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The public policy process in Australia is changing towards a more interactive, collaborative model, where governments seek to develop partnerships with civil society and private sector organisations to manage complex policy challenges. This article discusses research conducted into a project implemented by a Victorian government department that sought to involve stakeholders in addressing natural resource management issues in the agricultural sector. The research revealed that public administration practices associated with the new public management approach impeded the ability of the project to facilitate participation by diverse stakeholders in the decision-making process. The article challenges the view that the discourse of collaboration and community engagement takes public administration down a constructivist path and suggests that agencies need to become reflexive about the way in which public administration practices are constitutive of the community engagement process if they are to facilitate genuine participation of other stakeholders.

Silo organization and professional tensions have undermined attempts to share knowledge across the public sector. The failure to share knowledge and information has been the cause of serious public sector service failures. While reorganization, partnerships, performance management and strong regulation each play an important role in public service improvement, none on its own will bring about sufficiently enhanced knowledge management practices. High-quality public sector leadership, which demands and rewards a culture of knowledge sharing within the organization and with other public sector bodies, is the key to good knowledge management. This, in turn, is necessary to achieve the scale of public service improvement demanded by the government.

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