Departmental audit committees and governance: Making management and accountability the priority from the top down

Abstract: One of the key policies arising from the Federal Accountability Act 2006 was the requirement for deputy heads to establish “department and agency audit committees.” These committees comprise retired public servants, academics and leaders from the private sector. This policy requires deputy heads to take advice from “outside” advisers for the management of their departments or agencies. This is unprecedented. The author examines the reform antecedents of this policy, key implementation considerations, and what this is likely to mean for management in the federal public service.     

Managing incidental findings in human subjects research: analysis and recommendations.

No consensus yet exists on how to handle incidental findings (IFs) in human subjects research. Yet empirical studies document IFs in a wide range of research studies, where IFs are findings beyond the aims of the study that are of potential health or reproductive importance to the individual research participant. This paper reports recommendations of a two-year project group funded by NIH to study how to manage IFs in genetic and genomic research, as well as imaging research. We conclude that researchers have an obligation to address the possibility of discovering IFs in their protocol and communications with the IRB, and in their consent forms and communications with research participants. Researchers should establish a pathway for handling IFs and communicate that to the IRB and research participants. We recommend a pathway and categorize IFs into those that must be disclosed to research participants, those that may be disclosed, and those that should not be disclosed.     

A Reconsideration of the Political Significance of Shared Responsibility Agreements

The 1996–2007 Howard Coalition government introduced Shared Responsibility Agreements in 2005 to allocate discretionary funding to indigenous communities in a “mutually responsible” way. The policy was widely criticized as an ineffective and ideologically driven “showpiece”. Its significant governance‐building dimensions went without comment. Through the deployment of the conceptual tools of contract and governance, SRAs established new and depoliticised relationships between government and indigenous peoples, replacing the centralized political structure of the Aboriginal and Torres Strait Islander Commission. The future of the policy under the Rudd Government is uncertain, but understanding the impacts and implications of SRAs remains important.