The Curse of Sisyphus: Public Sector Audit Independence in an Age of Economic Rationalism

Consistent with the economic rationalist philosophy which now pervades the decisions and policies of all Australian governments, the persuasive aura of competitive markets has been used to justify the provision by the private sector of an increasing range of public services. Governments who have been consistently antagonised by the findings of the auditor-general are now attempting to use the arguments for competition in the public sector to diminish the stature and role of the auditor-general. In place of audit models which are based upon an auditor who is able to conduct audits on behalf of parliament, the auditor-general is to be increasingly isolated from the means to audit. This represents the onset of a radical interpretation of public sector audit which will usher in the last days of an independent public sector audit function.     

The Role of Employment Equity Units in the Public Sector and in Universities

The location of equity units remains a matter of contention in some agencies. Are equity goals best served by a central placement, or is mainstreaming a more efficient method? This article argues that issues such as active intervention, culture and management commitment are important prerequisites to questions of organisational design.     

第三部门与公共物品供给：方式选择及政府作用

福利经济学主流观点认为公共物品只能由政府供给。事实上,在众多市场经济国家,第三部门在公共物品的供给中发挥着重要作用。由于政府、市场、第三部门各有优势和劣势,西方国家第三部门在提供公共物品的实践中形成了取长补短、相互合作的方式。政府在其中起着掌舵和催化剂的作用。目前,中国第三部门在提供公共物品的过程中更多地体现出政府的依附性,这是由转型期社会特点和政府管理体制决定的。政府的任务应当是加快自身职能转变和提供有利的制度环境,切实发挥第三部门在供给公共物品中的作用,将对加入WTO后中加政府的治道变革产生积极影响。     

The Future of Public Sector Pensions

The dramatic rise in life expectancy and longer retirement has created serious concerns about the long‐term affordability of public sector pensions. Drawing on insights from a recent inquiry into public sector pension reform, commissioned by the Conservative–Liberal Democrat Coalition and led by the author, this article outlines the challenge faced by policy makers and sets out how it should be addressed. It argues that, with 12 million people active in this part of the pensions system, and estimates that the gap between contributions and payments will grow from £3bn to £10bn in the next decade, the government has no choice but to enter the ‘lions’ den’ of pensions’ policy. It contends that any long‐term solution is to be crafted cannot be based solely on economics, but must also answer fundamental questions of ethics and equity.     

Benefiting from Public Sector Innovation: The Moderating Role of Customer and Learning Orientation

This article examines whether the payoff from engaging in innovation‐generating activities is contingent on an organization's level of customer and learning orientation. The authors suggest that innovative activity is associated with higher public service quality when the level of customer and learning orientation within the focal organization is high. They test this hypothesis by drawing on a novel panel data set covering all public nonspecialist hospital organizations in England. Using dynamic panel data estimation techniques, the authors find strong support for a direct relationship between innovative activity and public service quality and for a moderating role of both customer and learning orientation. These findings call for a contingency perspective on public sector innovation and highlight some of the boundary conditions that need to be in place if public service organizations are to benefit fully from their innovative activities.     

The Use of Contracting in the Public Sector

Around the world and especially in English-speaking countries there has been a wave of contract-based public sector management following on the heels of a wave of corporatisation and privatisation.     

Public Sector Reform

Reform is never far from the centre of public administration practice and scholarship. In this article Doug McTaggart, the chairman of the Queensland Public Service Commission, and Janine O'Flynn, from the University of Melbourne, explore the challenges of reform and the state of play. McTaggart, who was a commissioner on the Queensland Commission of Audit, sets out the case that business as usual will no longer suffice given the range of challenges faced by governments. He sets out to explain how we ended up in our current state and what needs to happen to repair it, drawing on deep experience in the practice of reform. O'Flynn positions reform as one of the central questions in public administration and management and makes the case for rethinking reform conceptually to drive change in practice. In doing so she points to our weaknesses in determining whether reform fails or succeeds and makes the case that, until we rethink reform, business as usual might be all we end up with. McTaggart and O'Flynn bring together the expertise of practice and academia to bring new insights in this persistent challenge of public administration, and raise a series of questions for debate.     

The Whole-of-Government Approach to Public Sector Reform

In this article, the authors discuss "whole-of-government" initiatives as a reaction to the negative effects of New Public Management reforms such as structural devolution, "single-purpose organizations," and performance management but also as a reaction to a more insecure world. The authors examine what is meant by a "whole-of-government" approach and explore how this concept might be interpreted in analytical terms. The structural approach is contrasted with a cultural perspective and a myth-based perspective. Finally, results, experiences, and lessons from the whole-of-government movement are discussed.     

The Australian Public Sector and New Governance

The AJPA resumed publishing the Administrative Chronicle in 1996. Each year the editors invite a distinguished writer to contribute an administrative essay reviewing developments in the previous year. They are asked to examine trends and topics of major importance rather than simply providing a chronology of events. In inviting contributors the editors have attempted to incorporate different views across Australia. Previous chronicles have included J Stewart (55)1; S Prasser (56)1 and J Homeshaw (57)3.     

The Changing Face of Public Sector Employment

While it is easy, and almost a national sport, to criticise the traditional model of public sector employment as being too generous, there is a rationale for its distinctiveness. The career service model that endured for most of the last century was aligned to the bureaucratic form of public administration of that time. As public administration was 'transformed' into public sector management through the importing of private sector techniques, so too has public sector employment been varied in pursuit of greater efficiency, flexibility and responsiveness.     

Innovation in the Public Sector

Why does the public sector innovate, how should the public sector innovate, and, even more basically, should the public sector innovate? These are some of the questions that these contributions explore and to which they provide some salutary answers. Martin Stewart‐Weeks, an independent consultant working at the intersection of government, innovation, and technology, draws some lessons from his direct experience and advisory work about how the public sector catches the innovation ‘bug’ and turns it into in‐ spired action. From infection to inspiration to implementation, the public sector needs to lower its defences and put itself ‘in harm's way’ to engage with innovators and new ideas. Tim Kastelle, one of Australia's leading innovation scholars and practitioners, sets out some practical ways that the public sector can extend and entrench its innovation practice. These include managing innovation as a process, shifting the risk equation, and experimenting.     

Performance Management in the Public Sector

There has been a great deal of work undertaken on employee performance management with the Australian Public Service (APS) over the last 4 years. The objective has been to focus upon achieving high performance rather than merely preventing poor performance. This refocus was adopted to reflect the increasing complexity of the work, a rise in the need for knowledge work, and escalations in the speed and frequency of change; all this within a context requiring a reduction in costs while still meeting the growing expectations of the public and government. This pair of papers reflects on where employee performance management has got to as a result of the work. Dr. Damian West from the Australian Public Service Commission identifies the continuing importance of effective employee performance management to the APS and public sectors more widely. He highlights the progress that has been made so far, demonstrating the importance of implementation of the process. He suggests that, now that a framework for assessing the potential for employee performance management processes has been established, accountability of the system implementation and adoption will become paramount. Professor Deborah Blackman, whilst echoing the real progress that has been made, suggests that for real improvement in performance management outcomes there needs to be a fundamental shift in thinking; not in terms of the processes or of ensuring compliance, but rather that organizations undertaking performance management need to be much clear as to the strategic direction such a process is going to support. She suggests that there has been too much emphasis on having a system and not enough on determining what such a system is for. When the papers are combined, it can be seen that much progress has been made in terms of the reorientation towards high performance and how to support organizations to work towards this. The next step, for there to be real outcome improvements, is for organizations to be more overt in determining what high performance will look like in their context, then clarifying that to all those involved in developing performance management so that accountabilities at all levels can be agreed, supported, and effective.     

Controlling Corruption in the Public Sector

Much of the literature on political corruption is based on indices such as the ones presented by Transparency International, but the reliability and validity of these indices are questionable. The main alternative approach – qualitative case studies – often lacks a theoretical framework allowing for systematic empirical analysis. To remedy this shortcoming, this article places qualitative case studies into the framework of principal-agent theory. The cases comprise two Swedish county councils (regional governments), both of which reorganised their administrations in similar ways in the 1990s. One experienced corruption scandals, but the other did not. In comparing them, the article links the propensity for corruption to institutional design – in particular, the mechanisms of delegation and control.     

Japan: The Prospects for Public Sector Change

There have been some public sector changes in Japan, especially since 1981. The changes have contributed to the country's outstanding economic development. Recent events, however, question whether these changes have been sufficient and whether the sector is meeting the needs of Japanese society today.
Many of Japan's political, economic and social certainties disappeared in the 1990s including automatic economic growth and the 38 year reign of the conservative Liberal Democratic Party government. These developments and events such as the Kobe earthquake, the HIV blood contamination scandal and the collapse of financial institutions suggest that a more fundamental reform of the public sector is still required.     

Human Rights in the Public Sector

This article examines how universal human rights have been given practical effect in the UK through the Human Rights Act. It focusses on the role of human rights in public services and using the duty placed on public officials as a lever to bring about positive change.     

The Queensland Public Sector: Recent Developments in Employment Relations

With the incumbent Labor government embracing a recentralisation of industrial relations, public sector agencies in Queensland are experiencing a dramatic shift in the framework of employment relations. This paper discusses the approach of the previous Coalition government to managing the public sector workforce and the emerging approach of the Labor government. The comparison of contrasting governmental approaches to public sector employment relations throughout the 1990s suggests that successive governments have balanced very differently the three main pressures they have faced: political, managerialist and industrial relations.