Gemma Carey

A robust guide to the leadership and management of inter-agency collaborative endeavours. It summarises recent trends in policy, establishes what we can learn from research and practice, and uses international evidence to set out useful frameworks and approaches to address a range of problems that collaborations face.

Joined-up government is a complex, expensive and elusive goal, which has captured the imaginations of public administrators since the 1950s. It offers great promise for tackling the complex or ‘wicked’ policy problems that concern the governments of industrialised countries. Despite ongoing interest, there remains and absence of core methods and principles to make joined-up governance work in practice. Grassroots to Government comprehensively explains the state of evidence in joined-up government, illustrated by an in-depth case study of the implementation experiences of a national initiative, the Australian Social Inclusion Agenda.

Joined-up government is a complex, expensive and elusive goal, which has captured the imaginations of public administrators since the 1950s. It offers great promise for tackling the complex or ‘wicked’ policy problems that concern the governments of industrialised countries. Despite ongoing interest, there remains and absence of core methods and principles to make joined-up governance work in practice. Grassroots to Government comprehensively explains the state of evidence in joined-up government, illustrated by an in-depth case study of the implementation experiences of a national initiative, the Australian Social Inclusion Agenda.

Leadership and management are increasingly considered important drivers in terms of organisational performance. Yet, despite being viewed as essential components of partnership working, there is relatively little thoughtful work analysing the relationship between the two sets of ideas - posing practical difficulties for leaders and managers of partnerships who are looking for evidence or guidance. This book provides a robust guide to the leadership and management of partnerships. It summarises recent trends in policy, establishes what we can learn from research and practice and sets out useful frameworks and approaches to address a range of problems that partnerships face. It will be an essential aid to policy makers, managers and practitioners, providing a realistic account of the main characteristics and expectations of leadership and management in partnerships.