Search titles
Displaying results 21 to 25 of 25.
Dilemmas in Public Management in Greater China and Australia »
Rising Tensions but Common Challenges
Publication date: July 2023
This book draws on more than a decade of workshops organised by the Greater China Australia Dialogue on Public Administration, involving scholars and practitioners from Mainland China, Hong Kong, Taiwan and Australia. Although these workshops recognised the major differences in the institutional frameworks of these jurisdictions, until recently they focused largely on the shared challenges and the diffusion of ideas and approaches.
As rising international tensions inevitably draw attention to areas where interests and philosophies diverge, it is the differences that must now be highlighted. Yet, despite the tensions, this book reveals that these jurisdictions continue to address shared challenges in public administration.
The book’s contributors focus in detail on these four areas:
intergovernmental relations, including the shifting balance between centralisation and decentralisation
budgeting and financial management, including during and after the COVID-19 pandemic
the civil service, its capability, and its relationship with government and the public
service delivery, particularly in health and aged care.
This book is aimed at a wide readership, not only at those within the jurisdictions it explores. It emphasises the importance of continued engagement in understanding different approaches to public administration—confirming fundamental philosophical differences where necessary but also looking for common ground and opportunities for shared learning.
Designing Governance Structures for Performance and Accountability »
Developments in Australia and Greater China
Publication date: July 2020
Designing Governance Structures for Performance and Accountability discusses how formal and informal governance structures in Australia, the People’s Republic of China (PRC) and Taiwan may be designed to promote performance and to ensure accountability.
The book presents a selection of papers developed from the Greater China Australia Dialogue on Public Administration’s seventh workshop held in June 2017 hosted by City University of Hong Kong.
Insights are provided on both current developments in the different contexts of the three jurisdictions examined, and on broader institutional and organisational theories. Chapters cover theories of organisational forms and functions in public administration, the ‘core’ agency structures used in the different jurisdictions, the structures used to deliver public services (including non-government organisational arrangements) and other ‘non-core’ agency structures such as government business enterprises, regulatory organisations and ‘integrity’ organisations. A particular emphasis is placed on the institutional arrangements the executive arm of government uses for advising on and implementing government policies and programs. Although the book explores arrangements and developments within very different political governance systems, the purposes of the structures are similar: to promote performance and accountability.
This book is a companion volume to Value for Money: Budget and Financial Management Reform in the People’s Republic of China, Taiwan and Australia (ANU Press, 2018).
Value for Money »
Budget and financial management reform in the People's Republic of China, Taiwan and Australia
Publication date: January 2018
The Greater China Australia Dialogue on Public Administration has held annual workshops since 2011 on public administration themes of common interest to the People’s Republic of China, Taiwan and Australia.
This book presents and discusses a selection of papers developed from the Dialogue’s fifth workshop held in late 2015 hosted by the National Taiwan University in Taipei. The theme, ‘Value for Money’, focused on budget and financial management reforms, including how different nations account for the relative performance of their public sectors.
All governments face the challenge of scarce resources requiring budgetary management processes for identifying the resources required by and available to government, and then for allocating them and ensuring their use or deployment represents value for money. Such budgetary and financial management processes need to inform decision-making routinely and protect the integrity of the way public resources are used – with some public accountability to indicate that their uses are properly authorised and reflect the policies of legitimate government leaders.
The chapters in this book explore budgeting and financial management in three very different jurisdictions: Australia, the People’s Republic of China and the Republic of China (Taiwan). These activist and at times innovative countries are keen to analyse and reflect upon each other’s policy achievements and patterns of public provision. They are keen to learn more about each other as their economic and social engagement continues to deepen. They are also conscious that fundamental differences exist in terms of economic development and global strategic positioning, and levels and philosophies of political development; to an extent these differences are representative of differences amongst countries around the globe.
Inside the Canberra Press Gallery »
Life in the Wedding Cake of Old Parliament House
Authored by: Rob Chalmers
Publication date: October 2011
Before television, radio, and later the internet came to dominate the coverage of Australian politics, the Canberra Press Gallery existed in a world far removed from today’s 24-hour news cycle, spin doctors and carefully scripted sound bites.
This historical memoir of a career reporting from The Wedding Cake of Old Parliament House offers a rare insider’s perspective on both how the gallery once operated and its place in the Australian body politic.
Using some of the biggest political developments of the past fifty years as a backdrop, Inside the Canberra Press Gallery – Life in the Wedding Cake of Old Parliament House sheds light on the inner workings of an institution critical to the health of our parliamentary democracy.
Rob Chalmers (1929-2011) entered the Federal Parliamentary Press Gallery in 1951 as a twenty-one-year-old reporter for the now-defunct Sydney Daily Mirror and would retire from political commentary 60 years later – an unprecedented career span in Australian political history. No parliamentary figure – politician, bureaucrat or journalist − can match Chalmers’ experience, from his first Question Time on 7 March 1951 until, desperately ill, he reluctantly retired from editing the iconic newsletter Inside Canberra sixty years, four months and eighteen days later.
As well as being considered a shrewd political analyst, Chalmers was a much-loved member of the gallery and a past president of the National Press Club. Rob Chalmers used to boast that he had outlasted 11 prime ministers; and a 12th, Julia Gillard described him as ‘one of the greats’ of Australian political journalism upon his passing. Rob Chalmers is survived by his wife Gloria and two children from a previous marriage, Susan and Rob jnr.
The Centrelink Experiment »
Innovation in Service Delivery
Authored by: John Halligan, Jules Wills
Publication date: December 2008
Centrelink was established in 1997 as part of the Howard government’s bold experiment in re-framing social policy and re-shaping service delivery. Centrelink was the embodiment of a key tenet of the Howard vision for public service: a specialised service delivery ‘provider’ agency separated from the policy functions of the ‘purchaser’. Carved out of a monolithic Department of Social Security, Centrelink was established along ‘business lines’ operating 320 service centres and delivering payments to 10 million Australians. Although enjoying ‘monopoly provider’ status, the organisation was required to deliver services to many different clients on behalf of its ‘purchasing departments’ (up to 25 in total) under the terms of quasi-contractual service agreements. It was meant to demonstrate a greater level of both transparency and accountability for the administration of payments amounting to over $60 billion of Commonwealth expenditure. For many years there was a real ‘buzz’ around the Centrelink experiment and staff and clients were generally enthusiastic about the transformation. However, after around eight years, the experiment was reined in and Centrelink was placed under closer ministerial direction and under a new managing department. The experiment continues, but its trajectory reflects the different pressures impacting on such dedicated ‘services delivery agencies’.
John Halligan, Professor of Government at the University of Canberra, is a foremost Australian expert on public sector governance and has published extensively on the evolution, form and behaviour of the public sectors in Australia and overseas. This volume is the culmination of an exhaustive empirical study of the origins and experience of ‘the Centrelink Experiment’. I commend this book to researchers, policy practitioners and students with an interest in policy innovation, change management and the realpolitik of public sector reform.
John Wanna, Sir John Bunting Chair of Public Administration, The Australian National University