- Code POGO8238
- Unit Value 3 units
- Offered by Crawford School of Public Policy
- ANU College ANU College of Asia and the Pacific
- Course subject Policy and Governance
- Areas of interest Policy Studies
- Academic career PGRD
- Mode of delivery In Person
This course is available for in-person and remote (online) learning.
The course, will give participants a practical orientation to a major and vital area of public administration. It provides them with an insight into the major frameworks and issues of federalism and public administration relevant to the practice of intergovernmental management. While particular attention will be paid to the federal context, including its formal and informal institutions, fiscal federalism, and the vertical and horizontal settings for intergovernmental management, the issues we will explore here will be of wider theoretical and practical value, including for those working on intergovernmental relations in non-federal systems.
This course focuses on the daily workplace challenges of interjurisdictional problem solving under conditions of uncertainty and complexity, and how public servants contribute to the stability and resilience of intergovernmental frameworks, on the one hand, and adjustment and change on the other. The course provides participants with an opportunity to develop their insight into the range of issues, interests, strategies and ideas they are likely to encounter in their intergovernmental work, and how and why these perspectives and frameworks have emerged.
The course considers a range of policy instruments and approaches that can be adopted in intergovernmental management, including practical matters on the day to day management of policy-related functions and processes. Participants will come away with an insight into their personal, characteristic approach to intergovernmental matters, how this approach is embedded in federal structures and cultures, and the opportunities, costs and benefits of alternative approaches. Participants will be challenged to examine their own practice and preferred style of working in this context.
Upon successful completion, students will have the knowledge and skills to:
- Understand the relevant structures, processes and practices of intergovernmental management and the objectives and issues that underpin those structures.
- Gain a deeper understanding of the range of perspectives that are at play in intergovernmental bargaining and negotiation, including those of other jurisdictions and stakeholders.
- Develop strategies as intergovernmental managers at the interpersonal, interorganisational and interjurisdictional levels
- Use that understanding to develop their own role as policy entrepreneurs and change agents.
- Key issues in intergovernmental management raised by the ANZSOG case study (see prescribed reading) and Day 1 discussion (Day 1 overnight -500 words) (20) [LO 1]
- Preparation of a negotiating strategy in a key interjurisdictional policy area (1000 words) (40) [LO 2]
- Reflection on my practice as an intergovernmental manager – issues and strategies (1500 words) (40) [LO 3,4]
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15-18 contact hours and 40-50 non-contact hours
Australia and New Zealand School of Government (2016), The National Occupational Licensing Project, ANZSOG Case Study 2016-177.1
Agranoff, R., & Mcguire, M. (1999) 'Expanding Intergovernmental Management’s Hidden Dimensions' The American Review of Public Administration, 29(4), 352–369.
Arklay, T., Bruerton, M., & Hollander, R. (2017) 'Working Together: Policy makers’ Opinions on Improving Intergovernmental Collaboration in Australia' in M. Bruerton, T. Arklay, R. Hollander, & R. Levy (Eds.), A People’s Federation. Sydney: Federation Press.
Bruerton, M., & Kildea, P. (2017) 'Practitioners’ Opinions on Barriers to Reforming the Federal System' in M. Bruerton, T. Arklay, R. Hollander, & R. Levy (Eds.), A People’s Federation. Federation Press.
Deem, J, Hollander, R., & Brown, A. J. 2015, 'Subsidiarity in the Australian Public Sector: Finding Pragmatism in the Principle', Australian Journal of Public Administration, vol. 74, no. 4, pp. 419–434.
Marando, V., & Florestano, P. (1990) 'Intergovernmental Management: The State of the Discipline' in N. Lynn & A. Wildavsky (Eds.), Public Administration: The State of the Discipline. Chatham, NJ: Chatham House Publishers.
Menzies, J. (2012) 'Blowing Hot and Cold - Intergovernmental Relations Capacity in the Commonwealth Government' Australian Journal of Public Administration, 70(4), 408–420.
— (2013) 'Reducing Tensions in Australian Intergovernmental Relations through Institutional Innovation' Australian Journal of Public Administration, 72(3), 382–389.
Phillimore, J., & Fenna, A. (2017) 'Intergovernmental councils and centralization in Australian federalism' Regional and Federal Studies, 27(5), 597–621.
Weissert, C. (2017) 'Heads I Win, Tails You Lose: lntergovernmental Negotiation in Australia and the US' in M. Bruerton, T. Arklay, R. Hollander, & R. Levy (Eds.), A People’s Federation. Brisbane: Federation Press.
It would be an advantage to have some general experience in the public sector, but not essential.
Tuition fees are for the academic year indicated at the top of the page.
Commonwealth Support (CSP) Students
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- Unit value:
- 3 units
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