000			01522pab a2200181 454500
008			180718b2016 xxu||||| |||| 00| 0 eng d
100			_aCarey, Gemma
245			_aDeveloping management practices to support joined-up governance
260			_c2016
300			_ap.112-118.
362			_aMar
520			_aVarious forms of boundary-crossing practices continue to proliferate in public management and public service provision (i.e. activities that require engagement and collaboration across sectors, institutions, and organisations). Yet the dynamic nature of this type of joined-up working is proving to be a major management challenge. In this paper, we bring a number of concepts to bear on the management of joined-up and cross-boundary working in public management of complex social issues. Firstly, we present the concept of adaptive management, which we draw from field of environmental policy and planning (and human ecology). Secondly, we introduce a rethinking of the role of policy targets using a complexity lens. These concepts are integrated into a practice heuristic (or framework) designed to assist cross-boundary policy implementation in real-world settings. We argue that adaptive management approaches may have significant utility for ensuring effective governance in uncertain environments. - Reproduced. 11
650			_aPublic administration
650			_aDevelopment administration
700			_aHarris, Patrick
773			_aAustralian Journal of Public Administration
909			_a110496
999			_c110491 _d110491