This article makes three central claims. Firstly, it argues that the study of policy transfer provides a rich source for investigating structures and processes of Collaborative Government. For policy transfer is the outcome of collaborative activities between governmental and non-governmental actors. Secondly, it further argues that Collaborative Government can both extend and limit participation; empower and disempower. Thirdly, we draw on previous work (Evans and Davies, 1999), to contend that the policy transfer network approach provides a useful lens for studying this particular structure and process of Collaborative Government. The article explores these three claims through a case study of the emergence and development of a performance measurement and resource allocation programme within the Department of Social Security to counter social security fraud. The case study draws on the insights of the Project Leader and his team.