Crossing Boundaries in Public Management and Policy
The International Experience
Edited by Janine O'Flynn, Deborah Blackman, John Halligan
To Be Published July 18th 2013 by Routledge – 336 pages
In the 21st century governments are increasingly focusing on designing ways and means of connecting across boundaries to achieve goals. Whether issues are complex and challenging – climate change, international terrorism, intergenerational poverty– or more straightforward - provision of a single point of entry to government or delivering integrated public services - practitioners and scholars increasingly advocate the use of approaches which require connections across various boundaries, be they organizational, jurisdictional or sectorial.
Governments around the world continue to experiment with various approaches but still confront barriers, leading to a general view that there is considerable promise in cross boundary working, but that this is often unfulfilled. This book explores a variety of topics in order to create a rich survey of the international experience of cross-boundary working. The book asks fundamental questions such as:
By scrutinizing these questions, the contributing authors examine: the promise; the barriers; the enablers; the enduring tensions; and the potential solutions to cross-boundary working. As such, this will be an essential read for all those involved with public administration, management and policy.
Part I: Introduction and the Fundamental Questions 1. Crossing Boundaries in Public Management and Policy: An Introduction (Janine O'Flynn) 2. Crossing Boundaries: The Fundamental Questions in Public Management and Policy (Janine O'Flynn) Part II: Solutions to Cross-Boundary Dilemmas? 3. The Cross-Organization Collaboration Solution?: Conditions, Roles and Dynamics in New Zealand (Elizabeth Eppel, Derek Gill, Miriam Lips and Bill Ryan) 4. The Boundary Spanning Solution?: Crossing Boundaries in the United States (Kelly LeRoux) 5. The Culture Solution?: Culture and Common Purpose in Australia (Fiona Buick) 6. The Structure Solution?: Public Sector Mergers in the United Kingdom (Carole Talbot and Colin Talbot) 7. The People and Structure Solution?: Collegial Administration in Norway (Dag Arne Christensen, Tom Christensen, Per Laegreid and Tor Midtbø) 8. The Performance Target Solution?: Cross-Cutting Public Service Agreements in the United Kingdom (Akash Paun and Kate Blatchford) 9. The Collaboration Solution?: Factors for Collaborative Success (Brian Head) 10. The Soft Power Solution?: Managing without Authority (Owen Hughes) 11. The Diagnostic Solution?: Gauging Readiness for Cross-Boundary Working (Deborah Blackman) 12. The Responsiveness Solution?: Embedding Horizontal Governance in Canada (Evert A. Lindquist) Part III: Cases of Crossing Boundaries in Public Management and Policy 13. Children's Services: The Impact of Service Integration in England (Carole Talbot) 14. Education and Employment: Stumbling across Boundaries in the Netherlands (Esther Klaster) 15. Health: Overcoming Service Delivery Gaps in Austria (Sanja Korac and Iris Saliterer) 16. Community Safety: Partnerships across Boundaries in England (Joyce Liddle and John Diamond) 17. Airport Enclaves: Bridging Boundary Tensions between Airports and Cities (Timothy Donnet and Robyn Keast) Part IV: Conclusion 17. Crossing Boundaries in Public Management and Policy: Conclusion and Future Issues (Janine O'Flynn, Deborah Blackman and John Halligan)
Janine O’Flynn is Professor of Public Management at the University of Melbourne, Australia and an adjunct at The Australian and New Zealand School of Government. She examines Public Sector Reform and Relationships and recently published Rethinking Public Services: Managing with External Providers (2012, Palgrave Macmillan) with John Alford
Deborah Blackman is Professor of Human Resources Management in the Faculty of Business, Government and Law and the Director of the Graduate Research Office, both at the University of Canberra, Australia. She publishes in the areas of Performance Management, Organizational Learning, Knowledge Management and Organizational Effectiveness in both the private and public sectors
John Halligan is Professor of Public Administration at the ANZSOG Institute for Governance, University of Canberra, Australia. His recently published books include Public Sector Governance in Australia (2012, ANU Press) and Performance Management in the Public Sector (2010, Routledge). He is currently working on a comparative analysis of Public Management Reform in four Anglophone countries