The chapters in this book have all in some way focused on new steering instruments in the
public sector, or on how governments, often in collaboration with other actors, attempt to
achieve integrated results and broad social outcomes. The trend away from the traditional and
NPM-style prescriptions, the latter of which often resulted in a certain degree of
fragmentation and a loss of steering capacity (Terry, 2005), is visible in a wide range of areas,
both on the delivery level, and on the more strategic level. This has put the need to coordinate
the public sector and to find new ways of steering firmly on the agenda (Bouckaert et al.,
2010; Braun, 2008)