UID:
almafu_9960761821202883
Format:
1 online resource (97 pages) :
,
digital, PDF file(s).
ISBN:
1-009-30267-1
,
1-009-30268-X
,
1-009-12851-5
Series Statement:
Cambridge elements. Elements in public and nonprofit administration,
Content:
The question of how agencies can work together has been central to the field of public administration for several decades. Despite significant research, the process of collaboration can still be a fraught endeavour for practitioners. Nevertheless, agencies keep trying to work together because it is the only way to make progress on the biggest challenges facing public administrators. This Element reveals the deeply contingent nature of collaboration, rejecting the idea that collaboration can be reduced to a universal best practice. The New Zealand government has implemented such a contingent approach that maps different collaborative methods against problem settings and the degree of trade-off required from the actors' core or individual work. This Element provides a detailed case study of the New Zealand approach, and 18 embedded elements or 'model' collaborative forms for joined-up government. It explains how New Zealand public servants approach the important question: 'when to use which models?'.
Note:
Title from publisher's bibliographic system (viewed on 16 Jun 2022).
,
Cover -- Title page -- Copyright page -- Contingent Collaboration -- Contents -- 1 The Necessity of Interagency Collaboration -- 1.1 Contribution of This Element -- 1.2 Defining Interagency Collaboration -- 1.2.1 Collaborative Governance, Network Governance, and Joined-Up Government -- 1.2.2 Describing and Analyzing Collaboration -- 1.2.3 Social Antecedents to Collaboration -- 1.3 The Argument for a Contingent Approach -- 1.3.1 Contingency Theory in Public Administration -- 2 The Contingent Collaboration Toolkit -- 2.1 Public Administration in New Zealand -- 2.2 The History of Interagency Collaboration in New Zealand -- 2.2.1 Managing for Outcomes -- 2.2.2 Better Public Services -- 2.3 Developing the Toolkit -- 2.3.1 The Public Service Commissioner and Public Service Leadership Team -- 2.3.2 Searching for the Middle -- 2.3.3 The Emergence of Contingency -- 2.4 Using the Toolkit -- 2.4.1 Down and Across -- 2.4.2 Ongoing Refinement -- 3 Interagency Collaboration for Public Policy -- 3.1 Agencies Planning Separately -- 3.2 Voluntary Coordination -- 3.2.1 Case Study: The Natural Resources Sector -- 3.3 Shared Responsibility -- 3.3.1 Case Study: Justice Sector Board -- 3.4 Collective Accountability -- 3.4.1 Border Executive Board -- 3.5 Semi-structural Integration -- 3.5.1 Case Study: Social Wellbeing Agency -- 3.6 Structural Integration -- 4 Interagency Collaboration for Public Administration -- 4.1 Agencies Functioning Separately -- 4.2 Voluntary Club -- 4.2.1 Case Study: Government Economics Network -- 4.3 Functional Leader/Head of Profession -- 4.3.1 Case Study: Government Legal Network -- 4.4 System Leader -- 4.4.1 Case Study: Government Chief Digital Officer -- 4.5 Internal Regulator/Monitor -- 4.5.1 Case Study: The Treasury -- 4.6 Shared Functions -- 4.6.1 Case Study: Procurement Functional Lead.
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5 Interagency Collaboration for Service Delivery -- 5.1 Agencies Delivering Separately -- 5.2 Co-location -- 5.2.1 Case Study: Auckland Policy Office -- 5.3 Collective Impact Network -- 5.3.1 Case Study: Children's Teams -- 5.4 Collective Impact Board -- 5.4.1 Case Study: South Auckland Social Wellbeing Board -- 5.5 Federated Services -- 5.5.1 Case Study: SmartStart -- 5.6 Delivery Vehicles -- 6 Conclusion -- 6.1 Some Common Solutions -- 6.1.1 Social, Not Just Technical -- 6.2 Limitations -- 6.3 Where to Now? -- Appendix 1: Data Sources -- Appendix 2: Further Reading -- Glossary -- References -- About the Authors.
Additional Edition:
ISBN 1-009-12445-5
Language:
English
URL:
https://doi.org/10.1017/9781009128513
