Collaborative Governance: A New Era of Public Policy in by Janine O'Flynn

By Janine O'Flynn

Collaboration has emerged as a critical notion in public coverage circles in Australia and a panacea to the complicated demanding situations dealing with Australia. yet is that this fairly the cure-all it kind of feels to be? during this edited assortment we current scholarly and practitioner views at the drivers, demanding situations, customers and promise of collaboration. The papers, first offered on the 2007 ANZSOG convention, draw at the large adventure of the participants in both attempting to enact collaboration, or learning the strategies of this phenomenon. jointly the gathering presents vital insights into the opportunity of collaboration, but additionally the fiercely obdurate boundaries to adopting extra collaborative techniques to coverage and implementation. the gathering comprises bankruptcy from public servants, 3rd region managers, and either Australian and foreign lecturers which jointly make it a stimulating learn for these operating with or inside of govt. It provides significantly to the talk approximately find out how to handle present demanding situations of public coverage and gives an important source for these attracted to the realities of collaborative governance.

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The relationships between individual participants in collaborations are often fundamental to getting things done. This makes collaborations highly sensitive to changes in individuals’ employment, even if these are simply role changes within one of the participating organisations. Finally, even if all of the above stood still there is often an inherent dynamic. If an initial collaborative purpose is achieved, there will usually be a need to move to new collaborative agendas, and these are likely to imply different membership requirements.

34 Doing Things Collaboratively: Realizing the Advantage or Succumbing to Inertia? One way of thinking about trust building is through the loop depicted in Fig. 2. This argues that two factors are important in getting started in a trusting relationship. The first is concerned with the formation of expectations about the future of the collaboration; these will be based either on reputation or past behaviour, or on more formal contracts and agreements. Given the earlier remarks about the difficulty of agreeing on aims in collaborative settings, this in itself is a non-trivial starting point.

PERSPECTIVE 5: EVERYTHING KEEPS CHANGING Collaborative structures are commonly talked about as though stability of membership can be taken for granted, at least for a tangible period. The ambiguity and complexity indicated in the previous section would be difficult enough for participants to cope with if that were the case. In practice, however, policy influences, which may be internal but are frequently imposed externally, often generate restructuring of member organisations. Merger and de-merger, new start-ups and closures, acquisitions and sell-offs, and restructurings are all commonplace.

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