DEVELOPMENTS IN NEW SOUTH WALES PUBLIC ADMINISTRATION*

There are probably more changes taking place in public administration than at any previous time. In some sectors (like health) staff are now used to change; it has become a normal part of their everyday life. In other sectors (like road transport) it is a new experience. Some changes are the latest chapter in a long and continuing story. Clear objectives, downstream autonomy and performance monitoring have been issues for as long as most public servants can remember. The fresh ingredients added by New South Wales Incorporated are the management incentives that make a direct appeal to the self-interest of senior executives, and the ideology of competitive neutrality that mimics the price signals which motivate private enterprise. The intended results are less political patronage, smaller government, more accountability, better morale and higher productivity. Stated in these terms they are unlikely to cause controversy; the current political consensus is that they would constitute worthy goals for any government. However important differences of opinion will probably emerge over the order of priority for these goals. For example, how much should higher productivity be sought if it threatens accountability or morale? There is also likely to be debate between those who want everything in place immediately, even if it means industrial strife, and those who prefer a softly-softly approach.     

PUBLIC POLICY AND INTERGOVERNMENTAL RELATIONS: TEACHER EDUCATION, 1960–1972*

Abstract: This is a case study of some aspects of teacher education policy formation in Australia. Between 1960 and 1972 the States sought to obtain from the national government specific purpose grant-aid for the training of their teachers, in addition to that already provided indirectly by grants to the States for their universities. The national government gave way, step-by-step, to this pressure, but “imposed” the broad condition of corporate “autonomy” for grant-aided tertiary educational institutions, instead of State departmental “control” of teacher training. The paper also considers what perspectives are suggested by this case study for the development of theories of public policy in the Australian federal system of government.     

FASHIONS AND FANTASIES IN PUBLIC ADMINISTRATION*

The title of this address results in part from discontent with much of the literature of Public Administration and Public Policy. It is mild discontent, and I do not want unduly to depreciate our writings. But I stop reading many books and articles disappointed, at finding old or obvious ideas restated in new words; at seeing a useful idea refined by scholasticism into complex and empirically untestable propositions; feeling that I am being "got at"; worst of all, with a sense that the work casts only a fitful or elusive light on the important problems it claims to deal with. Schuyler Wallace said years ago when I was starting my academic career that administrative study had been mainly built on the basis of half-truths and fictions,¹ and I believe this is still true. If I had remembered this phrase earlier, I might have called the paper "Half-Truths and Fictions in Public Administration". If it reflects some real discontents, it is also intended to be a bit jokey. Should the jokes fall flat or degenerate into vulgar abuse, blame the author.