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Abstract

 
 This paper aims to establish whether collaborative governance may be a useful concept in Croatian local government and what barriers might prevent Croatian ULGs from developing such models. Recent research has shown that some ULGs in Croatia are more successful than others in terms of financial management and resource allocation, which may be due to better quality of civil servants working in local government and increased participation of citizens in public policy making but also to some form of collaborative governance. The second case also offers a possibility of achieving higher level of citizen satisfaction with local government on the basis of results, although this satisfaction is not necessarily linked to achieving proclaimed policy objectives or transparency and openness. In the case of e-governance we also assess the technological development of ULGs as a precondition for dynamic communication needed for collaboration. We find that in some cases the achievement of public good and community goals are due to better leadership and creating trust and in some others due to better participation in policies and involvement of citizens in common problems, such as unemployment. Barriers are detected by studying the most and least successful ULGs.
 
Highlights
Collaborative governance is a new mode of governance that brings together multiple stakeholders with public agencies (Ansell, Gash, 2007)
We use quantitative and qualitative methods on the basis of secondary data including surplus, the number of citizens and surplus per citizen in order to select the most successful local units in terms of budget execution and resource allocation and we attempt to evaluate the role of collaborative government in that success by the method of a case study of particular local govenments based on their web pages, potentially including interveiws with the leaders of those local government units and collect data on site, in this particular paper we were not able to achieve this goal, which remains to be achieved by some future effort
We proceed the evaluation of communities, cities and counties in Croatia in order to determine which of them are the most and least successful in terms of budget execution and creation of suficit, including suficit per capita, which may be indicative of whether local citizens stay in the community as employees and we check the allocation of this suficit on the basis of audit reports of the Government Audit Office for the last year available
Summary
Collaborative governance is a new mode of governance that brings together multiple stakeholders with public agencies (Ansell, Gash, 2007). Across the boundaries of public agencies, levels of government, and/or the public, private, and civic spheres to carry out a public purpose that could not otherwise be accomplished” (Emerson et al, 2011) Such a framework allows for the separation of the process and productivity performance and distinguishing outputs from outcomes when measuring performance of new institutional arrangements such as crossboundary collaboratives (Emerson, Natatchi, 2015). If the structure is not significantly changed and there are stable partners in the community, under this hypothesis it indicates that success was achieved with the ressources that were already present in the community, but by a reorganisation and mobilisation of those ressources in a way that may indicate collaborative efforts This type of change could be visible in increased investments in infrastructure, technology and projects contributing to public good and the quality of life in a the local community. In the absence of previous studies on collaborative governance, we can only attempt to determine whether there are any barriers to the development of collaborative governance coupled with e-governance at local level, which may be technological, or organisational in nature, or perhaps the consequence of poor leadership
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