Collaborative governance brings government, the private sector, civil society and communities into the decisions that affect them.
This article sets out its main principles, looks at examples from other countries, and considers why the approach is relevant to Sudan. The Sudan Policy Advisory Group draws on it in its research, dialogue and capacity-development work.
What it means
In a traditional top-down model, government decides and others are informed. Collaborative governance works differently: public bodies involve the people and organisations affected by a decision in shaping it, and share responsibility for the outcome. In their widely cited review of 137 cases, Ansell and Gash define it as:
“A governing arrangement where one or more public agencies directly engage non-state stakeholders in a collective decision-making process that is formal, consensus-oriented, and deliberative and that aims to make or implement public policy or manage public programs or assets.”Ansell and Gash (2008)
Research suggests that, when it works well, the approach can build trust, make decisions more legitimate, and make policies easier to implement. It also has costs: it takes time, depends on good faith between participants, and can be dominated by the best-organised voices unless it is designed with care.
Core principles
Inclusion
Everyone with a significant stake in a decision has a real opportunity to take part, so that policy reflects a range of needs.
Transparency
Information is shared openly and the process is clear to everyone involved, which builds trust and accountability.
Mutual respect
Each participant’s knowledge and experience is valued, including that of communities and practitioners.
Shared responsibility
Participants share ownership of the outcome, which makes them more committed to carrying it through.
Consensus-building
Decisions aim for common ground that participants can accept, rather than a simple majority.
Why it matters for Sudan
Top-down models often struggle with complex problems that cut across sectors and communities. Sudan’s experience of instability and economic disparity shows the value of governance approaches that include a wider range of stakeholders. Collaborative governance can help make policies more responsive to different needs across regions and communities, and more likely to be sustained over time.
Examples from other countries
Planning with the people who live with the water
Managing a densely populated delta requires balancing flood safety, farming, nature and the economy. Through the national Delta Programme, government, provinces, water boards, municipalities, farmers, environmental groups and businesses plan together, with decisions reached through consultation.
Trust as part of the response
In the early COVID-19 pandemic, New Zealand combined expert advice with regular, clear public communication and work through community organisations. Its early response is often cited as an example of how public trust supports compliance with health measures.
Residents in the planning process
On housing and urban development, the city holds workshops and public forums with residents, developers, non-profit organisations and officials, and uses their input to weigh economic, social and environmental considerations.
Teachers as partners in policy
Finland’s education system, widely studied internationally, gives teachers considerable professional autonomy and involves them, along with parents, students and education authorities, in curriculum development. It is often associated with strong educational equity.
None of these models can simply be transferred. Each grew out of its own institutions and history. What they share is a habit of bringing the people affected into the decision early.
What makes it work
Digital tools
Online platforms, information systems and data analysis make it easier to consult widely and share evidence. Used well, they can help decision-makers hear a wider range of views and base decisions on timely data.
Local capacity
Participation only works if people have the skills and information to take part. Workshops, training and continuous learning help collaborative governance move from concept to practice.
How SPAG applies it. SPAG promotes the principles of collaborative governance through its research, multi-stakeholder dialogue and capacity-development activities. By bringing different stakeholders together, it aims to make evidence and a range of perspectives available to those involved in developing policy.
Read more about how we work and our working groups.
References
- Ansell, C. and Gash, A. (2008). Collaborative Governance in Theory and Practice. Journal of Public Administration Research and Theory, 18(4), 543–571.
- Emerson, K., Nabatchi, T. and Balogh, S. (2012). An Integrative Framework for Collaborative Governance. Journal of Public Administration Research and Theory, 22(1), 1–29.
- OECD (2015). Stakeholder Engagement for Inclusive Water Governance. OECD Studies on Water. Paris: OECD Publishing.
First published June 2024. Revised September 2026 for clarity, to reflect SPAG’s editorial standards, and to replace references that could not be verified, in line with SPAG’s policy on post-publication correction.
