Implementing Joined‐Up Government: Lessons from the Australian Social Inclusion Agenda

‘Joined‐up government’ (JUG) approaches have emerged in many industrialized countries as a means to tackle persistent ‘wicked’ public and social policy problems (Pollit 2003 ). Despite this, limited evidence exists concerning their implementation or effectiveness. ‘JUG’ was popularized by the Blair Government (UK) with its focus on addressing social exclusion. Following in these footsteps, in 2007 the Australian Government launched the Social Inclusion Agenda: a joined‐up approach to improving the wellbeing of all Australians and addressing disadvantage. This paper focuses on findings from a study that examined the SIA as a natural experiment in JUG. Drawing on the implementation experiences of federal policy makers, our findings lend weight to emerging research into JUG that suggests that compatibility and consistency between goals, instruments, and processes is critical to success. We argue that closer attention needs to be given to developing ‘supportive architecture’ around joined‐up initiatives to facilitate implementation.     

A comparison of management adaptations for joined‐up government: Lessons from New Zealand

Despite considerable attention, helping agencies to work more effectively together is one of the most important contemporary challenges of public administration theory and practice. The New Zealand Better Public Services (BPS) Results program has been an unexpected success in this area and provides a positive case study. In 2012, the New Zealand government set targets for solving 11 important social problems where responsibility crossed agency boundaries and has made significant measurable progress in all 11 problems. This paper explores the conditions that may have enabled the most progress and possible management adaptations when these initial conditions are not fully met. In particular, the case demonstrates how goal commitment can be supported where there exist a large number of potential actors and how interagency trust can be built in the absence of existing relationships.     

Levelling Up the UK: If not the Conservatives,will Labour Learn the Lessons from Past Policy Failings?

This article considers the levelling-up agenda in the UK, examining the Johnson government's original proposals to tackle regional and local inequality and its continuation under new Prime Minister Rishi Sunak following the short-lived premiership of Liz Truss. The 2022 Levelling Up in the United Kingdom White Paper is notable for the frank and wholesale critique it provides of previous governments’—both Tory and Labour—efforts to address the pressing issue of geographic inequality. The assessment was that a pattern of ad hoc and incoherent reforms needed to be replaced by a stable, long term and system-wide approach to change. Yet, under Johnson, Truss and now Sunak, policy churn is continuing, with an approach that falls short in following the lessons set out in the White Paper. We provide a detailed analysis of the government's critique of past reforms, the lessons it has set out and why its reform programme is likely to repeat past failings. Crucially, the approach leaves the structure of central government almost untouched, with substantive reforms instead focussed at the local governance level. We argue the government's programme perpetuates the ‘power-hoarding’ tendencies of the Westminster model, a key bulwark against meaningfully addressing the UK's spatial inequality problem. We conclude that the levelling-up agenda, missions and targets are unlikely to be met under Rishi Sunak, reflecting the endemic nature of short-termism and centralisation of power in the UK's public policy approach. We then consider the approach of Starmer's Labour Party to levelling up and the issues it needs to confront if it forms the next government.     

属地管理与基层自主性 ——乡镇政府如何应对有责无权的治理困境

属地管理作为一种行政管理体制,强调以地域来划分政府间责任,并赋予属地政府以一定的自主空间,以期实现守土有责的制度目标。对粤东Z镇的调查显示:基层治理中的属地管理更多地是一种责任落实与追究机制,并逐渐演变为上级职能部门甩锅推责的工具,乡镇政府由此陷入一种有责无权的治理困境。但属地高压下的乡镇政府能够充分发挥能动者的作用,发展出一套基于基层自主性的应对之策,其自主性主要体现在乡镇能够依据属地管理任务的事件属性来自主选择应对策略。基层自主性既是一种现实图景,也构成一种审视基层政府角色的分析视角,从而有助于理解权威体制与有效治理之间的张力,也有助于拓展“压力型体制”和“行政发包制”的理论解释力。     

The End of the Line? Accountable Governance in the Age of Networks,Partnerships, and Joined‐Up Services

In the standard works, accountability is defined as the legal obligation to respect the legitimate interests of others affected by decisions, programs, and interventions. This has usually meant that agencies obey those in the line of authority above them. However, the simplicity of this doctrine is often contradicted by the demands of contracting-out and output-based performance.
Using interviews and surveys ( n =1164) of front-line officials in Australia, the Netherlands, New Zealand, and the United Kingdom, this study examines accountability as different forms of responsiveness, obligation, and willingness to communicate with others. It compares traditional vertical accountability with new forms of horizontal recognition. The research shows that there is a high degree of regime consistency across these two dimensions. Horizontal accountability is mostly a problem when it is accompanied by competition between public and private agencies in the same policy fields.     

Place Management at the City of Swan – A Whole‐of‐City Approach

Local government often consists of a diverse array of local communities, but remains ideally placed to work with communities in responding to challenges at a local ‘place’ level, as well as broader regional issues. The City of Swan, Western Australian (WA) recognised that it required a more adaptable and place focussed approach to the planning and delivery of services to its large and diverse communities. This has led to the adoption of a place management approach at the City, including the division of the City into five smaller place management areas, based around communities of shared interest. This article highlights the application of place management as it has been applied across the City of Swan, including lessons learnt to date.     

Incentives in Third‐Party Governance: Management Practices and Accountability Implications

Contract incentives are designed to motivate contractor performance and to provide public managers with a powerful tool to achieve contract accountability. Our knowledge of contract incentives is rooted in contract design, yet as we move beyond contract specification and further into the contract lifecycle, we know little about why and how managers implement incentives. This study assesses public managers’ use of contract incentives in practice and advances theory development. A typology of contract incentives is constructed to capture a comprehensive range of formal and informal incentives, and the factors that influence managerial use of incentives are identified. The findings shed light on the complexities of maintaining accountability in third‐party governance structures and the management techniques aimed at improving the performance of public agencies.     

Public Financial Management Systems and Countries' Governance: A Cross‐Country Study

The objective of this study is to explore whether a relationship exists between public financial management (PFM) systems and expert perceptions of countries' governance in an international cross‐country study. We examine the extent to which variations in accounting, budgeting and auditing practices are associated with governance in a sample of 97 countries that represent different levels of development, analysing the differences between countries classified into factor, efficiency and innovation‐driven economies. Our concept of governance perception includes three dimensions: accountability, government effectiveness and corruption. We find that countries with a higher level of economic development show, on average, more sophisticated PFM systems characterized by the presentation of accrual‐based financial statements, the application of value for money audits and higher budget transparency. When analysing the sub‐samples of countries according to the level of economic development, we find that countries with similar governance perception scores show different patterns of PFM practices, suggesting that there is no one‐size‐fits‐all approach. Copyright © 2015 John Wiley & Sons, Ltd.     

Meta‐Governance of Partnerships for Sustainable Development: Actors' Perspectives from Kenya

The 2030 Agenda for Sustainable Development promotes multi‐stakeholder partnerships (MSPs) as a means of implementation while at the same time putting renewed focus on the need for national‐level ownership and implementation. Despite the fact that an ever growing body of literature on the merits and drawbacks of MSPs delineates several success conditions for partnerships, efforts to translate this knowledge into national‐level meta‐governance for MSPs remain marginal to date. This study outlines the benefits the literature alleges for such “meta‐governance” frameworks, before it uses a country‐level study with a series of stakeholder interviews to take a closer look at national‐level context conditions and lessons learned with regard to two water partnerships in Kenya. Our findings suggest that to date the existing meta‐governance for partnerships in Kenya is rather weak and fragmented. Yet respondents support the view that MSPs could benefit from such a framework, in particular regarding local ownership of MSPs and the potential to scale successful cases. Copyright © 2017 John Wiley & Sons, Ltd.     

Diffusion of Corporate Risk‐Management Characteristics: Perspectives of Chief Audit Executives through a Survey Approach

This study examines how corporate risk‐management characteristics in Australian public universities have diffused under an environment of conflicting management cultures. The findings reveal that corporate risk‐management characteristics have diffused in a pluralist form to satisfy stakeholders of different management approaches across its governance levels as opposed to a unilateral form aligned to the corporate approach. The accepted practice of this adapted version challenges the existing notion that the adoption of corporate control processes in the public sector is problematic, and provides insights into the emergence of a hybrid control process to address the needs of multiple stakeholders. These findings have policy implications for defining a new hybrid governance‐control paradigm for the public sector as an alternative to the corporate‐influenced control paradigm, and provide avenues for further research to confirm the phenomenon with other corporate control processes, public‐sector entities, and if so its impact on effective governance.     

Regulating non‐government schools: Explaining success and failure

The challenge faced by governments in the regulation of powerful private actors has allegedly intensified in recent years. This study explores the means at the disposal of governments, and their effectiveness, with respect to the regulation of private actors that demonstrate considerable independence and political efficacy. It is argued that a modified ‘Contextual Interaction Theory’ (CIT), which focuses on the interaction between generic policy instruments (carrots, sticks, and sermons) and target group attributes (motivation, information, and power), and is augmented by a consideration of a separate institutional dimension, offers a useful analytical framework for understanding both the challenge faced by governments and the options for dealing with it. This framework is applied to a study of the introduction of ‘new accountability’ to Australian and Israeli non‐government schools. The use of the standard CIT lenses helps explain Australian success and Israeli government failure in the introduction of new accountability. Australian success is attributable to a judicious mix of ‘hard’ and ‘soft’ instruments that favorably impacted target group information and motivation. In Israel, in contrast, policy instrument mixes failed to alter the main target group's oppositional stance. Institutional engineering, however, could provide a promising way for Israeli policymakers to enhance policy instrument effectiveness, by influencing target group power and motivation.     

Housing Voucher Take‐Up and Labor Market Impacts

Low participation rates in government assistance programs are a major policy concern in the United States. This paper studies take‐up of Section 8 housing vouchers, a program in which take‐up rates are quite low among interested and eligible households. We link 18,109 households in Chicago that were offered vouchers through a lottery to administrative data and study how baseline employment, earnings, public assistance, arrests, residential location, and children's academic performance predict take‐up. Our analysis finds mixed evidence of whether the most disadvantaged or distressed households face the largest barriers to program participation. We also study the causal impact of peer behavior on take‐up by exploiting idiosyncratic variation in the timing of voucher offers. We find that the probability of lease‐up increases with the number of neighbors who recently received voucher offers. Finally, we explore the policy implications of increasing housing voucher take‐up by applying reweighting methods to existing causal impact estimates of voucher receipt. This analysis suggests that greater utilization of vouchers may lead to larger reductions in labor market activity. Differences in take‐up rates across settings may be important to consider when assessing the external validity of studies identifying the effects of public assistance programs.     

Reinventing government through on‐line citizen involvement in the developing world: a case study of taipei city mayor's e‐mail box in Taiwan

Since the 1980s, a global administrative reform movement is reshaping the relationship between citizens and state. A major concern is how government can be more responsive to the governed through citizen participation. However, the more citizens participate, the more costly it is to govern. And the application of new information and communication technology (ICT) seems to be a cure for this limitation. In this research, authors take the Taipei City Mayor's e‐mail‐box (TCME) in Taiwan as a case to illustrate the complex relationships among citizen involvement, e‐government and public management. After a series of empirical investigations, the authors show that although ICT can reduce the cost of citizen involvement in governing affairs, it cannot increase citizens' satisfaction with government activities without reforming the bureaucratic organisation, regulatory structure, and managerial capacities of the public sector. The results could be helpful to public managers in planning and evaluating online governmental services in the developing countries. Copyright © 2006 John Wiley & Sons, Ltd.     

Multi‐Sited Governance of Large‐Scale Land Acquisitions: Mapping and Evaluating the Terrain

Recent spikes in commodity prices, the growing appetite for primary commodities among emerging economies, growing interest in biofuels and speculations over future returns to land and its products have led to a renewed interest in farmland in the global South. With highly publicized risks and polarized “win‐lose” narratives, so‐called “land grabbing” has become an important focus of transnational governance activity. In juxtaposition to those seeing large‐scale land acquisitions as inherently risky or undesirable, some argue for the potential opportunities they engender—provided risks can be mitigated through improved governance. This paper explores this argument through a systematic analysis of the formal features of the multi‐sited governance mechanisms in place to guide agricultural investment and govern its social and environmental effects. The intent is not to discount the importance of informal norms and practices or the so‐called “lived experience of governance,” nor the argument that such land acquisitions are inherently flawed irrespective of the “discipline imposed on them.” Rather, the paper aims to explore the merits of the arguments advanced by the pro‐investment camp, and to explore the extent to which the emerging global governance architecture is set up to deliver on the purported benefits of large‐scale agricultural investment. Results suggest that serious weaknesses in the substantive scope, reach and/or implementation mechanisms in all of the reviewed governance mechanisms pose a serious risk to the likely effectiveness of the emerging governance architecture in minimizing risks and leveraging benefits. Addressing these weaknesses is an obvious first step for bolstering the credibility of those advocating that governance is the solution.     

E‐Government Technology Transfer: A Case Study of the Implementation of a European Patent Management System in Brazil

In order to bolster the emerging but still underdeveloped conceptualization of e‐government technology transfer, we examine the implementation of a European Patent Management System in Brazil. The case study provided in this article offers opportunities to improve understanding on technical and organizational issues associated with e‐government technology transfer. Our findings provide evidence that the transfer of e‐government technology from a European to a Brazilian context requires multiple adaptations of the original design, intensive learning on the side of the recipient organization, and flexible implementation plans. Copyright © 2016 John Wiley & Sons, Ltd.     

Collaborative Approaches to Regional Governance – Lessons from Victoria

Victoria's Regional Management Forums were established in 2005 to facilitate collaboration between Victorian Government departments and local government in each of Victoria's eight administrative regions. At the time they were established, Regional Management Forums were a pioneering experiment in collaborative governance. Seven years after their establishment, this paper examines the Regional Management Forums to consider how they have evolved, what role they now serve, and what lessons can be learned. This paper finds that Victoria's Regional Management Forums have been able to adapt to an evolving policy and governance context. While not without their challenges, Regional Management Forums have given rise to regional‐scale thinking and collaborative relationships.     

Forgoing New Public Management and Adopting Post‐New Public Management Principles: The On‐Going Civil Service Reform in Israel

Since the 1980s, New Public Management (NPM) and post‐NPM reforms have dominated attempts to improve public administration. The literature suggests several reasons for the latter approach. However, these explanations seem to be less relevant to the ongoing civil service reforms in Israel. The Israeli experience is an example where NPM reforms did not occur, but post‐NPM reforms were adopted enthusiastically decades later. Our findings demonstrate how under the structural conditions of both non‐governability and bureaucratic centralization, post‐NPM reforms may provide an attractive layering strategy, offering the option of changing certain features of the system without requiring a drastic, comprehensive overhaul of it. Once Israeli decision makers decided that there was a real public demand for reform, and long‐term learning and diffusion processes convinced them that change was needed, the characteristics of the post‐NPM approach made it much easier politically for them to adopt. Copyright © 2016 John Wiley & Sons, Ltd.     

Examining the Scope for National Lesson‐drawing on Climate Governance

The need to understand the scope for comparative lesson‐drawing on national‐level climate mitigation policy has acquired added significance due to the current impasse in international‐level governance. Greater policy learning or lesson‐drawing among peers at the national level could, to an extent, foster meaningful developments by overcoming generalised international apathy and inaction. In this respect, we analyse the features of one significant example of national climate policy in order to examine the scope for lesson‐drawing, thereby setting out a normative research agenda. The UK Climate Change Act 2008 remains one of the few examples of legally enshrined national mitigation legislation and hence provides a relevant, but surprisingly under‐researched, source of learning for policy‐makers worldwide. By analysing its development, critical features and implementation, this article shows that—despite criticism of the sustainability and implementation effectiveness of the Act—some aspects of the policy could provide lessons for other states, and hence are potentially transferable extraterritorially, although lesson‐drawing itself is conditional on contextual constraints.     

Non‐Departmental Public Bodies Under the Howard Governments1

There has been both continuity and change in the use of non‐departmental public bodies (NDPBs) during the Howard years. In terms of continuity, the statutory authority and its incorporated version, the statutory corporation (in whose development late 19th and early 20th century Australian governments played such an important part), have remained in wide use. In terms of change, however, two other NDPB forms offered some challenge to its popularity. The government‐owned company came to be a preferred form for government business enterprises (GBEs) and, more recently, for many other non‐commercial public activities as well. And the executive agency, first making its Australian appearance in 1999, seemed initially to be another significant challenger, but its numbers, never great, were soon cut back. The article examines these trends, relating them to several relevant systemic inquiries and policy changes, notably the Humphry review of the governance of GBEs, the final settlement (in 1997) of the package of financial management acts, the Uhrig inquiry of 2003 and the system‐challenging pressures that have followed it. Commonwealth participation in joint (Commonwealth/subnational and Commonwealth/private) activities is also noted, as is the lack of ‘fit’ of the Australian experience with international theorising about ‘agencification’. Finally, the article seeks to identify the leading figures within the Howard governments who have been directing both the changes and the continuities involved in these developments.