Collaboration and Integrated Services in the NSW Public Sector

Vincent, Ida

doi:10.1111/1467-8500.00105

Cited by 10 publications

(7 citation statements)

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“…Whilst there is an emergent discourse about the need for “joined‐up government” in the UK, “horizontal government” in Canada and “whole‐of‐government” programmes in Australia to tackle increasingly intractable and multi‐faceted problems, it is also clear that such initiatives do not easily fit with current departmental structures of government. For example, in a recent review of whole‐of‐government initiatives within the Australian context, Vincent (1999) notes that these types of initiatives are, by their very nature, “at the edge” and not in the mainstream of the public sector's dominant mode of operating. Hence,… the difficulties faced by whole‐of‐government initiatives often result from a fundamental and perhaps inevitable tension between them and the structural and systemic framework within which they operate.…”

Section: Policy Implicationsmentioning

confidence: 99%

Collaboration of public sector agencies: reporting and accountability challenges

Ryan

Walsh

2004

International Journal of Public Sector Management

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There is increasing pressure being placed on government agencies both in Australia and internationally to act in a more collaborative, integrated manner. Community and welfare programs are being conducted in new “shared” or “whole‐of‐government” ways, which pose a challenge to traditional models of public sector reporting. Existing accountability mechanisms are designed for vertical accountability relationships, and these are inadequate for horizontal or “networked” accountability across government agencies. This paper uses the case of the Community Renewal Program based in the Queensland state government department to illustrate the problems which arise when reporting on “shared” programs. The paper offers a different approach to improve reporting and accountability for shared programs.

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Section: Policy Implicationsmentioning

confidence: 99%

Collaboration of public sector agencies: reporting and accountability challenges

Ryan

Walsh

2004

International Journal of Public Sector Management

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“…The focus on building interpersonal relations can cause participants to lose sight of concrete goals (Helling, 1998). It is not always evident that such collaborative practices as case management are cost effective (Vincent, 1999).…”

Section: Collaboration and Trustmentioning

confidence: 99%

“…Organizations must proceed carefully, though, recognizing the potential pitfalls. For example, organization structures that reward staff for specific agency purposes, and budgeting and accounting evaluation systems that direct policies through individual agencies rather than across agencies frustrate collaboration (Vincent, 1999). The focus on building interpersonal relations can cause participants to lose sight of concrete goals (Helling, 1998).…”

Section: Collaboration and Trustmentioning

confidence: 99%

Development of Trust in Rural Nonprofit Collaborations

Snavely

Tracy

2002

Nonprofit and Voluntary Sector Quarterly

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Development of trust among organization leaders and staff is important to the formation of successful organizational collaborations. Nonprofit leaders in two rural regions of southern Illinois and the Mississippi Delta demonstrate an awareness of the importance of trust among participants in the collaborations they engage in. Several environmental factors both encourage and constrain the ability of nonprofits in the two regions to form collaborations and build trust among partners. One of these, rural location, is largely considered a positive influence, making it easier for nonprofit leaders to get to know each other and work cooperatively. In addition, other factors such as race relations, government policies and mandates, nonprofit leadership, and organization financial and political resources have powerful effects on creation of collaborations and development of trust.Collaboration is a social exchange involving commitment of knowledge, skills, and emotions by the leaders and staff of participating organizations. It is an "intense form of mutual attachment, operating at the levels of interest, intent, affect and behaviour; actors are bound together by mutually supportive pursuit of individual and collective benefit" (Cropper, 1996, p. 82). Individuals involved in the collaboration must be willing to risk personal and organizational reputations, relinquish a measure of stability and control over their work lives, and enter into unequal exchanges as a partner that is expected to contribute more resources than weaker partners, or a partner willing to risk working with more powerful entities.What binds the individuals and organizations together over time in this social exchange? One important factor is the building of trust relationships among people and organizations in the collaboration. Bonds of trust and consequent reciprocal behaviors help the collaboration survive rough times that Note: The authors wish to thank the Nonprofit Sector Research Fund of the Aspen Institute, which funded this project, thus making it possible. We also express our deep appreciation to the editor of NVSQ and the reviewers of our manuscript for their insightful, instructive comments.

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“…I agree with Vincent (1999) who argues on the basis of a review of whole-of-government initiatives in NSW that redesigning government agency structures to bring together related services should be a model of last resort:…”

mentioning

confidence: 73%

A Response to John Mant

Walsh¹

2002

Aust J Public Adm

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Collaboration and Integrated Services in the NSW Public Sector

Cited by 10 publications

References 0 publications

Collaboration of public sector agencies: reporting and accountability challenges

Collaboration of public sector agencies: reporting and accountability challenges

Development of Trust in Rural Nonprofit Collaborations

A Response to John Mant

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