The tyranny of neoliberal public management and the challenge for Aboriginal community organisations

Sullivan, Patrick

doi:10.22459/caepr40.07.2018.11

Cited by 7 publications

(4 citation statements)

References 8 publications

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“…; Marsh ; Howard‐Wagner , ; Hunt ). Patrick Sullivan attributes this game change to the NPM era (Sullivan :7) or what he later labels as neoliberal public management (Sullivan ). Scholars, like Sullivan () and others, draw our attention to the changing rules through an analysis of the economics of social policy in the neoliberal age in which markets rather than basic rights began to forefront Aboriginal policy agendas (Howard‐Wagner ,b; Sullivan , ; Moran et al ; Hunt ).…”

Section: Research Approach and Methodsmentioning

confidence: 99%

“Moving from transactional government to enablement” in Indigenous service delivery: The era of New Public Management, service innovation and urban Aboriginal community development

Howard-Wagner¹

2018

Aust J Social Issues

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Section: Research Approach and Methodsmentioning

confidence: 99%

“Moving from transactional government to enablement” in Indigenous service delivery: The era of New Public Management, service innovation and urban Aboriginal community development

Howard-Wagner¹

2018

Aust J Social Issues

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“…Since the 1970s, community-controlled entities had to bureaucratize to survive (Rowse 1992, Kapferer 1995, Altman 2016). The Indigenous sector has been swamped by NPM contracting and acquittal overloads (Michel & Taylor 2012, Sullivan 2018) then starved by a subsequent reentry of church-based and other non-Indigenous intermediaries, who compete for shrinking funds to offer a shadow play of disjointed social services under outsourcing arrangements. Even when Indigenous and bureaucratic aspirations ostensibly align-as with "caring for country" environmental programs-the cooption is relentless (Nadasdy 2005, West 2006, Mathews 2008, Fache 2014.…”

Section: Lament and Desirementioning

confidence: 99%

Desiring Bureaucracy

Lea

2021

Annu. Rev. Anthropol.

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This review presents new perspectives on the anthropology of bureaucracy. Since Weber's account of the importance of this organizational mode to the functioning of contemporary socioeconomic systems, the inescapability of bureaucracy has been repeatedly theorized to show its good and ill effects. Yet anthropologists retain an ambivalent relation to this topic and can struggle to move beyond critique. I reflect on this ambivalence, suggesting that it reflects a frustrated desire for better governance, and offer neglected topics as potentially productive ways to tackle bureaucracy as an omnipresent yet difficult-to-pinpoint cultural form. Finally, the review makes the case for an impenitently anthropological approach to the fullness of bureaucracy, including testing the ethnographer's founding categories of thought, over a position of pure denunciation or evaluation. Expected final online publication date for the Annual Review of Anthropology, Volume 50 is August 2021. Please see http://www.annualreviews.org/page/journal/pubdates for revised estimates.

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“…Similar findings are reverberating within the Australian context, particularly the empirical research directed at understanding the effects of the NPM era on community‐controlled First Nations organisations (FNOs) in Australia. Moran, Porter and Curth‐Bibb (2016), Sullivan (2018), Howard‐Wagner (2018a) and Page (2018) draw our attention to the fragility of the Indigenous sector associated with NPM accountability regimes, insecure, time‐limited and targeted funding arrangements, and competitive tendering processes. Moran, Porter and Curth‐Bibb (2014) and Howard‐Wagner (2018a) independently documented the marked impacts of the heightened administrative burden on community‐controlled FNOs.…”

Section: Introductionmentioning

confidence: 99%

Organisational fragility among urban FNOs in the era of New Public Management

Howard-Wagner

Soldatić

Riemer³

et al. 2023

Aust J Social Issues

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While Australian governments generally acknowledge that First Nations organisations (FNOs) have better reach into First Nations communities than mainstream not‐for‐profit (NFP) organisations and governments, as we document in this paper, a survey of community‐controlled FNOs in significant urban areas in New South Wales (NSW) suggests that funding and administrative arrangements in the era of New Public Management (NPM) are at odds, and in some instances, actually undermine the effectiveness of FNOs. To explore and gain an explicit insight into the potential tensions in, contradictions with and constraints of NPM on governments supporting and realising the full potential of FNOs in achieving community outcomes, this paper turns its attention to the results of a survey designed by senior position holders from six community‐controlled FNOs in the Greater Sydney region and three academics. The survey was designed to examine the relationship of the ability of FNOs to act in the interests of their community members with the normalisation of NPM as policy discourse and practice across all layers of government (Federal, State and Local). Urban areas within the state of NSW as its focus, the core findings from the survey suggest that in the NPM era, urban FNOs face numerous difficulties in realising their community mandates and simultaneously guaranteeing their sustainability for the future. The findings suggest that rather than extending the capacity of FNOs and their reach into their communities, NPM policy structures and mandates create increased administrative burdens, precarity and fragility, as well as decreased organisational autonomy and self‐determination.

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The tyranny of neoliberal public management and the challenge for Aboriginal community organisations

Cited by 7 publications

References 8 publications

“Moving from transactional government to enablement” in Indigenous service delivery: The era of New Public Management, service innovation and urban Aboriginal community development

“Moving from transactional government to enablement” in Indigenous service delivery: The era of New Public Management, service innovation and urban Aboriginal community development

Desiring Bureaucracy

Organisational fragility among urban FNOs in the era of New Public Management

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