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

The Element discusses the challenges of working collaboratively in and with governments with a strong New Public Management (NPM) influence, highlighting the need for significant modification of the standard NPM operational model to facilitate collaboration. It suggests alternative institutions for funding, design, delivery, monitoring, and accountability, new performance indicators, incentives and rewards, training public servants in collaboration, collaboration champions, guardians, complexity translators, and stewards, and NPM governance processes designed to make collaborative decisions stick.

Format: Paperback / softback
Length: 75 pages
Publication date: 07 October 2021
Publisher: Cambridge University Press

The challenges of working collaboratively in and with governments in countries with a strong New Public Management (NPM) influence are the focus of this Element. 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.

The evidence from New Zealand suggests that the NPM has been successful in some areas, such as improving service delivery and reducing waste. However, it has also been criticized for its lack of accountability, its emphasis on efficiency and cost-cutting, and its disregard for the needs of the public.

One of the key challenges of working collaboratively in strong NPM governments is the lack of trust between the public and the government. This is often due to a perception that the government is not transparent or accountable, and that it is not interested in the needs of the public. Another challenge is the lack of coordination between different government agencies, which can lead to duplication of effort and inefficiencies.

To address these challenges, it is important to modify the standard NPM operational model. This could include creating alternative institutions for funding, design, delivery, monitoring, and accountability, such as public-private partnerships or social enterprises. New performance indicators could be developed to measure the success of collaborative public management approaches, and incentives and rewards could be provided for collaboration. Training public servants in collaboration could help to build trust and improve coordination between different government agencies.

Collaboration champions, guardians, complexity translators, and stewards could also play an important role in promoting collaboration in strong NPM governments. These individuals could be responsible for facilitating communication and collaboration between different stakeholders, and for promoting a culture of collaboration within the government.

Paradoxically, NPM governance processes designed to make collaborative decisions stick could also be a catalyst for collaboration. These processes could include developing consensus-building mechanisms, such as public forums or citizen assemblies, and providing incentives for collaboration, such as shared savings or rewards for successful outcomes.

In conclusion, the challenges of working collaboratively in and with governments in countries with a strong NPM influence are significant. However, by modifying the standard NPM operational model and promoting collaboration through alternative institutions, performance indicators, incentives, training, collaboration champions, guardians, complexity translators, and stewards, it is possible to overcome these challenges and achieve better outcomes for the public.

Weight: 142g
Dimension: 152 x 229 x 11 (mm)
ISBN-13: 9781108822817