Retrofitting Collaboration into the New Public Management: Evidence from New Zealand

Elizabeth Eppel; Rosemary O'Leary

doi:10.1017/9781108906357

Series: Elements in Public and Nonprofit Administration

Retrofitting Collaboration into the New Public Management

Evidence from New Zealand

Published online by Cambridge University Press: 14 September 2021

Elizabeth Eppel and

Rosemary O'Leary

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Elizabeth Eppel: Affiliation:
Victoria University of Wellington
Rosemary O'Leary: Affiliation:
University of Kansas

Summary

This Element is about the challenges of working collaboratively in and with governments in countries with a strong New Public Management (NPM) influence. As the evidence from New Zealand analyzed in this study demonstrates, collaboration – working across organization boundaries and with the public – was not inherently a part of the NPM and was often discouraged or ignored. When the need for collaborative public management approaches became obvious, efforts centered around “retrofitting” collaboration into the NPM, with mixed results. This Element analyzes the impediments and catalysts to collaboration in strong NPM governments and concludes that significant modification of the standard NPM operational model is needed including: Alternative institutions for funding, design, delivery, monitoring and accountability; New performance indicators; Incentives and rewards for collaboration; Training public servants in collaboration; Collaboration champions, guardians, complexity translators, and stewards; and paradoxically, NPM governance processes designed to make collaborative decisions stick.

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Keywords

collaboration new public management retrofitting collaboration public administration

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Type: Element
Information: Series: Elements in Public and Nonprofit Administration

DOI: https://doi.org/10.1017/9781108906357 [Opens in a new window]

Online ISBN: 9781108906357

Publisher: Cambridge University Press

Print publication: 07 October 2021

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