Retrofitting collaboration into the new public management : evidence from New Zealand / Elizabeth Eppel, Rosemary O'Leary.

Format:

Book

Author/Creator:

Eppel, Elizabeth, author.

O'Leary, Rosemary, 1955- author.

Series:

Cambridge elements. Elements in public and nonprofit administration, 2515-4303.

Cambridge elements. Elements in public and nonprofit administration, 2515-4303

Language:

English

Subjects (All):

Public administration--New Zealand.

Public administration.

Physical Description:

1 online resource (79 pages) : digital, PDF file(s).

Edition:

1st ed.

Place of Publication:

Cambridge : Cambridge University Press, 2021.

Summary:

This Element is about the challenges of working collaboratively in and with governments in countries with a strong New Public Management (NPM) influence. As the evidence from New Zealand analyzed in this study demonstrates, collaboration - working across organization boundaries and with the public - was not inherently a part of the NPM and was often discouraged or ignored. When the need for collaborative public management approaches became obvious, efforts centered around "retrofitting" collaboration into the NPM, with mixed results. This Element analyzes the impediments and catalysts to collaboration in strong NPM governments and concludes that significant modification of the standard NPM operational model is needed including: Alternative institutions for funding, design, delivery, monitoring and accountability; New performance indicators; Incentives and rewards for collaboration; Training public servants in collaboration; Collaboration champions, guardians, complexity translators, and stewards; and paradoxically, NPM governance processes designed to make collaborative decisions stick.

Contents:

Cover

Title page

Copyright page

Retrofitting Collaboration into the New Public Management: Evidence from New Zealand

Contents

1 NPM around the World

1.1 The New Zealand Context

2 Collaboration as a Public Management Tool

2.1 Theoretical Reasons for Collaboration

2.2 Practical Reasons for Collaboration

2.3 The Challenges of Collaboration

2.4 The Challenges of Collaborative Leadership

3 New Zealand, the NPM Poster Child, But Maybe Not So for Collaboration

3.1 Tinkering with the NPM Model to Facilitate Collaboration

3.2 Collaboration under the Radar

3.3 Additional Impediments to Collaboration in New Zealand

3.3.1 Collaboration Is Not in the NPM Vocabulary and Often Is Not Defined Today

3.3.2 Silo Accountabilities Work against Collaboration

3.3.3 A Risk-Averse Culture

3.3.4 Difficulty Delivering the Message

3.3.5 Government Financial Management Challenges

3.3.6 Lack of Funding for Collaborative Projects

3.3.7 Disconnects between National and Local Levels of Government

3.3.8 The Media

4 Collaborating in Spite of the System

4.1 Whānau Ora

4.2 Better Public Services: Justice Sector

4.3 The Southern Initiative

4.4 Observations about the Compatibility of NPM and Collaboration from These Cases

5 Freshwater Governance and Collaboration: A Better Way?

5.1 The Land and Water Forum

5.2 Canterbury Freshwater Management

5.3 Conclusion

6 What Is Needed to Retrofit Collaboration into Strong NPM Governments?

6.1 Need for a Mandate

6.2 Need for New Ways of Leading, Focusing on Constraints

6.3 Need to Create Space for Collaborative Processes

6.4 Need to Cultivate the Collaborative Mindset

6.5 Need for Flexibility and Agility

6.6 Need for Champions, Guardians, and Complexity Translators

6.7 Need for Enhanced Functional Leadership and Stewardship.

6.8 Need to Work in Partnership with Other Sectors and with the Public

6.9 Important Choices Ahead for New Zealand and Other Strong NPM Countries

References.

Notes:

Title from publisher's bibliographic system (viewed on 27 Sep 2021).

ISBN:

1-108-91093-9

1-108-91221-4

1-108-90635-4

OCLC:

1285172108