to engage in activities which question, challenge, and disrupt their collaboration partners, whilst also engaging in more supportive and facili...

Catchment management was initially seen as a ‘physical’ need for the integration of water policy ... more Catchment management was initially seen as a ‘physical’ need for the integration of water policy issues, but a collaborative approach has more recently emerged as a key feature in the Government’s policy approach to decision making and implementation. Thus voluntary sector organisations (e.g. Rivers Trusts) are charged with leading multi-level partnerships to not only take on significant physical challenges, but to manage the ‘partnership’ that are increasingly seen as central to transformational change. The paper is contextualised against a ‘Catchment Based Approach’ Partnership in receipt of significant funding, to highlight the challenges of developing and the potential utility of an evaluation framework. We draw on and begin to explore a realist approach evaluation, to focus on the ways in which voluntary organisation led catchment partnerships can create the conditions that make environmental change possible. In doing so, we also proffer to enhance our understanding of the role...

The relational processes and practices that create and sustain grassroots associations have recei... more The relational processes and practices that create and sustain grassroots associations have received limited attention from researchers. This article addresses this gap, exploring collective leadership of grassroots associations through a ‘leadership-as-practice’ lens (Raelin, 2016a; 2016b). It adopts the concept of ‘bundles’ of leadership practice (Schatzki, 2005) to analyse data from a single ethnographic case study. Adopting this conceptual lens, we identify a set of ‘bundles’ of related practices – organising, engaging and accounting – that constitute the enduring reality of the grassroots association’s collective leadership.

The potential solutions to many of society’s most complex or ‘wicked’ problems lie beyond the bou... more The potential solutions to many of society’s most complex or ‘wicked’ problems lie beyond the boundaries of any single organization, profession or sector, the resultant interorganizational domains posing particular challenges for public leadership. The body of scholarship to explore and address the challenges of working with difference that are at the heart of a collaborative approach evolved earlier and, we argue, remains largely grounded in the social sector. Responding to a call for ‘less silo-bound and more integrated research’ into modern policymaking, our exploratory, comparative study of child protection and flood protection first highlights the strong parallels in the two domains and directs environmental managers and policymakers to the lessons they can gain from the accumulated scholarship on collaborative leadership. Secondly, due to the lack of comparative work to clarify ways in which the challenges might vary or contrast in the context of different inter-organizational...

Voluntary Sector Review

The Open University's repository of research publications and other research outputs A tale of tw... more The Open University's repository of research publications and other research outputs A tale of two states? A comparative study of cross-sector collaboration in children's services and flood risk management Journal Item How to cite: Jacklin-Jarvis, Carol and Potter, Karen (2018). A tale of two states? A comparative study of cross-sector collaboration in children's services and flood risk management. Voluntary Sector Review, 9(1) pp. 89-97. For guidance on citations see FAQs.

International Journal of Public Administration

Sheffield Hallam University, Centre for Regional Economic and Social Research, Feb 17, 2021

Small and local charities-those with an income under £1 million-were at the heart of the communit... more Small and local charities-those with an income under £1 million-were at the heart of the community response to the first wave of the COVID-19 pandemic. They demonstrated tremendous energy, flexibility and professionalism to understand the implications of the crisis and continuously adapt their provision in response to the everchanging needs and circumstances of their local communities. During the first six months of the COVID-19 pandemic smaller charities worked flexibly to respond quickly to the implications of the crisis. In essence, they 'showed up' and then 'stuck around', using their position of trust within communities experiencing complex social issues to support people when they were needed most. This is in contrast to parts of the public sector, who were slower to react, and to informal support and mutual aid, which has dissipated over time. The service offer of smaller charities was concentrated on addressing four main areas of need-access to food, isolation and loneliness, information and mental health/ wellbeing-and was tailored to different groups experiencing complex social issues. They found multiple ways to maintain human contact by checking up on people, keeping in touch with them and connecting them to one another wherever possible. Who smaller charities worked with was particularly distinctive, as they acted as a channel of support for groups and communities where having a relationship of trust was especially critical and whose needs tended to be less well served by mainstream provision even though they were more likely to be adversely affected by impacts of COVID-19, such as ethnicity, poverty and pre-existing health inequalities. quickly & they worked flexibly showed up small charities stuck around &

Voluntary Sector Review

This practice paper reflects on the experience of delivering leadership development for the volun... more This practice paper reflects on the experience of delivering leadership development for the voluntary sector through open-access online learning. We outline key elements of learning design and explore the potential and challenges of widening access to leadership development through this form of learning. We note the importance of aligning the conceptualisation of the leadership approach to learning and the principles of open access. The paper ends by offering insights for leadership development practitioners.

Journal of Social Policy, 2022

This article presents empirical findings about the distinctiveness of smaller voluntary sector or... more This article presents empirical findings about the distinctiveness of smaller voluntary sector organisations (VSOs) involved in welfare service provision, based on in-depth, qualitative case study research. We identify a series of organisational features and practices which can mean that smaller VSOs are distinctive from larger organisations. These include how they are governed and managed, their approach to their work, and their position relative to other providers. To explain our findings, we draw on the concept of stakeholder ambiguity. This idea was posited by Billis and Glennerster (1998) and is commonly cited in relation to distinctiveness. We identified several manifestations of stakeholder ambiguity and confirm the concept’s explanatory importance, although we argue that our understanding of distinctiveness is enhanced when stakeholder ambiguity is considered alongside other closely related features, such as being embedded in a local geographic community and informal familia...

The research has been funded by Lloyds Bank Foundation for England and Wales ('Lloyds Bank Founda... more The research has been funded by Lloyds Bank Foundation for England and Wales ('Lloyds Bank Foundation') and guided by a Steering Group led by Lloyds Bank Foundation and a number of key stakeholders including representatives from policy, practice and academia.

In the UK, successive governments over recent decades have initiated a number of inter-organizati... more In the UK, successive governments over recent decades have initiated a number of inter-organizational collaborative arrangements between public, private and not-for-profit organizations to support the delivery of public services and address multi-faceted, intractable societal problems. Initially the introduction of New Public Management in the 1980s and greater privatisation of Government services resulted in integrated government offices across the English Regions to develop partnerships with and between local interests (Lowndes and Skelcher, 1998), and for example, required local authorities and the National Health Service (NHS) to work with the private sector to more economically deliver public services. More formalized collaborative arrangements evolved from the public-private-partnerships introduced by the Conservative government in 1992 through to a variety of cross-sector collaborative arrangements under the Labour government’s Modernisation Agenda (Labour was in government f...

Leadership, 2021

Responding directly to the themes of the Special Issue, this paper addresses a surprising absence... more Responding directly to the themes of the Special Issue, this paper addresses a surprising absence to date of the voluntary sector’s important role in the constitution of place leadership. Drawing on an empirical study of locally rooted voluntary sector organisations in a district of the Midlands of England, we aim to untangle the complex relationship between leadership, place and the voluntary sector, building on recent advances in the collective and critical approaches to leadership studies. A thematic analysis of a rich qualitative dataset highlighted three core themes of the voluntary sector contribution to collective place leadership: their ability to draw on and mobilise local knowledge, their positioning in a web of dense local relationships, and the notion that their intrinsic characteristics are a key source of their distinctiveness and value to the local governance network that constitutes the district’s place leadership. In addition to contributing to a nuanced understandi...

Collaboration between the UK’s voluntary organisations (VOs) and public agencies is often viewed ... more Collaboration between the UK’s voluntary organisations (VOs) and public agencies is often viewed through the lens of the state’s changing role in service delivery, and the outsourcing of the ‘welfare state’. However the engagement of VOs with the ‘environmental state’ has a very different history. In this comparative study, we contrast cross-sector collaboration in children’s services (‘welfare state’) with the more recent collaboration in flood management (‘environmental state’). We ask whether, and if so how, these different inter-organizational domains set up different expectations for cross-sector collaboration. We argue that the different histories of state involvement in these domains have implications for understanding how collaborative partnerships develop, which partners are engaged, how local communities become involved, and how power dynamics play out between actors from different sectors. Understanding the implications of these different state contexts may enable VOs eng...

The potential solutions to many of society’s most complex or ‘wicked’ problems lie beyond the bou... more The potential solutions to many of society’s most complex or ‘wicked’ problems lie beyond the boundaries of any single organization, profession or sector, the resultant interorganizational domains posing particular challenges for public leadership. The body of scholarship to explore and address the challenges of working with difference that are at the heart of a collaborative approach evolved earlier and, we argue, remains largely grounded in the social sector. Responding to a call for ‘less silo-bound and more integrated research’ into modern policymaking, our exploratory, comparative study of child protection and flood protection first highlights the strong parallels in the two domains and directs environmental managers and policymakers to the lessons they can gain from the accumulated scholarship on collaborative leadership. Secondly, due to the lack of comparative work to clarify ways in which the challenges might vary or contrast in the context of different inter-organizational...

Much of the academic thinking and practice guidance on the relationship between voluntary organis... more Much of the academic thinking and practice guidance on the relationship between voluntary organisations and the state focuses on the social welfare domain. Arguably, the environmental voluntary sector has distinctive characteristics, and is engaged in a somewhat different trajectory of state/sector relationships that historically lags behind the welfare domain. The paper draws on our ongoing comparative research to explore the lessons that Non-Governmental Organisations in water management sector might gain from the concepts that travel from third sector research and New Public Management. If environmental NGOs have the power to negotiate and influence long-term partnerships with the state, we hope to influence cross-sector relationships that are hopeful, transparent, and evidence mutual accountability, rather than simply moving towards the marketised, target-driven, asymmetrically dependent relationships that increasingly characterise interactions between state and sector in the so...

Catchment management was initially seen as a 'physical' need for the integration of water policy ... more Catchment management was initially seen as a 'physical' need for the integration of water policy issues, but a collaborative approach has more recently emerged as a key feature in the Government's policy approach to decision making and implementation. Thus voluntary sector organisations (e.g. Rivers Trusts) are charged with leading multi-level partnerships to not only take on significant physical challenges, but to manage the 'partnership' that are increasingly seen as central to transformational change. The paper is contextualised against a 'Catchment Based Approach' Partnership in receipt of significant funding, to highlight the challenges of developing and the potential utility of an evaluation framework. We draw on and begin to explore a realist approach evaluation, to focus on the ways in which voluntary organisation led catchment partnerships can create the conditions that make environmental change possible. In doing so, we also proffer to enhance our understanding of the role of this vital subsector of civil society. 'Partnership working', 'collaboration' or 'working together' across sectors has a long history in England. It initially dates back to community development initiatives in the 1960s, placed at the very heart of government strategy as a 'third way' form of governance for delivery of public services with the Labour government across the turn of the century (1997-2008) and now under the current political climate we see the strong (and contested) emphasis or discourse on 'civil society'. The present government continues the narrative that has become familiar internationally over the past three decades or so, that Government alone cannot solve the complex challenges facing society. It is however only much more recently that the Government Department in England responsible for the environment, the Department for Environment, Food and Rural Affairs (DEFRA), has decentralised any power and responsibility to the voluntary sector (Potter and Jacklin-Jarvis, 2018). Water management in England in particular has been typified by a topdown, technocratic and exclusionary approach to any participation (Benson et al., 2014). DEFRA first Catchment Based Partnerships-Increasing the Flow from Civil Society The Department for the Environment, Food and Rural Affairs (DEFRA) launched the Catchment-Based Approach (CaBA) in 2011, signalling its intent that more locally focussed decision making and action should sit at the heart of the debate about the future direction of improvements to the water environment (Defra, 2013). DEFRA also expected that over time, the approach would become self-sustaining and mature as a mechanism for ensuring that there is strong local support, consensus, effective coordination and efficient channeling of existing and new funding and other resources to deliver local aspirations for the water environment (Defra, 2011). This change in intent also coincided with the new coalition Government's (Conservative/Liberal Democrat) localism agenda to decentralise power and responsibility (Potter and Jacklin-Jarvis, 2018). A National Support Group now champions the CaBA approach and supports partnerships nationally, chaired by and with secretariat support from the CEO and other members of the Rivers Trust, also comprising representatives of the other organisations involved in CaBA (e.g.

Voluntary Sector Review, 2015

The thesis explores inter-organisational collaboration across the divide between public and volun... more The thesis explores inter-organisational collaboration across the divide between public and voluntary sectors in the context of children's services in the UK. It explores how voluntary sector leaders 'make things happen' (Huxham and Vangen 2000) in this context, where the formal authority, control of resources, and decision-making appear to be in the hands of the public sector. Findings highlight the challenges of influencing dominant public sector agencies, the tensions which voluntary sector leaders experience, and the impact of the continually changing policy environment. The study emphasises the significance to these leaders of a distinct sense of voluntary sector identity, and of the contribution which voluntary organisations can make to the collaboration, and ultimately to the lives of children and families. This leads them to engage in activities which question, challenge, and disrupt their collaboration partners, whilst also engaging in more supportive and facili...

Catchment management was initially seen as a ‘physical’ need for the integration of water policy ... more Catchment management was initially seen as a ‘physical’ need for the integration of water policy issues, but a collaborative approach has more recently emerged as a key feature in the Government’s policy approach to decision making and implementation. Thus voluntary sector organisations (e.g. Rivers Trusts) are charged with leading multi-level partnerships to not only take on significant physical challenges, but to manage the ‘partnership’ that are increasingly seen as central to transformational change. The paper is contextualised against a ‘Catchment Based Approach’ Partnership in receipt of significant funding, to highlight the challenges of developing and the potential utility of an evaluation framework. We draw on and begin to explore a realist approach evaluation, to focus on the ways in which voluntary organisation led catchment partnerships can create the conditions that make environmental change possible. In doing so, we also proffer to enhance our understanding of the role...

The relational processes and practices that create and sustain grassroots associations have recei... more The relational processes and practices that create and sustain grassroots associations have received limited attention from researchers. This article addresses this gap, exploring collective leadership of grassroots associations through a ‘leadership-as-practice’ lens (Raelin, 2016a; 2016b). It adopts the concept of ‘bundles’ of leadership practice (Schatzki, 2005) to analyse data from a single ethnographic case study. Adopting this conceptual lens, we identify a set of ‘bundles’ of related practices – organising, engaging and accounting – that constitute the enduring reality of the grassroots association’s collective leadership.

The potential solutions to many of society’s most complex or ‘wicked’ problems lie beyond the bou... more The potential solutions to many of society’s most complex or ‘wicked’ problems lie beyond the boundaries of any single organization, profession or sector, the resultant interorganizational domains posing particular challenges for public leadership. The body of scholarship to explore and address the challenges of working with difference that are at the heart of a collaborative approach evolved earlier and, we argue, remains largely grounded in the social sector. Responding to a call for ‘less silo-bound and more integrated research’ into modern policymaking, our exploratory, comparative study of child protection and flood protection first highlights the strong parallels in the two domains and directs environmental managers and policymakers to the lessons they can gain from the accumulated scholarship on collaborative leadership. Secondly, due to the lack of comparative work to clarify ways in which the challenges might vary or contrast in the context of different inter-organizational...

Voluntary Sector Review

The Open University's repository of research publications and other research outputs A tale of tw... more The Open University's repository of research publications and other research outputs A tale of two states? A comparative study of cross-sector collaboration in children's services and flood risk management Journal Item How to cite: Jacklin-Jarvis, Carol and Potter, Karen (2018). A tale of two states? A comparative study of cross-sector collaboration in children's services and flood risk management. Voluntary Sector Review, 9(1) pp. 89-97. For guidance on citations see FAQs.

International Journal of Public Administration