Developing Management Practices to Support Joined‐Up Governance

Various forms of ‘boundary‐crossing’ practices continue to proliferate in public management and public service provision (i.e. activities that require engagement and collaboration across sectors, institutions, and organisations). Yet the dynamic nature of this type of joined‐up working is proving to be a major management challenge. In this paper, we bring a number of concepts to bear on the management of joined‐up and cross‐boundary working in public management of complex social issues. Firstly, we present the concept of ‘adaptive management’, which we draw from field of environmental policy and planning (and human ecology). Secondly, we introduce a rethinking of the role of ‘policy targets’ using a complexity lens. These concepts are integrated into a practice heuristic (or framework) designed to assist cross‐boundary policy implementation in real‐world settings. We argue that adaptive management approaches may have significant utility for ensuring effective governance in uncertain environments.     

Measuring dynamic collaborations: Collaborative health assessment tool

The changing nature of organisations in the public sector means that collaboration has become an imperative for many. Notwithstanding considerable scholarly agreement about factors contributing to successful collaboration, a broadly accepted model of collaborative practice has not coalesced. In this paper, we put forward an augmented collaboration assessment tool. Building on existing research, we argue that systems thinking can help us better account for the dynamic and multidimensional nature of collaboration – a process in which partner organisations are interconnected and organised in a way that seeks to achieve a common purpose that they could not have achieved alone. We tested the validity of our tool using a three‐stage, iterative mixed‐methods approach. Our research confirms the value of a diagnostic tool to assist collaboration partners navigate an often uncertain terrain. It further establishes the value of our tool in illuminating a collaboration's dynamic interactions as a means to evaluate ‘collaboration health’.     

The implementation of complex social policy: Institutional layering and unintended consequences in the National Disability Insurance Scheme

In this article, we identify the unfolding unintended consequences which flow from one instance of policy layering in Australia's National Disability Insurance Scheme (NDIS). We show how use of a causal diagram, which highlights feedback loops and emergent properties, to map complex chains of causal factors can assist policy scholars and policy practitioners to understand the likely direction of change and possible responses. In the case of Australia's National Disability Insurance Scheme, our analysis suggests that the likely direction of change will work against two of the fundamental design features of the NDIS: providing participants with more choice and control, and ensuring all eligible Australians are able to access appropriate services and supports regardless of where they live. Our analysis points to the use of price regulation as the site of potential intervention because of the role it plays in subsequent feedback loops and the development of the two, unwelcome, emergent properties.