Toward a ‘shared administration’ approach: Do local governments walk the talk?

This article highlights important issues for practitioners in Italy’s transition toward a ‘shared administration’ approach under the ‘Third Sector Code’. Drawing on the analysis of 26 ‘calls for interest’ for third sector organizations to co-design welfare services—funded through the Italy’s National Recovery and Resilience Plan—it reveals how many civil servants blend traditional purchaser–provider practices with new collaborative principles, reflecting a clash of institutional logics. These insights have important implications for public decision-makers, policy advisors and public officials who are implementing shared administration. Navigating institutional complexity can foster innovation and adaptability in public administration, yet a cultural shift is required toward more flexible, responsive governance structures. Emphasising capacity-building initiatives, cross-sector training and leadership development, the article offers practical measures to prevent tokenistic adoption of collaborative tools. Taken together, these findings equip decision-makers with strategies to move beyond hybridized practice, ultimately realizing the transformative potential of shared administration.