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The Government Service Delivery Project: A Case Study of the Push and Pull of Central Government Coordination

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  • Robyn Keast
  • Kerry Brown

Abstract

Fragmentation and the lack of appropriately coordinated government services are widely considered to be costly problems impeding effective and efficient government service provision. Moreover, there is a growing realization that many modern social issues have developed into meta-problems that cannot be resolved by the traditional single agency approach. Coordination of services through more cooperative and collaborative networks of relationships between government agencies has become a preferred strategy for many public administrators. This article gives an account of a public sector initiative aimed at enhancing service provision through the formation and management of interdepartmental networks of coordinative and cooperative action. It concludes that although networks are a useful mechanism of social coordination, their inherent benefits may be jeopardized when network management issues make them vulnerable to pressures from the centre.

Suggested Citation

  • Robyn Keast & Kerry Brown, 2002. "The Government Service Delivery Project: A Case Study of the Push and Pull of Central Government Coordination," Public Management Review, Taylor & Francis Journals, vol. 4(4), pages 439-459, January.
    • Handle: RePEc:taf:pubmgr:v:4:y:2002:i:4:p:439-459
    DOI: 10.1080/14616670210163015
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    References listed on IDEAS

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    1. Noble, Charles H., 1999. "Building the strategy implementation network," Business Horizons, Elsevier, vol. 42(6), pages 19-28.
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    Cited by:

    1. Martina Dal Molin & Cristina Masella, 2016. "Networks in policy, management and governance: a comparative literature review to stimulate future research avenues," Journal of Management & Governance, Springer;Accademia Italiana di Economia Aziendale (AIDEA), vol. 20(4), pages 823-849, December.
    2. Robyn Keast & Myrna Mandell, 2014. "The collaborative push: moving beyond rhetoric and gaining evidence," Journal of Management & Governance, Springer;Accademia Italiana di Economia Aziendale (AIDEA), vol. 18(1), pages 9-28, February.
    3. Nick Clifton & Robyn Keast & David Pickernell & Martyn Senior, 2010. "Network Structure, Knowledge Governance, and Firm Performance: Evidence from Innovation Networks and SMEs in the UK," Growth and Change, Wiley Blackwell, vol. 41(3), pages 337-373, September.
    4. Carvalho, Cláudia & Brito, Carlos, 2009. "Innovative Public Service Delivery: How to assess the new relationship between public agencies and society?," Working Papers 8/2009, Universidade Portucalense, Centro de Investigação em Gestão e Economia (CIGE).
    5. Kelman, Steven J. & Hong, Sounman & Turbitt, Irwin, 2011. "Are There Managerial Practices Associated with Service Delivery Collaboration Success?: Evidence from British Crime and Disorder Reduction Partnerships," Scholarly Articles 4723208, Harvard Kennedy School of Government.

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