Not what they seem: An analysis of strategic service delivery partnerships in local government

Dollery, B; Grant, BJ; Crase, L

Not what they seem: An analysis of strategic service delivery partnerships in local government

Dollery, B Grant, BJ

Crase, L

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Publisher:: Association for Canadian Studies in Australia and New Zealand
Publication Type:: Journal Article
Citation:: Australasian Journal of Canadian Studies, 2010, 28 (2), pp. 59 - 74
Issue Date:: 2010-01

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Field	Value	Language
dc.contributor.author	Dollery, B	en_US
dc.contributor.author	Grant, BJ https://orcid.org/0000-0002-8055-6046	en_US
dc.contributor.author	Crase, L	en_US
dc.date.issued	2010-01	en_US
dc.identifier.citation	Australasian Journal of Canadian Studies, 2010, 28 (2), pp. 59 - 74	en_US
dc.identifier.issn	1832-5408	en_US
dc.identifier.uri	http://hdl.handle.net/10453/28657
dc.description.abstract	Council amalgamation has always been the favoured policy instrument of almost all Australian state governments to increase the operational efficiency of local councils. However, a host of recent Australian state and national inquiries have concluded that shared service provision by groups of cooperating municipalities represents a superior means of achieving the same end. One consequence has been a concerted effort by British commercial companies to introduce Strategic Service Delivery Partnerships under the guise of shared service models into Australian local government. Using the example of the Ipswich City Council in the Australian state of Queensland, this paper argues that Strategic Service Delivery Partnerships do not constitute bona fide shared service PC!rtnerships, they do not overcome the well-known problems of traditional methods ofcontracting out complex council services, and they possess other unfortunate characteristics. This renders Strategic Service Delivery Partnerships unsuitable for most forms of local government service provision.	en_US
dc.publisher	Association for Canadian Studies in Australia and New Zealand	en_US
dc.relation.ispartof	Australasian Journal of Canadian Studies	en_US
dc.title	Not what they seem: An analysis of strategic service delivery partnerships in local government	en_US
dc.type	Journal Article
utslib.citation.volume	2	en_US
utslib.citation.volume	28	en_US
utslib.for	160601 Australian Government and Politics	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/DVC (Research)
pubs.organisational-group	/University of Technology Sydney/DVC (Research)/lnstitute for Public Policy and Governance
pubs.organisational-group	/University of Technology Sydney/Strength - IPPG - Institute for Public Policy and Governance
utslib.copyright.status	closed_access
pubs.consider-herdc	false	en_US
pubs.issue	2	en_US
pubs.volume	28	en_US

Abstract:

Council amalgamation has always been the favoured policy instrument of almost all Australian state governments to increase the operational efficiency of local councils. However, a host of recent Australian state and national inquiries have concluded that shared service provision by groups of cooperating municipalities represents a superior means of achieving the same end. One consequence has been a concerted effort by British commercial companies to introduce Strategic Service Delivery Partnerships under the guise of shared service models into Australian local government. Using the example of the Ipswich City Council in the Australian state of Queensland, this paper argues that Strategic Service Delivery Partnerships do not constitute bona fide shared service PC!rtnerships, they do not overcome the well-known problems of traditional methods ofcontracting out complex council services, and they possess other unfortunate characteristics. This renders Strategic Service Delivery Partnerships unsuitable for most forms of local government service provision.

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http://hdl.handle.net/10453/28657