What Really Happens: Department Secretary Appointments,Contracts and Performance Pay in the Australian Public Service

This account of the practice in the Australian Public Service (APS) for appointing department secretaries, using contracts and rewarding for performance, is based on my own experience in being appointed, reappointed and not reappointed, and in receiving and not receiving performance pay. It also draws on my experience as Public Service Commissioner in assisting with appointments and performance pay of secretaries. I also discuss weaknesses in the current system, and the drift to ‘politicisation’. I was first appointed as a department secretary at the end of 1993 after 25 years in the APS including 15 years in the Senior Executive Service (SES) in three different portfolios (Social Security, Finance and Defence). I was secretary of three different departments (Administrative Services, Housing, and Health, some of which went through changes in name and responsibilities during my tenure) before being appointed as Public Service Commissioner from the beginning of 2002. I retired from the APS in June 2005.     

The States, Federalism and Political Science: A Fifty-Year Appraisal

The role of the states within the Australian federation has evolved significantly over the past 50 years. So has the interpretation of that role by political scientists. Until the early 1970s, the states seemed to be declining into financial and policy subservience notwithstanding their continuing primary responsibility for the delivery of public services. They then experienced a political and policy renaissance, accompanied by a more balanced political-science appreciation of the virtues of federalism. Since the early 1990s, the states' trajectory has become more uncertain.     

Qualitative Differences Among Rural and Urban Intimate Violence Victimization Experiences and Consequences: A Pilot Study

Relatively little is known about rural women's intimate violence experiences in comparison to urban women's experiences, partly because of the difficulty in accessing rural women. This pilot study used a protective order sample of 23 women (15 urban and 8 rural), which provides an access point that is relatively similar for comparisons across rural and urban areas. The number of participants is low and, therefore, results are preliminary. However, several significant findings emerged. Rural women reported significantly less social support, less education, less income, more physical abuse in the preceding year, more childhood physical and sexual abuse, and worse overall health and mental health, as well as encountering abuse earlier in the relationship. Both groups reported higher rates of illegal drug and cigarette use than those among the general population. The findings highlight some overall important themes in examining rural and urban intimate violence victims by suggesting that rural and urban intimate violence victims have different victimization experiences and service needs. Implications for further research and intervention are discussed.     

An Inquiry into Balanced Scorecards within Best Value Implementation in UK Local Government

The aim is of this paper is to conduct an exploratory study into the use of Balanced Scorecards as an approach to implementing Best Value in UK local government. Furthermore, a participant-observation method is used to study the development into a Balanced Scorecard within local government.
There is a need to critically evaluate approaches to implementing Best Value so that local government can determine how to achieve the service performance levels laid down in the framework. There is a paucity of systematic studies exploring and critiquing the effectiveness of using the Balanced Scorecard in Best Value implementation. The paper describes an exploratory multiple case research study followed by longitudinal participant-observer research on Balanced Scorecard development in a Best Value context. The findings show that the Balanced Scorecard can play a key role in Best Value implementation. Moreover it is also useful in linking other improvement initiatives. However, the Balanced Scorecard process must be informed by organizational and environmental information that is both accurate and adequate. The audit functions of the Business Excellence Model go some way to providing this information.