Working with non-government organisations : a sustainable development perspective
By: HEAD, Brian; RYAN, Neal
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ArticlePublisher: Hong Kong : University of Hong Kong, June 2003Subject(s): Queensland (Australia)The Asian Journal of Public Administration 25, 1, p. 31-56Abstract: Governments have been developing and applying various approaches to ecological sustainable development (ESD) and sustaninability over the last twenty years. The broad trend, partly displacing the traditional focus on regulatory standards and consultation, is that governments have increasingly adopted collaborative approaches, in concert with diverse and conflicting non-government organisational (NGO) stakeholders, to address the "big issues". Tensions and conflicts are not avoided, but are contained as far as possible within broad longterm frameworks supported by inclusive processes and good science. In Australia, management of these major sustainability issues is made more complex through the interplay between three levels of government and NGO relationship by developing the concept of collaborative partnership as participatory co-governance. Two case studies of natural resource management in the state of Queensland (Australia) are used to examine the means by wich government-NGO relatinship might move from consultation to significant collaborative participation.
Governments have been developing and applying various approaches to ecological sustainable development (ESD) and sustaninability over the last twenty years. The broad trend, partly displacing the traditional focus on regulatory standards and consultation, is that governments have increasingly adopted collaborative approaches, in concert with diverse and conflicting non-government organisational (NGO) stakeholders, to address the "big issues". Tensions and conflicts are not avoided, but are contained as far as possible within broad longterm frameworks supported by inclusive processes and good science. In Australia, management of these major sustainability issues is made more complex through the interplay between three levels of government and NGO relationship by developing the concept of collaborative partnership as participatory co-governance. Two case studies of natural resource management in the state of Queensland (Australia) are used to examine the means by wich government-NGO relatinship might move from consultation to significant collaborative participation.
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