DESCRIPTION

Co-operative governance is a rather unique, and ambitious, governance model that, like the constitution, embodies the best ideals of the new democracy. Not unlike the new constitution, implementing the democratic principles has proved to be daunting, and contested. The first part of this report reflects on the tensions created by the 'management imperative', namely the need to lead and manage change from the top within a policy and legislative framework that requires co-operation and consultation. The second part of this report describes a stud about how co-operative governance is working in practice and comments on the recommendation flowing from this study that co-operative governance be reviewed. In some sense both reports deal with the problem of driving change for the center (government) or from the top (institutional leadership) and the frustrations with consultation and co-operation. Both show that there are no clear and easy solutions, but that if is vitally important to have informed debates and disagreements.

 

CONTENTS

Introduction

 

Report 1: Managerialism Within a Framework of Co-operative Governance?

The Contours of the Governance Debate

A New Governance Model

Changes in Institutional Governance and Leadership

Managerial Leadership

Transformative Leadership

Pressures Towards Managerialism

Effects of Government Reforms

The Changing Role of Senate

Managerialism Everywhere?

References

 

Report 2: Is Moving From Co-operative Governance To Conditional Autonomy A Contribution to Effective Governance?

Background

Contribution of the Study

Slippage Between State Steering and State Control

If Reform is Problematic, Change the Policy

References