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Imagine you are a public manager running a large-scale municipal redevelopment project involving the integration of housing, healthcare, and community services in a historically troubled neighbourhood. The neighbourhood has a plethora of civil society organizations and small local enterprises, along with high-profile citizens who keenly articulate their aspirations for the area and place demands on local government bodies. Redevelopment has been on various local agendas for many years, and all stakeholders involved have expressed their views and preferences about the issue in a series of recent hearings organized by your project organization. It is evident that a project of this scale – with high stakes for all who are affected and involved – can succeed only if it is organized and implemented collaboratively. In accordance with current trends, your director has expressed his expectation that you ‘co-create’ and ‘co-produce’ the project together with stakeholders. Where do you start and who do you involve? It will be impossible to do justice to the interests and agendas of each of the key stakeholders – elderly and disabled tenants who are often of moderate means, small shop owners and entrepreneurs, long-time residents and their families, and housing corporations eager to upgrade and monetize social housing units. You will somehow have to prioritize, yet such a selection cannot just be a government-dominated exercise like in the old days. Moreover, some key stakeholders possess expertise, contacts, and local legitimacy that the project could benefit from. You want them ‘inside the tent’. But how does one design an appropriately inclusive collaborative structure that discourages
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- Managing Cross-sectoral Collaboration
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- Chapter 11