Joined-Up Government Through Partnership and Multi-Sector Working

Joined-up government through partnership and multi-sector working
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Introduction
Partnerships tend to be dynamic and when the stakeholders clearly understand what is expected of them are more likely to have good working conditions. Where there are robust partnerships, this ensures that the people can work together to provide more coherent responses to the identified social problems. Partnerships and multi-sector working are also promoted as they allow more coordinated efforts in improving service delivery without overlap and duplication. Other benefits include pooling of resources and expertise knowledge as well as better capacity to develop innovative approaches. However, there are also challenges with funding constraints, poor coordination among stakeholders and resistance to changes. This is a discussion of the rationale for pursuing, but also the challenges of achieving, joined-up government through partnership and multi-sector working
Rationale of achieving joined-up government
The case for partnerships and multi-sector working and enhances the coordination efforts, is most effective when the groups are included. There is a risk that when there are fragmentizing policies, the policy makers may fail to effect changes even when bringing together the stakeholders (Flinders, 2004, p. 906). Even as party politics influence the policy formulations, a holistic approach to addressing problems and issues takes into account the role of various stakeholders in addressing problems. For instance service integration occurs when the stakeholders coordinate activities for the joined-up government. In cases where there are coordinated efforts, it is necessary to be clear on what is expected for the stakeholders and this may require formal agreements, where the respective responsibilities are articulated.
Procedures detailing how to revise agreements may also be adopted since partnerships and multi-sector working can promote a culture of individual responsibility, which ties to the need for all the stakeholders to be accountable. When there are joined- up governments, the oversight policies adopted should fit in with the intended objective. This extends to creating crosscutting policies where the stakeholders and organisations, have the opportunity give their contribution while coordinating the activities. The input of stakeholders is taken into account with regard to their views, on whether the coordination is good may affect the outcome and decisions.
A clear structure and framework where the stakeholders are able to forge meaningful partnerships and multi-sector working makes it easier to share information. With pooled resources and expertise the joined-up governments face challenges to bring together as partners who work jointly to achieve the goals. Through working together the stakeholder can find solutions working jointly where there are various viewpoints to arising matters. In any case, when there is a shared vision the government officials work together on diverse projects, while making informed decisions (Considine, 2002, p. 28). Working together for various projects can be the basis for success since there is a holistic perspective taking into account the input of various stakeholders.
Partnerships can be transformative when the partners are convinced about the rationale of joined- up governments. This is likely to create synergy where there is agreement for pooling resources together. The benefits of partnerships are likely to add value to the partners or organizations than if the partners were alone, as they work jointly to accomplish shared goals (Unit 4: Collaboration and Partnership, 2016, p. 11). Nonetheless, when the partnerships fail to deal with redundancies and wastage, this dilutes potential benefits when the partners work together. Hence, synergy focusing on collaborative advantages and pooling resources from external funders is beneficial to enhancing partnerships and the joined-up governments.
Partnerships and multi-sector working also facilitate the development of innovative approaches in Joined up government. This is particularly when there is social inclusion of stakeholders who are otherwise excluded (Davies, 2009, p. 85). When there is cooperation and not competition, the people are better placed to bridge the gaps in service provision. Through collaboration and partnerships it is less likely that the independent agencies focus on activities and services that are counterproductive to the proper working of joined-up governments. The sharing of efforts without diluting the work of the independent agencies is effective for enhancing governance in the joined-up governments. Nonetheless, for partnerships and multi-sector working to operate effectively, there is a need to involve stakeholders since the decisions made directly affect them, and they may be skeptical of joined-up governments when they do not understand the benefits of this arrangement.
At the local service level, collaboration depends on the flexibility in providing services and resources (Hyde, 2008, p. 6). To ensure this collaboration is necessary, but having devolved authority makes a defense since there is flexibility. Commitment to collaboration cannot be ignored, since even when there is adequate financing people will work together. Additionally, the local managers and leaders at the local level must have the authority to act and implement policies to translate the initiatives into viable programs. When there is adequate finance, it is easier to evaluate and manage service delivery, since the local authorities have the capacity to rely on evidence to determine the best course of action (Hyde, 2008, p.6).
Partnerships and multi-sector working also improve efficiency in governance when there is flexibility and mutual accountability among partners. Developing a culture of joint problem solving and trust, facilitates collaboration among agencies and stakeholders (Pollitt, 2003, p. 40). Additionally, there is the role of the steering committee that ensures that the leaders are facilitators in collaboration and cooperation. The steering committee in joined-up governments is tasked with building and developing the network governance structure and steer the process (Pollitt, 2003, pp 40-41). In the early stages of collaboration, there is wide consultation of the stakeholders, and building commitment among stakeholders is crucial for the success of the joined-up government.
The challenges of achieving joined-up government
Coordination is not a straightforward affair despite the promise of improving collaboration for partnerships and multi-sector working. Politics and governance issues may be present at the local and national level. For instance, in cases where the stakeholders have to work through the guida...