Crossing Boundaries in Public Management and Policy: The by Janine O'Flynn

By Janine O'Flynn

In the 21st century governments are more and more concentrating on designing methods and technique of connecting throughout obstacles to accomplish objectives. even if concerns are advanced and not easy – weather switch, foreign terrorism, intergenerational poverty– or more uncomplicated - provision of a unmarried aspect of access to govt or supplying built-in public companies - practitioners and students more and more suggest using methods which require connections throughout quite a few obstacles, be they organizational, jurisdictional or sectorial.

Governments around the globe proceed to test with a number of ways yet nonetheless confront obstacles, resulting in a common view that there's significant promise in go boundary operating, yet that this is unfulfilled. This e-book explores numerous subject matters for you to create a wealthy survey of the foreign adventure of cross-boundary operating. The booklet asks primary questions corresponding to:

  • What can we suggest by way of the proposal of crossing boundaries?
  • Why has this emerged?
  • What does go boundary operating involve?
  • What are the serious enablers and barriers?

By scrutinizing those questions, the contributing authors learn: the promise; the obstacles; the enablers; the iconic tensions; and the aptitude options to cross-boundary operating. As such, this may be an important learn for all these concerned with public management, administration and policy.

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Example text

The notion of partnerships as a mechanism for connecting across boundaries has been a popular one, especially in complex policy areas with many actors. In their chapter, Liddle and Diamond explore the area of community safety in England, where partnerships have taken centre stage. In doing so they confront a seemingly ‘wicked’ policy area and consider how factors such as leadership, ‘place’ and performance regimes come together in such arenas. In the final chapter of this section, Donnet and Keast explore tensions in airport enclaves.

As Huxham (1996) has argued in relation to collaboration: ‘Most of what organizations strive to achieve is, and should be, done alone’ (p. 3). Head (2004) agrees: ‘Selection of inappropriate structures and processes can be a recipe for frustration among participants, and ensures under-achievement of goals (p. 3). Put more succinctly: ‘don’t work collaboratively unless you have to’ (Huxham and Vangen 2004: 200). Working across boundaries can be facilitated by commonality and complexity, and in many cases a lack of commonality, in particular, can stymie attempts to bring together various parties across boundaries.

Networks appear often in the contributions to this book as an important form of cross-boundary working. Working across boundaries as whole-of-government Finally, I will look at the emergence of whole-of-government as a form of crossboundary working in management and policy. Christensen and Lægreid (2007) argued that whole-of-government was an extension of JUG; or, more correctly, that JUG had developed into a whole-of-government model over time. Christensen and Lægreid (2007) defined it quite broadly (as noted above), but it Australia, where the term originated, it was specifically related to cross-portfolio working and pursuit of objectives which cross boundaries within government (Management Advisory Committee 2004).

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