By Kathy MacDermott
During this evidence-based and heavily argued paintings, Kathy MacDermott plots the adjustments within the tradition of the Australian Public carrier that experience led many modern commentators to lament the purported lack of conventional public provider values of impartiality, highbrow rigour and — most significantly — the willingness of public servants in any respect degrees to supply frank and fearless suggestion to their superiors and their ministers. MacDermott brings to her research an insider’s sensibility and an intensive forensic research of the effect of a few two decades of relentless administrative ‘reform’ at the values and behavior of the APS. even supposing this tale has its beginnings within the Hawke-Keating eras, MacDermott convincingly argues that structural and cultural switch compromising the integrity of the general public provider reached its apogee in the direction of the top of the 11 years of the Howard executive. it is a ‘must learn’ for college kids of Australian political and administrative historical past. MacDermott bargains cautionary observations that the recent nationwide executive may well do good to heed.** [C:\Users\Microsoft\Documents\Calibre Library]
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Extra resources for Whatever Happened to Frank and Fearless?: The Impact of New Public Management on the Australian Public Service
Htm. Reprinted with the kind permission of the Parliamentary Library. 42 For the purposes of the Act, Australian public servants are those employed at the Commonwealth level; states and territories have their own, often similar, arrangements. 43 ‘Paper Prepared by the Royal Commission Staff Outlining Major Themes of the Report’, in Cameron Hazelhurst and John Nethercote (eds), Reforming Australian Government: The Coombs Report and Beyond (Canberra, 1977), 175. 44 Royal Commission on Australian Government Administration, Report, vol.
2008; and ‘Haneef Inquiry to Go Ahead: Rudd’, Sydney Morning Herald, 6 Dec. htm, viewed 15 Feb. 2008. 4 The current legal definitions of these principles are set out later in this chapter. 5 Andrew Podger, 'Looking Upwards and Downwards: Key Issues and Suggestions for Managing Board/Minister/Departmental Relations', paper presented to the University of Canberra Conference on Governance, Mar. 1996, p 14. 6 Peter Shergold, ‘Pride in Public Service’, speech to National Press Club, Canberra, 15 Feb.
W. Rhodes, ‘From Hierarchy to Contracts and Back Again: Reforming the Australian Public Service’, in M. Keating, J. Wanna and P. Weller (eds), Institutions on the Edge? Capacity for Governance (Allen & Unwin: Sydney, 2000), 74–98. 9 Paul Keating, ‘Performance and Accountability in the Public Service: A Statement by the Prime Minister’, Parliament House, 1 July 1993. 10 For a more substantial discussion, see John Wanna, ‘Public Service, Public Values: The Implementation of a Charter of Values in the Australian Public Service’, Australasian Political Studies Association Conference, Dunedin, 2005; John Nethercote, ‘New Public Service Legislation: The Public Service Bill 1997’, Parliamentary Library Background Paper 2 1997–8, 22 Sept.