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Relations between Australia and Japan have undergone both testing and celebrated times since 1952, when Australia's ambassadorial representation in Tokyo commenced. Over the years, interactions have deepened beyond mutual trade objectives to encompass economic, defence and strategic interests within the Indo-Pacific region and beyond. This 'special relationship’ has been characterised by the high volume of people moving between Australia and Japan for education, tourism, business, science and research. Cultural ties, from artists-in-residence to sister-city agreements, have flourished. Australia has supported Japan in times of need, including the aftermath of the 2011 Tohoku earthquake. This book shows how the Australian embassy in Tokyo, through its programs and people, has been central to these developments. The embassy’s buildings, its gardens and grounds, and, above all, its occupants—from senior Australian diplomats to locally engaged staff—are the focus of this multidimensional study by former diplomats and expert observers of Australia’s engagement with Japan. Drawing on oral histories, memoirs, and archives, this volume sheds new light on the complexity of Australia’s diplomatic work in Japan, and the role of the embassy in driving high-level negotiations as well as fostering soft‑power influences. ‘With a similar vision for the Indo-Pacific region and a like-minded approach to the challenges facing us, Australia and Japan have become more intimate and more strategic as partners. I am very pleased to see this slice of Australian diplomatic history so well accounted for in this book.’ — Jan Adams AO PSM, Secretary, Australian Department of Foreign Affairs and Trade; Australia’s Ambassador to Japan, November 2020–June 2022

Governments of both right and left have been introducing market logics and instruments into Australian social services in recent decades. Their stated goals include reducing costs, increasing service diversity and, in some sectors, empowering consumers. This collection presents a set of original case studies of marketisation in social services as diverse as family day care, refugee settlement, employment services in remote communities, disability support, residential aged care, housing and retirement incomes. Contributors examine how governments have designed these markets, how they work, and their outcomes, with a focus on how risks and benefits are distributed between governments, providers and service users. Their analyses show that inefficiency, low‑quality services and inequitable access are typical problems. Avoiding simplistic explanations that attribute these problems to either a few 'bad apple' service providers or an amorphous neoliberalism that is the sum of all negative developments in recent years, the collection demonstrates the diversity of market models and examines how specific market designs make social service provision susceptible to particular problems. The evidence presented in this collection suggests that Australian governments’ market-making policies have produced fragile and fragmented service systems, in which the risks of rent-seeking, resource leakage and regulatory capture are high. Yet the design of social service markets and their implementation are largely under political control. Consequently, if governments choose to work with market instruments, they need to do so differently, working with principles and practices that drive up both quality and equality.

This festschrift celebrates the extensive contribution John Wanna has made to the research and practice of politics, policy and public administration. It includes both personal acknowledgements of his work and substantial essays on the issues that he focused most closely upon during his academic career: budgeting and financial management, politics, and public policy and administration. The essays address contemporary developments in public sector financial management in Australia and overseas, changing political processes in Queensland and the Commonwealth, and public governance and administration reform trajectories in Australia and internationally, including in China. A common theme is the importance of linking research to practice, reflecting John Wanna's own style and contribution. Essays include exploration of the interface between academia and practice, including from the perspective of practitioners. The authors of the essays in this volume include eminent Australian and international scholars of public administration, experienced public service practitioners and younger scholars influenced by John Wanna.

Creative Frictions explores the relationship between visionary aspects of practice and policy. Despite over 30 years of arts and cultural policy attention, there remains a widespread view among the general public and artists alike that creative production does not reflect Australia's culturally diverse population. Australia’s increasingly complex society can no longer be confined to 'essentialised’ or traditional definitions of ethnic communities. While this diversity and its emerging complexity can be ‘celebrated’ as a source of creativity and innovation, it can also give rise to social, political and creative challenges. A key challenge that remains for the arts sector is its ability to support the creative expression of cultural difference. One measure of inclusive creative production is to look at the participation of artists of non–English speaking backgrounds (NESBs)—a problematic term discussed in the book. There are half as many NESB artists compared to those of other professions participating in the workforce, and while under-representation is an issue for management in the arts sector, the question of representation also benefits from being understood more broadly beyond the narrow sense of multiculturalism as a tool to manage cultural difference. This book explores the crucial role of creative leaders and how they work with the ‘mainstream’ while maintaining their creative integrity and independence to generate a ‘virtuous’ circle of change. Creative Frictions argues that it is the NESB artists who lead change in the arts sector and that creative and organisational leadership working in partnership make creative use of ‘friction’ and develop the necessary ‘trust’ to generate the ‘traction’ for a supportive multicultural arts milieu.

When it comes to policymaking, public servants have traditionally learned 'on the job', with practical experience and tacit knowledge valued over theory-based learning and academic analysis. Yet increasing numbers of public servants are undertaking policy training through postgraduate qualifications and/or through short courses in policy training. Learning Policy, Doing Policy explores how policy theory is understood by practitioners and how it influences their practice. The book brings together insights from research, teaching and practice on an issue that has so far been understudied. Contributors include Australian and international policy scholars, and current and former practitioners from government agencies. The first part of the book focuses on theorising, teaching and learning about the policymaking process; the second part outlines how current and former practitioners have employed policy process theory in the form of models or frameworks to guide and analyse policymaking in practice; and the final part examines how policy theory insights can assist policy practitioners. In exploring how policy process theory is developed, taught and taken into policymaking practice, Learning Policy, Doing Policy draws on the expertise of academics and practitioners, and also ‘pracademics’ who often serve as a bridge between the academy and government. It draws on a range of both conceptual and applied examples. Its themes are highly relevant for both individuals and institutions, and reflect trends towards a stronger professional ethos in the Australian Public Service. This book is a timely resource for policy scholars, teaching academics, students and policy practitioners.

Standing on the broken ground of resource extraction settings, the state is sometimes like a chimera: its appearance and intentions are misleading and, for some actors, it is unknowable and incomprehensible. It may be easily mistaken for someone or something else, like a mining company, for example. With rich ethnographic material, this volume tackles critical questions about the nature of contemporary states, studied from the perspective of resource extraction projects in Papua New Guinea, Australia and beyond. It brings together a sustained focus on the unstable and often dialectical relationship between the presence and the absence of the state in the context of resource extraction. Across the chapters, contributors discuss cases of proposed mining ventures, existing large-scale mining operations and the extraction of natural gas. Together, they illustrate how the concept of absent presence can be brought to life and how it can enhance our understanding of the state as well as relations and processes forming in extractive contexts, thus providing a novel contribution to the anthropology of the state and the anthropology of extraction.

Collaboration is often seen as a palliative for the many wicked problems challenging our communities. These problems affect some of the most vulnerable and unempowered people in our community. They also carry significant implications for policy processes, programs of service and, ultimately, the budgets and resourcing of national and sub-national governments. The road to collaboration is paved with good intentions. But, as John Butcher and David Gilchrist reveal, 'good intentions' are not enough to ensure well-designed, effective and sustainable collaborative action. Contemporary policy-makers and policy practitioners agree that ‘wicked’ problems in public policy require collaborative approaches, especially when those problems straddle sectoral, institutional, organisational and jurisdictional boundaries. The authors set out to uncover the core ingredients of good collaboration practice by talking directly to the very people that are engaged in collaborative action. This book applies the insights drawn from conversations with those engaged in collaborations for social purpose—including chief executives, senior managers and frontline workers—to the collaboration challenge. Backed up by an extensive review of the collaboration literature, Butcher and Gilchrist translate their observations into concrete guidance for collaborative practice. The unique value in this book is the authors’ combination of scholarly work with practical suggestions for current and prospective collaborators.

"Amidst growing dissatisfaction with the state of government performance and an erosion of trust in our political class, Competing for Influence asks: what sort of public service do we want in Australia? Drawing on his experience in both the public and private sectors – and citing academic research across the fields of public sector management, industrial organisation, and corporate strategy – Barry Ferguson argues the case for the careful selection and application of private sector management concepts to the public service, both for their ability to strengthen the public service and inform public policy. These include competitive advantage, competitive positioning, horizontal strategy and organisational design, and innovation as an all-encompassing organisational adjustment mechanism to a changeable environment. But these are not presented as a silver bullet, and Ferguson addresses other approaches to reform, including the need to rebuild the Public Sector Act, the need to reconsider the interface between political and administrative arms of government (and determine what is in the ‘public interest’), and the need for greater independence for the public service within a clarified role. This approach, and its implications for public sector reform, is contrasted with the straitjacket of path dependency that presently constricts the field."

In the history and folklore of Australia’s Commonwealth Public Service, the idea of the ‘Seven Dwarfs’ has been remarkably persistent. Originally a witty epithet applied to a powerful group of senior public servants, the term has come to represent the professionalisation of Australian government administration during the Second World War and post-war reconstruction era, and into the following two decades of expansion. This was a period when, for the first time, talented university graduates entered the public service, rose to senior levels, and exerted great influence over the affairs of the Commonwealth. With the secure tenure of being permanent heads of departments, they defined the age of the public service mandarin. This book explores the lives and influence of the Seven Dwarfs and their colleagues, bringing together the leading researchers on post-war Australian administration. Featuring four thematic chapters and ten biographical portraits, it offers a fascinating insight into the workings of the Commonwealth Public Service during a critical period in its history.

Predictable and unpredictable challenges continually confront the policy settings and policy frameworks of governments. They provide a constantly changing dynamic within which policy-making operates. Governments at all levels are asking their public services to identify innovative and workable reforms to anticipate and address these challenges. Public service leaders around the world are struggling not only to better anticipate emerging demands but also to address reform backlogs. However, time and time again, major policy reforms can prove tough to implement – especially in turbulent environments – and even tougher to anchor over time. This leads to considerable uncertainty and inefficiency as governments and policy communities try to keep pace with change. Policies that unravel or are dismantled are costly and represent wasted opportunities. They lead to cynicism about the effectiveness of governments and public service advice more generally, making it more difficult to deal with other emerging challenges. This volume of proactive essays on delivering policy reform offers an intriguing blend of strategic policy advice and management insight. It brings together a diverse range of highquality contributors from overseas as well as from Australia and New Zealand – including national political leaders, public service executives, heads of independent agencies, and leading international scholars.

This guide sets out results from four years of research into how public sector organisations can better fulfil their missions, maintain their integrity and value their employees by adopting a current best-practice approach to the management of whistleblowing. This guide focuses on: the processes needed for public employees and employees of public contractors to be able to report concerns about wrongdoing in public agencies and programs; and managerial responsibilities for the support, protection and management of those who make disclosures about wrongdoing, as part of an integrated management approach. The guide is designed to assist with the special systems needed for managing ‘public interest’ whistleblowing-where the suspected or alleged wrongdoing affects more than the personal or private interests of the person making the disclosure. As the guide explains, however, an integrated approach requires having good systems for managing all types of reported wrongdoing-including personal, employment and workplace grievances-not least because these might often be interrelated with ‘public interest’ matters.

This book addresses the transformations which have occurred in employment arrangements and practices in the Australian public sector over the past decade and the changes in responsibilities and accountability through employment contracts, whistleblower legislation and partnerships between government and the private sector. It provides a comparative context through studies of reconstruction of the public service in the United Kingdom and New Zealand. Themes of contractualisation, privatisation and outsourcing are explored and critically examined, as well as influences of the industrial relations legislative framework including the Work Choices legislation.

This volume introduces readers to regulatory theory. Aimed at practitioners, postgraduate students and those interested in regulation as a cross-cutting theme in the social sciences, Regulatory Theory includes chapters on the social-psychological foundations of regulation as well as theories of regulation such as responsive regulation, smart regulation and nodal governance. It explores the key themes of compliance, legal pluralism, meta-regulation, the rule of law, risk, accountability, globalisation and regulatory capitalism. The environment, crime, health, human rights, investment, migration and tax are among the fields of regulation considered in this ground-breaking book. Each chapter introduces the reader to key concepts and ideas and contains suggestions for further reading. The contributors, who either are or have been connected to the Regulatory Institutions Network (RegNet) at The Australian National University, include John Braithwaite, Valerie Braithwaite, Peter Grabosky, Neil Gunningham, Fiona Haines, Terry Halliday, David Levi-Faur, Christine Parker, Colin Scott and Clifford Shearing.

Sharpening the Sword of State explores the various ways in which 10 jurisdictions in the Asia-Pacific enhance their administrative capabilities through training and executive development. It traces how modern governments across this region look to develop their public services and public sector organisations in the face of rapid global change. For many governments there is a delicate balance between the public interest in promoting change and capacity enhancement across the public service, and the temptation to micro-manage agencies and be complacent about challenging the status quo. There is a recognition in the countries studied that training and executive development is a crucial investment in human capital but is also couched in a much wider context of public service recruitment, patterns of entry and retention, promotion, executive appointment and career development. This empirical volume, authored by academics and practitioners, is one of the first to chart these comparative differences and provide fresh perspectives to enable learning from international experiences

‘How can you make decisions about Aboriginal people when you can’t even talk to the people you’ve got here that are blackfellas?’ So ‘Sarah’, a senior Aboriginal public servant, imagines a conversation with the Northern Territory Public Service. Her question suggests tensions for Aboriginal and Torres Strait Islanders who have accepted the long-standing invitation to join the ranks of the public service. Reluctant Representatives gives us a rare glimpse into the working world of the individuals behind the Indigenous public sector employment statistics. This empathetic exposé of the challenges of representative bureaucracy draws on interviews with Aboriginal and Torres Strait Islander Australians who have tried making it work. Through Ganter’s engaging narration, we learn that the mere presence of Aboriginal and Torres Strait Islanders in the public service is not enough. If bureaucracies are to represent the communities they serve, Aboriginal and Torres Strait Islander public servants need to be heard and need to know their people are heard.

Public service cutbacks have increased reliance on consultants. But new legislation and rules governing the procurement of services from consultants are scattered over different legislative instruments. The first edition of this book attracted a record number of online hits. Busy public sector managers now have available to them an updated version that integrates an easy-to-follow, step-by-step guide that incorporates the many practical tips needed for successful procurement activity.

The engagement of Indigenous Australians in economic activity is a matter of long-standing public concern and debate. Jon Altman has been intellectually engaged with Indigenous economic activity for almost 40 years, most prominently through his elaboration of the concept of the hybrid economy, and most recently through his sustained and trenchant critique of policy. He has inspired others also to engage with these important issues, both through his writing and through his position as the foundation Director of The Australian National University’s Centre for Aboriginal Economic Policy research from 1990 to 2010. The year 2014 saw both Jon’s 60th birthday and his retirement from CAEPR. This collection of essays marks those events. Contributors include long‑standing colleagues from the disciplines of economics, anthropology and political science, and younger scholars who have been inspired by Jon’s approach in developing their own research projects. All point to the complexity as well as the importance of engaging with Indigenous economic activity — conceptually, empirically and as a strategic concern for public policy.

Contemporary public managers find themselves under pressure on many fronts. Coming off a sustained period of growth in their funding and some complacency about their performance, they now face an environment of ferocious competitiveness abroad and austerity at home. Public managers across Australia and New Zealand are finding themselves wrestling with expenditure reduction, a smaller public sector overall, sustained demands for productivity improvement, and the imperative to think differently about the optimal distribution of responsibilities between states, markets and citizens. Given ever-shrinking resources, in terms of staffing, budgets and time, how can public managers and public services become more productive, more outcome-driven and more agile? How can we achieve better alignment between ever-growing citizen expectations and the realities of constrained service provision? What can we learn from the best combination of innovation and austerity already being delivered in other countries and sectors, including harnessing the grounded wisdom of frontline service delivery practitioners? This book focuses on practical ways public managers at home and abroad are dealing with these shared dilemmas. It brings together renowned scholars in the fields of public sector productivity, performance management, ‘frugal innovation’ and budget stringency, with leading international and Australasian practitioners sharing their successes and challenges.

This book explores the ways in which governments are putting citizens first in their policy-making endeavours. Making citizens the focus of policy interventions and involving them in the delivery and design is for many governments a normative ideal; it is a worthy objective and sounds easy to achieve. But the reality is that putting citizens at the centre of policy-making is hard and confronting. Are governments really serious in their ambitions to put citizens first? Are they prepared for the challenges and demands such an approach will demand? Are they prepared to commit the time and resources to ensure genuine engagement takes place and that citizens’ interests are considered foremost? And, more importantly, are governments prepared for the trade-offs, risks and loss of control such citizen-centric approaches will inevitably involve? The book is divided into five parts: - setting the scene: The evolving landscape for citizen engagement - drivers for change: Innovations in citizen-centric governance - case studies in land management and Indigenous empowerment - case studies in fostering community engagement and connectedness - case studies engaging with information technology and new media. While some chapters question how far governments can go in engaging with citizens, many point to successful examples of actual engagement that enhanced policy experiences and improved service delivery. The various authors make clear that citizen engagement is not restricted to the domain of service delivery, but if taken seriously affects the ways governments conduct their activities across all agencies. The implications are enormous, but the benefits to public policy may be enormous too.

This book examines the roles, responsibilities and accountabilities of Australian cabinet ministers. It examines the sorts of jobs ministers do, what is expected of them, what they expect of the job and how they (are supposed to) work together as a team. It considers aspects of how they are chosen to become ministers; how they are scrutinised by parliament and the media; and how ministers themselves view accountability. It also looks at the causes of calls for ministers to resign, examines scandals around ministers and assesses ministerial accountability.

Australia lacks a scholarly book that covers recent developments in public sector governance in Australia and blends cross-disciplinary perspectives from law, management, public administration and public policy. The primary reason for writing this book is to fill the gap in the treatment of this subject, and to provide insights from empirical evidence and current practice. The book provides the first comprehensive theoretical and empirical work on governance in the Commonwealth public sector. It addresses the issues that emerged under the Howard government as well as their handling under the Rudd and Gillard governments. The book aims to enhance understanding of and communication about public governance across government, industry and the community. The authors bring to this book expertise gained from political science, public administration and policy, public and private sector law.

In this evidence-based and closely argued work, Kathy MacDermott plots the changes in the culture of the Australian Public Service that have led many contemporary commentators to lament the purported loss of traditional public service values of impartiality, intellectual rigour and — most importantly — the willingness of public servants at all levels to offer frank and fearless advice to their superiors and their ministers. MacDermott brings to her analysis an insider’s sensibility and a thorough forensic analysis of the impact of some 20 years of relentless administrative ‘reform’ on the values and behaviour of the APS. Although this story has its beginnings in the Hawke-Keating eras, MacDermott convincingly argues that structural and cultural change compromising the integrity of the public service reached its apogee towards the end of the eleven years of the Howard government. This is a ‘must read’ for students of Australian political and administrative history. MacDermott offers cautionary observations that the new national government might do well to heed.