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Administration & Society
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Public—Nonprofit Partnership

Realizing the New Public Service

Jennifer Alexander

Cleveland State University

Renée Nank

University of Texas-San Antonio

This longitudinal study tracks the generation of trust between a public agency and nine community-based nonprofits (CBNs) over a 10-year period. The evolution from active distrust to trust was demonstrated by the generation of ideological consensus and domain consensus achieved through sharing information, integrated responsibilities and authority, and collaborative decision making. Results indicate that public—nonprofit partnerships create a locus for the practice of the New Public Service. CBNs offer public administrators a bridge into disenfranchised communities and a point of engagement where partners join public agency resources and expertise with tacit knowledge of community through a trusted institution.

Key Words: trust • new public service • democracy

Administration & Society, Vol. 41, No. 3, 364-386 (2009)
DOI: 10.1177/0095399709332296
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