The cult of collaboration in Public Policy

A 'cult of collaboration' is emerging in Australian public policy circles. In this article I argue this reflects a misunderstanding of the concept and its distinctive characteristics. Here I reintroduce collaboration vis-à-vis other forms of 'working to

Collaborative Governance

Collaboration has emerged as a central concept in public policy circles in Australia and a panacea to the complex challenges facing Australia. But is this really the cure-all it seems to be? In this edited collection we present scholarly and practitioner perspectives on the drivers, challenges, prospects and promise of collaboration. The papers, first presented at the 2007 ANZSOG Conference, draw on the extensive experience of the contributors in either trying to enact collaboration, or studying the processes of this phenomenon. Together the collection provides important insights into the potential of collaboration, but also the fiercely stubborn barriers to adopting more collaborative approaches to policy and implementation. The collection includes chapter from public servants, third sector managers, and both Australian and international academics which together make it a stimulating read for those working with or within government. It adds considerably to the debate about how to address current challenges of public policy and provides a significant resource for those interested in the realities of collaborative governance

Collaborative Governance

Collaboration has emerged as a central concept in public policy circles in Australia and a panacea to the complex challenges facing Australia. But is this really the cure-all it seems to be? In this edited collection we present scholarly and practitioner perspectives on the drivers, challenges, prospects and promise of collaboration. The papers, first presented at the 2007 ANZSOG Conference, draw on the extensive experience of the contributors in either trying to enact collaboration, or studying the processes of this phenomenon. Together the collection provides important insights into the potential of collaboration, but also the fiercely stubborn barriers to adopting more collaborative approaches to policy and implementation. The collection includes chapter from public servants, third sector managers, and both Australian and international academics which together make it a stimulating read for those working with or within government. It adds considerably to the debate about how to address current challenges of public policy and provides a significant resource for those interested in the realities of collaborative governance

A Blinding Lack of Progress: Management Rhetoric and Affirmative Action

In this study we explore how versions of organizational reality and gender are constructed in management discourse and whether such patterns change over time. Specifically, we examine management explanations and accounts of the gendered nature of their organizations through their commentaries on their affirmative action programmes. In Australia private sector organizations with 100 or more employees are required to report to government on their affirmative action programmes for women. In these documents, management representatives outline objectives for the coming year and report on their progress in reducing employment-related barriers for women. In doing so they account for the 'problem' of gender-based discrimination that affirmative action is designed to address, justify their actions (or lack of action) and reproduce versions of gendered identity. Thus we use affirmative action reporting as cases of management rhetoric to explore how aspects of gender and organization are constructed, taken for granted, challenged or problematized. Comparing reports from the hospitality sector over a 14-year period, we explore whether there is any evidence of discursive change in management accounts of the gendered nature of their organizations

Working Across Boundaries: Barriers, Enablers, Tensions and Puzzles

The notion of working across boundaries continues to receive attention from scholars and practitioners of public policy, administration and management. In recent times, much emphasis has been placed on notions of inter-organisational, inter-jurisdictional and inter-sectoral working and a range of terms have emerged to capture this phenomenon: horizontal coordination, joined-up government, collaboration, whole-ofgovernment, holistic government, collaborative governance and so on. However, there is a core element that binds these various manifestations – the notion that we must traverse boundaries to achieve goals

Rising to Ostrom’s challenge:An invitation to walk on the bright side of public governance and public service

In this programmatic essay, we argue that public governance scholarship would benefit from developing a self-conscious and cohesive strand of "positive" scholarship, akin to social science subfields like positive psychology, positive organizational studies, and positive evaluation. We call for a program of research devoted to uncovering the factors and mechanisms that enable high performing public policies and public service delivery mechanisms; procedurally and distributively fair processes of tackling societal conflicts; and robust and resilient ways of coping with threats and risks. The core question driving positive public administration scholarship should be: Why is it that particular public policies, programs, organizations, networks, or partnerships manage do much better than others to produce widely valued societal outcomes, and how might knowledge of this be used to advance institutional learning from positives

Someone Started a Rumour! What do we Actually Know About the Capacity of the Australian Public Service?

It is a long held tradition of the Academy of the Social Sciences in Australia (ASSA) to invite speakers to address the Fellow's Colloquium as part of the annual symposium, with an aim to spark discussion and debate on a controversial and contemporary topic. In 2010 the debate was focused on the question of whether there had been a degradation of the professional capacity of the Australian Public Service (APS) with regard to effective policy development and implementation. The contributions of each of the four panel members are reproduced here, in part, and they reflect the diverse perspectives which informed a robust and compelling debate. Janine O'Flynn, the editor of these contributions, argues that any claim of degradation is based on rumour rather than hard evidence, and she sets out how we might think about policy capacity from a public sector management perspective. Sue Vardon, the former CEO of Centrelink and the architect of a transformation change program which redefined the delivery of public services in Australia, reflects on the strengths of the APS, but points out the current stresses that it now finds itself under. Anna Yeatman, an expert in political theory and its application to citizenship and public policy, argues that in the last twenty years we have witnessed degradation in the work of government and that this has impacted on policy capacity. Lyn Carson, an expert in deliberative democracy, points to the unrealised capacity that could come from increasing citizen involvement. Policy capacity is degraded, she argues, because we have systems that are neither deliberative nor representative. Individually these contributions spark their own controversies; together they ask us to consider the question in different ways