Lessons from an Aboriginal Partnership in Australia

Abstract

In the past decade, theorists in disciplines ranging from political science to sociology have devoted increasing attention to the emerging role of collaboration, networks and partnerships in governance and public administration. Networked governance models have been touted as a tool with the flexibility to meet the diverse array of demands confronting contemporary governments, such as the desire for greater public sector efficiency, the need for innovative, locally responsive solutions that address intransigent socioeconomic inequalities in the community, and the quest for participatory and inclusive approaches that will reverse the decline of public trust in political institutions. There is a hope that this new, more collaborative governance provides a greater capability to respond to the complexities of governance in a globalised world than the old, centralised and hierarchical governance approaches of the twentieth century. Whatever its perceived merits, networked governance became a pragmatic necessity once governments started the process of outsourcing and devolution of service delivery under the ‘New Public Management’ drive of the 1990s.

This paper draws on the author’s PhD research, which was sponsored by the Queensland Government’s Department of Local Government, Planning, Sport and Recreation. The Department’s support is gratefully acknowledged, along with the cooperation of the Yarrabah Aboriginal Shire Council and the Yarrabah community.