Departmental Restructuring under New Labour

Despite their emphasis on joined up government, which was to be one of the defining features of the New Labour governing project, attempts to enhance policy delivery would also result in major departmental restructuring within each of their three terms in office. This article asks three questions with regard to the New Labour and departmental restructuring. First, from a historical comparative perspective was there a greater degree of departmental restructuring under New Labour than under previous governments? Second, in the case of New Labour what was the motivation for departmental restructuring? Finally, was New Labour characterised by successful departmental restructurings? Utilising select committee material for the views of civil servants and combining this with questionnaire feedback from former New Labour ministers this article seeks to address these questions to assess the record of departmental restructuring in the New Labour era.     

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.     

农村基层党建与政治生态环境

农村基层党组织的建设和核心作用的发挥,必须围绕建设社会主义新农村这个主题,围绕农村经济发展这个中心,自觉融入营造良好的政治生态环境之中,立足于调动农民群众的参与积极性,着眼于发挥农村基层组织的特殊作用,着手于构建党组织和党员发挥作用的平台,努力形成建设社会主义新农村的整体合力。     

APEC–A Boost for Sino-Russian Economic Cooperation

正THE Asia-Pacific Economic Cooperation,APEC,is the highest-level inter-governmental mechanism for economic cooperation in the AsiaPacific region.China and Russia,who joined in 1991 and 1998 respectively as sovereign states,have deepened bilateral economic cooperation and that with other nations in the region on this important platform.With the steady improvement in their national strength,the two countries now have     

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.     

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.