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New forms of public leadership are needed to design and implement co‐production of public value. We draw on narrative analysis to explore the barriers to developing the capacity for co‐production of public value in disadvantaged and vulnerable Indigenous communities and find that existing norms not only crowd out efforts at reform, but can work against them. In particular, we find that upward accountability and a focus on expert knowledge are the most problematic for co‐production of public value. We focus on how more traditional practices of public administration mediated the achievements of public leaders in their co‐production efforts when Australian governments introduced strategies for partnership with Indigenous communities for services design and delivery. The analysis suggests that creating a broader enabling environment of supportive logics would allow public leaders to engage more productively with inherent tensions between old and new ways of working.

Comprehensive community initiatives (CCIs) require a large number of institutional actors to work together on behalf of a neighborhood. The range of civic, social, economic, and physical development outcomes that CCIs seek cannot be achieved without collaboration and partnership. The CCIs of the 1990s taught us that although high-quality programmatic interventions are necessary for positive community change, attending to the nonprogrammatic dimensions of community change-especially individual and institutional capacities, roles, and relationships-is also an essential part of the process. In fact, weak implementation capacity and ineffective management have been found to undermine many otherwise promising initiatives whose community-level activities may have been well-theorized, welldesigned, and well-planned (Brown & Fiester, 2007; Kubisch et al., 2002; Potapchuk & Kopell, 2005). As the field has matured, it has become clear that creating effective working relationships among neighborhood organizations and then be

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The Improving Philanthropy Project presents a series of papers that explore, and ultimately aim to advance, key practices in philanthropy. Written by national experts, the titles address ten core philanthropic practices: using intermediaries, sponsoring policy commissions, effecting community change, attracting and managing talent, creativity in grantmaking, using ideas in building a field, building organizational capacity, communications for social good, foundation partnerships, and evaluation. The series starts from the premise that philanthropy, as a field, needs to understand good philanthropic practice much better than it does now, and that there is a discernible craft that can be taught and improved. The papers and accompanying discussion guides are available for free download at the Foundation Center's Web site at www.fdncenter.org/for_grantmakers/practice_matters/.