Suchergebnisse

Part 1. The imperative to improve productivity and performance. -- 1. Delivering under pressure: public service, productivity and performance -- 2. Getting leaner, smarter and more effective: opportunities and constraints for government under austerity -- 3. Public sector productivity: puzzles, conundrums, dilemmas and their solutions -- 4. Measuring and improving government performance: learning from recent US experience -- 5. Performance management: creating high performance, not high anxiety -- 6. Reviewing performance to improve delivery: key insights from two auditors-general -- part 2. The need for governments to innovate -- 7. Innovation in the public sector: beyond the rhetoric to a genuine 'learning culture' -- 8. Unleashing change in government -- 9. Eight-and-a-half-propositions to stimulate frugal innovation in public services -- 10. Strategic advice to the public service facing austerity -- 11. Can 'nudging' change behaviour? using 'behavioural insights' to improve program redesign -- part 3. Collaboration with the private and third sectors -- 12. Frugal innovation: beyond the concepts of 'public' and 'private' -- 13. The road to genuine partnerships with the third sector: are we there yet? -- 14. Developing social benefit bonds in Australia: the NSW family and community services experience -- 15. Situating mutuals in the Australian public sector context.

Introduction: Analysing the 2013 Australian Federal Election - Carol Johnson, John Wanna and Hsu-Ann Lee, S. 1. - Part 1. Campaign Themes and Context. - 1. An Overview of the 2013 Federal Election Campaign: Ruinous politics, cynical adversarialism and contending agendas - Jennifer Rayner and John Wanna, S. 17. - 2. The Battle for Hearts and Minds - Carol Johnson, S. 35. - 3. The Leadership Contest: An end to the 'messiah complex'? - Paul Strangio and James Walter, S. 49. - Part 2. Vital Images of the Campaign-The Media, Campaign Advertising, Polls, Predictions and the Cartoons. - 4. The Empire Strikes Back: Mainstream media still matters - Wayne Errington, S. 67. - 5. New Media in the Electoral Context: The new normal - Peter John Chen, S. 81. - 6. Campaign Advertising and Communication Strategies in the Election of 2013 - Sally Young, S. 95. - 7. Making Policy and Winning Votes: Election promises and political strategies in the 2013 campaign - Nicholas Reece, S. 109. - 8. How the Pollsters Called the Horse Race: Changing polling technologies, cost pressures, and the concentration on the two-party-preferred - Murray Goot, S. 123. - 9. All That Glitters: Betting markets and the 2013 Australian federal election - Simon Jackman, S. 143. - 10. Nearly All About Kevin: The election as drawn by Australian cartoonists - Haydon Manning and Robert Phiddian, S. 161. - Part 3. Party Perspectives. - 11. The Liberal Campaign in the 2013 Federal Election - Brian Loughnane, S. 191. - 12. The Labor Party Campaign and Aftermath - George Wright, S. 203. - 13. The 2013 Federal Election: The Greens campaign - Andrew Bartlett, S. 211. - Part 4. Regional Variations in Voting Trends. - 14. The Electoral Geography of the 2013 Election: Voting patterns in the states and regions for the Lower House - Dean Jaensch with Narelle Miragliotta and Rae Wear, S. 225. - 15. Regional Place-Based Identities and Party Strategies at the 2013 Federal Election - Geoff Robinson, S. 249. - 16. The Contest for

This book provides a truly comprehensive analysis of the 2013 federal election in Australia, which brought the conservative Abbott government to power, consigned the fractious Labor Party to the Opposition benches and ended the 'hung parliament' experiment of 2010–13 in which the Greens and three independents lent their support to form a minority Labor government.

Contemporary public managers find themselves under pressure on many fronts. Coming off a sustained period of growth in their funding and some complacency about their performance, they now face an environment of ferocious competitiveness abroad and austerity at home. Public managers across Australia and New Zealand are finding themselves wrestling with expenditure reduction, a smaller public sector overall, sustained demands for productivity improvement, and the imperative to think differently about the optimal distribution of responsibilities between states, markets and citizens. Given ever-shrinking resources, in terms of staffing, budgets and time, how can public managers and public services become more productive, more outcome-driven and more agile? How can we achieve better alignment between ever-growing citizen expectations and the realities of constrained service provision? What can we learn from the best combination of innovation and austerity already being delivered in other countries and sectors, including harnessing the grounded wisdom of frontline service delivery practitioners? This book focuses on practical ways public managers at home and abroad are dealing with these shared dilemmas. It brings together renowned scholars in the fields of public sector productivity, performance management, 'frugal innovation' and budget stringency, with leading international and Australasian practitioners sharing their successes and challenges.