Public administration has evolved into an extraordinarily complex form of governance employing traditional bureaucracy, quasi-government public organizations, and collaborative networks of nongovernmental organizations. Analyzing and improving government performance—a matter of increasing concern to citizens, elected officials, and managers of the organizations themselves—has in turn become a much more fraught undertaking. Understanding the new complexities calls for new research approaches.

The Art of Governance presents a fresh palette of research based on a new framework of governance that was first developed by coeditor Laurence E. Lynn, Jr., with Carolyn J. Heinrich, and Carolyn J. Hill in their book, Improving Governance: A New Logic for Empirical Research. That book identified how the relationships among citizens, legislatures, executive and organizational structures, and stakeholders interact, in order to better diagnose and solve problems in public management.

This volume takes that relational concept into new realms of conceptualization and application as it links alternative institutional and administrative structures to program performance in different policy areas and levels of government. Collectively, the contributors begin to paint a new picture of how management matters throughout the policy process. They illuminate how, at different levels of an organization, leadership and management vary—and explore both the significance of structural systems and the importance of alternative organizational forms for the implementation of public policies.

The Art of Governance shows that effective governance is much more complex than paint-by-number. But if the variety of forms and models of governance are analyzed using advanced theories, models, methods, and data, important lessons can be applied that can lead us to more successful institutions.

Policymakers and public managers around the world have become preoccupied with the question of how their goals can be achieved in a way that rebuilds public confidence in government. Yet because public policies and programs increasingly are being administered through a complicated web of jurisdictions, agencies, and public-private partnerships, evaluating their effectiveness is more difficult than in the past. Though social scientists possess insightful theories and powerful methods for conducting empirical research on governance and public management, their work is too often fragmented and irrelevant to the specific tasks faced by legislators, administrators, and managers.

Proposing a framework for research based on the premise that any particular governance arrangement is embedded in a wider social, fiscal, and political context, Laurence E. Lynn Jr., Carolyn J. Heinrich, and Carolyn J. Hill argue that theory-based empirical research, when well conceived and executed, can be a primary source of fundamental, durable knowledge about governance and policy management. Focusing on complex human services such as public assistance, child protection, and public education, they construct an integrative, multilevel "logic of governance," that can help researchers increase the sophistication, power, and relevance of their work.

George W. Bush had planned to swear his oath of office with his hand on the Masonic Bible used by both his father and George Washington, however, due to the inclement weather, a family Bible was substituted. Almost immediately on taking office, President Bush made passage of "faith-based initiatives"—the government funding of religious charitable groups—a legislative priority. However, "inclement" weather storm-tossed his hopes for faith-based initiatives as well.

What happened? Why did these initiatives, which began with such vigor and support from a popular president, fail? And what does this say about the future role of religious faith in American public life? Amy Black, Douglas Koopman, and David Ryden—all prominent political scientists—utilize a framework that takes the issue through all three branches of government and analyzes it through three very specific lenses: a public policy lens, a political party lens, and a lens of religion in the public square.

Drawing on dozens of interviews with key figures in Washington, the authors tell a compelling story, revealing the evolution of the Bush faith-based strategy from his campaign for the presidency through congressional votes to the present. They show how political rhetoric, infighting, and poor communication shipwrecked Bush's efforts to fundamentally alter the way government might conduct social services. The authors demonstrate the lessons learned, and propose a more fruitful, effective way to go about such initiatives in the future.