This collection of 'critical reflections' on Australian public policy offers a valuable contribution to public discussion of important political and policy issues facing our nation and society. These essays are important not only because of the reputation and position of the various contributors, but because they are incredibly 'content rich' and brimming with new ideas
This collection of papers is concerned with issues of policy development, practice, implementation and performance. It represents a range of views about diverse subjects by individuals who are, for the most part, in the public eye and who have the capacity to influence the shape and the reality of public policy. Each has a story to tell, with insights that can only be drawn by those working at the 'sharp end' of policy.
1. Introduction -- Improving Implementation: the Challenge Ahead -- 2. Driving Change to Bring About Better Implementation and Delivery -- 3. Managing Major Programs and Projects: A View from the Boardroom -- 4. How Boards and Senior Managers Have Governed -- 5. Overcoming the 'White Elephant' Syndrome in Big and Iconic Projects in the Public and Private Sectors -- 6. Organisational Alignment: How Project Management Helps -- 7. 'Crazy Thought or Crazy Thinking': Reform in the Real World -- 8. The Australian Taxation Office Exchange Program: Project and Change Management Directions and Learnings, A Case Study -- 9. Applying Three Frames to the Delivery of Public Value -- 10. Building Capacity for Policy Implementation -- 11. Program Management and Organsiational Change: New Directions for Implementation -- 12. What is a Project Management Culture and How de we Develop it and Keep it Alive -- 13. Project Management and the Australian Bureau of Statistics: Doing What Works -- 14. Intervention Logic/Program Logic: Toward Good Practice -- 15. Implementing Gateway in the Australian Government -- 16. Governments Can Deliver: Better Practice in Project and Program Delivery -- 17. The Gateway Review Process in Victoria -- 18. The Australian Government Cabinet Implementation Unit -- 19. Organising for Policy Implementation: The Emergence and Role of Implementation Units in Policy Design and Oversight.
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For the second time in the last three federal elections Australia had to wait many agonising days before the outcome became somewhat apparent; indeed, the final seat to be determined, the Queensland seat of Herbert won by Labor's candidate Cathy O'Toole by just thirty-seven votes, was not finally decided until 31 July — fully twenty-nine days after the poll. The election, which many commentators and most electors considered a predictable affair, turned on a knife's edge with the Coalition losing a swathe of seats on election night and six other seats, considered safe for the Coalition, remaining in doubt as counting went on. Indeed, immediately after the booth count many pundits predicted the Labor Party was most likely to win, returning to minority government status (see Inside Canberra, Vol. 69, 42). Nevertheless, a rueful Malcolm Turnbull announced on 9 July his government would be returned, claiming around seventy-four seats but having secured the support of three conservative Independents; Cathy McGowan, Bob Katter and Andrew Wilkie. At that stage it was not clear whether Turnbull would be in a position to form a minority or majority government — hence the disdainful headline posted by the Australian Financial Review on 10 July in the by-line above. On Wednesday 13 July, Turnbull was able to confirm that the Coalition could form a majority government with seventy-six seats with the one North Queensland seat remaining in doubt. For some weeks after the declaration of the polls it remained unclear whether the LNP would challenge the wafer-thin result in Herbert in the court of disputed returns, as some Army personnel had been on exercises in South Australia when the poll was held — but no challenge emanated