Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
Contents
Ethics and Integrity: Machinery of Spotlight on
The good, the bad, and the indifferent Government Changes Leadership –
>> page 14 Reforms aimed at increasing Russ Wilde
accountability, efficiency and HR policies and programs
innovation.
>> page 12
>> page 6
Reflections 13
www.qld.ipaa.org.au
We’ve blended our new iQ services with increased functionality and easier
navigation to create our brand new website! Designed with you in mind,
you can now take advantage of a brand new secure member portal and
quick and easy online registration system. Another great new function is
the comprehensive online iQ Resource centre giving you exclusive access
to the latest event presentations, publications, books and research.
Key Stakeholders
01 02 03 04 05 06 WORKING WITH KEY STAKEHOLDERS TO MAINTAIN A SOLID
UNDERSTANDING OF OUR ENVIRONMENT, HELPING IDENTIFY
2 40
27
60
12
16
46
14 15 16 17 18 19 20
ATTENDANCE iQ EVENT
11
268 ANNUAL PUBLIC SECTOR CONFERENCE SATISFACTION (%) MEMBERSHIP BENEFITS (%)
STAFF
60
22
93 PRESIDENT’S ADDRESS HOW WOULD YOU RATE YOUR BASED ON THE MEMBERSHIP BENEFITS
STAFF
16
OVERALL SATISFACTION WITH IPAA YOU RECEIVE, HOW WOULD YOU RATE
46
Venue Coordinator
professional development of every staff member. Every staff member attended at
04 | SIOBHAN MCCARVILLE Assistant Accounts Officer Events Manager
891 PARTNERED EVENTS (OVERALL)
iQ Events
Executive Manager – 15 | KERRI-ANN THIELE 20 | SHELLEY KENNY
10 | SKYE DUTSON
Training & Development Training Support
least one Council meeting to gain a better understanding of the strategic decision Senior Graphic Designer Events Coordinator
Officer 152 WOMEN’S INNER CIRCLE SERIES
05 | MELANIE MEAD 11 | SHONA SMITH 16 | SIMONE LEE LONG
making processes for the Institute and greater flexibility was provided for those Executive Manager – National Conference Membership &
Membership & Project Manager Marketing Officer 3,462 OVERALL ATTENDANCE
staff members with families who needed to better balance with work/life needs. External Relations
PM
8/09/09 1:04
1
ort0809_Dis01.indd
MAR0066_AnnualRep
Bceognised
re UR PA
HAVE YO HMENTS
LIS
S T A CA D E M IC bAC
A
F
N D
H E
P
L
U
O
b
en
R
L
OF GOV GEMENT
IC MANA
the Bac
rom 2010 t and Public Ma
helor
E
o
R
f
N M E
nageme
, throu
N
g h
p
to
p
More
ly
a
nt www.flinde
or b
p
n
y
o
in
p
c
w
T APart-time study is a
fo
ly
on
to start
rm
rs.ed
in 2010.
u
vailable.
ation ab t
.a
en
out how
und a
can be fo u/future-stude
e Admis
tacting th Office:
ts
sions/
nts
and the Opposition’s response at My second reason for saying we are now in
a crisis of confidence is based on the Premier’s
www.qld.ipaa.org.au
reaction to these events: that included the
The Green Paper is one of several measures introduction of a lobbyists’ register and
taken by the Queensland Government seeking post separation employment restrictions for
to improve and strengthen its integrity and ministers, ministerial staff and senior public
accountability. Containing information about servants, a ban on success fees and a ban
current Queensland legislation governing on Ministers and government backbenchers
accountability, the Paper asks a series of attending pay for access functions with
questions designed to generate public business. A green paper has been published,
comment and discussion. canvassing the possibility of further changes.
Why such rapid and extensive activity if
IPAA Queensland’s iQ Events Seminar Series there was not, at the highest political level,
examined the Green Paper in September with a a perception of crisis?
panel discussion involving Dr David Solomon
AM, Queensland Integrity Commissioner; Some may think it surprising that we find
Mr Howard Whitton, Visiting Fellow ANZSOG ourselves in this situation. Since the early 90s,
Institute for Governance and Professor Scott in a process instigated by the Fitzgerald report,
Prasser, Professor of Public Policy, Australian we have seen the development of an elaborate
Catholic University. This panel was facilitated framework for promoting integrity and ethical
by the Hon Doug Drummond QC who also behavior by politicians and public servants. A
provided his thoughts on the topic of ethics watchdog independent of government, now
and accountability in Queensland. called the CMC, was set up to oversee public
sector conduct. Ethical standards of conduct
Accountability and integrity –
expected of politicians and public servants
THE Hon. Doug Drummond QC
were established by the Public Sector Ethics
There is something of a crisis in public Act 1994, the Local Government Act 1993
confidence in the way we are governed in and the numerous codes of conduct that now
Queensland. This crisis erupted earlier this year apply to people in the public sector including
in the wake of three coincident events: the ministers. Politicians and senior public servants
jailing of former minister Nuttall on secret are required to provide registers of their assets.
commission charges, the release of the CMC The Electoral Act 1992 implemented a system,
report suggesting that the police culture may recently expanded by Premier Bligh, for the
not have changed all that much in the past 20 disclosure of political donations. The office
years and the comments by Tony Fitzgerald of Integrity Commissioner was established in
at Griffith University. It has been fueled by 1999 to provide advice on ethical issues to
continuing reports of links between “Labor ministers and senior public servants, a role
mates”, business and the government. also recently expanded.
Yet even though we have had an elaborate now lies to Parliament about his ministerial longer enjoy tenured careers. Instead, they are
ethical framework in place for well over a conduct the only sanction is that he may be employed on very well-paid but short-term
decade, there is a perception that things have treated as being in contempt of the House. contracts which can be terminated without cause
run off the rails. How can this have happened? on very short notice. All these senior officers are
What message did this episode, coming
obliged by the Public Sector Ethics Act and their
It is one thing to legislate rules for proper soon after the Davies report, send to those
applicable code of conduct to perform their
behaviour. But what can we legitimately in the public sector who are told they must
duties apolitically and in the best interests of the
expect of those who are told they must comply comply with detailed ethical obligations?
People in that particular minister’s Department Queensland public. Is there any reason to think
with these rules when political leadership on
are bound by their code of conduct to “Be open that things have so changed since 2005 that a
ethical issues goes missing?
about reporting mistakes.” Why shouldn’t they senior officer faced with making a decision in
It is worth recalling what Mr Davies understand that to really mean “be open about conformity with these ethical obligations which
QC said in his Queensland Public Hospitals reporting mistakes, unless that would expose may leave the government or the minister open
Commission of Inquiry Report of November the department or the government to criticism.” to criticism will act any differently from the two
2005. He identified one of the major problems most senior Queensland Health officials I have
for public health administration as [1.78]: If political leadership is absent, why should just mentioned?
“a tendency of administrators to ignore we think ethical behaviour will somehow
become embedded down the line? Despite the formal emphasis on ethical
or suppress criticism. Bringing to light these behavior, do we now have a government
and other problems in the public hospital service? If so, is it possible to restore it to
system was made very much more difficult being a public service? How? Can that be
by a culture of concealment of practices or done if bipartisan support is absent?
conduct which, if brought to light, might
be embarrassing to Queensland Health or A major leadership initiative of Premier
the Government. This culture started at the Bligh has been the establishment of a new
top with successive governments misusing access to information regime which replaces
the Freedom of Information Act to enable the 1992 Freedom of Information Act. In
potentially embarrassing information to be December 1991, when introducing the bill
concealed from the public. Unsurprisingly, for that act, the attorney general said this:
Queensland Health adopted a similar approach,
“… this Bill will effect a major
and because inadequate budgets meant that
philosophical and cultural shift in the
there would be inadequate health care, there
institutions of Government in this State …
was quite a lot to conceal …”
The perception that Government is something
Mr Davies’ criticisms were of successive remote from the citizen and entitled to keep
coalition and Labor governments from 1996 its processes secret will be replaced by the
to 2005, that is, during the period when the perception that Government is merely the
elaborate ethical structure that applies to the agent of its citizens, keeping no secrets other
A development at all levels of government
public sector was being erected, expanded and than those necessary to perform its functions
in Australia over the past decade or so has
apparently ignored. been the increasing politicisation of the as an agent. Information, which in a modern
leadership levels of the public service. Some society is power, is being democratised.”
What did the government learn about
the importance of probity from the Hospitals deny that that has occurred. But what other Those ideals foundered on the rock of
inquiry? explanation is there for the situation that political expediency. By 2005 Mr Davies could
Mr Davies found within Health Department in say the 1992 act had been abused in a spirit
You will recall that in late 2005 the then 2005? He concluded: of bipartisan consensus, for over a decade,
health minister, Gordon Nuttall, escaped
“Queensland Health itself, by its principal to conceal politically embarrassing material
prosecution under section 57 of the criminal
officers [Director General] Dr Buckland from the public.
code for giving false evidence about a
and [chief health officer] Dr FitzGerald,
politically contentious matter of health The Right to Information Act 2009 sets
implemented a policy of concealment and
administration to a Parliamentary committee: up a framework for a major advance in open
suppression of events, the exposure of which
the government instead voted to treat his government. It is to be hoped that the new Act
were potentially harmful to the reputation
conduct as a contempt of Parliament. Then in will help drive a move towards ethical behavior
of Queensland Health and the government.”
May 2006, that is, six months after the Davies’ in the public sector by its emphasis on real
report, the government repealed this 100- In Queensland, departmental heads and transparency in public administration. Only
year old provision of the Code: if a minister members of the senior executive service no experience will tell. If the Act is to work as the
Premier intends, I suggest that there will need “… any political contributions made by Is there an alternative system that will
to be a substantial cultural change like that the company must be approved in advance remove the flow of ethically corrosive political
which the attorney general so optimistically by the head of the Government Relations donations, but still leave political parties and
spoke about in 1991. This change will need Department of McDonald’s Corporation, and politicians able to campaign effectively?
to take hold at the ministerial level. Only must support a political candidate or ballot
leadership by each of the ministers next year initiative that the head of the Government
and the year after that and the year after that Relations Department determines is beneficial
will make the new Act work. to the long-term interests of the company and
its system of restaurants …”
THE HON.
DOUG
I have mentioned the Premier’s recent
action in banning ministers and government That attitude reflects the law in Australia:
members from attending pay for access
functions with business. The previous Integrity
the senior executives and directors who
control a corporation’s business can only DRUMMOND
Commissioner repeatedly criticized this practice. lawfully make a political donation out of the
The Green Paper [page 20] raises for discussion
During the late 1980s, Doug
corporation’s moneys if that is for the benefit
whether this ban should be modified or made of the company and its shareholders. Yet many worked closely with the
permanent. This election campaign fund-raising in corporate Australia and in politics, at least Fitzgerald Commission of
practice has long been followed and publicly publicly, pretend otherwise. The Property Inquiry and was appointed
defended by all the major political parties Council of Australia published a discussion Special Prosecutor under the
in Australia. The State Opposition refuses to paper on social performance last April. In the Special Prosecutor Act from
support the Premier’s ban. Public servants have section on political donations it says this: 1988 to 1991. Following this
been told since the Public Sector Ethics Act “Property companies, like any other role, The Hon Doug Drummond
came into force in 1994 that, because public corporation, should be free to participate in, QC was then appointed a
office involves a public trust, they should seek and contribute to, the democratic process …” Judge of the Federal Court
to maintain and enhance public confidence
of Australia from 1991 to his
in the integrity of public administration and Was Gordon Nuttall right when he said
in the witness box, “Nothing is for nothing”? retirement in 2003. Doug was
that they should not improperly use, or allow
their official position to be improperly used. McDonalds faces up to reality: if it makes also Presidential Member of
Until the very recent ban in Queensland, what a political donation, it expects a benefit in the Administrative Appeals
message did it send to public servants about return. Does anyone here think that when a Tribunal from 1994 to 2003;
the importance of ethical conduct for them to business interest makes a political donation in President of the Bar Association
see, year in year out, their Ministers allowing Australia, it does not work on that basis? To of Queensland in 1991; Queen’s
party officials to sell access to them to business what extent is that tolerable? Counsel from 1981; and a
interests with current dealings with those
In the summary of its conclusions the NSW practising barrister from 1965
Ministers’ Departments? to 1991. Doug was a part-time
Parliament select committee report on electoral
The Premier’s Green Paper [pages 17 to 20] and party funding of June 2008, said of public Commissioner of the Crime
also raises the question whether more general perceptions of political donations [2.4] “Many and Misconduct Commission
reform of the regulation of political donations inquiry participants have expressed the view from 2005 to 2008 and is also
is needed. The vast and increasing cost to that reform of political party and election the author of journal articles
candidates and political parties of running funding is a necessity if public trust in the on arbitration, intellectual
election campaigns and the increasing hunger process of parliamentary democracy is to be property litigation and judicial
for electoral funds which that generates is I think restored [“restored” not “maintained”] in New administration.
at the core of many of the present problems. South Wales. I suspect the same perception
exists in Queensland. What ethical tone does
It is one thing for businesses to lobby
the current political funding system set for
government. It is another thing for them to
people in the public sector? They are exhorted
back their lobbying up with electoral donations.
by codes of conduct to stick to a high standard
McDonald’s Corporation frankly of behaviour but, at the same time, they have
acknowledges that it will only make a political to implement decisions made at the political
donation if that will benefit shareholder value. level against the background of a party and
It displays on its US website its corporate election funding system that is inimical to an
political contributions policy, which says this: ethical ethos.
Mr Yann Abraham Mr Richard Czumak Mr Stephen Hutchison Mr Steve Mason Ms Natalie Ormsby Ms Penny Sullivan
Citec Translink Transit Queensland Council of Department of Department of Department of
Authority Social Services Transport and Main Transport and Main Environment and
Mr Omar Ameer
Roads Roads Resource Management
Department of Mr Darren Dallinger Mr Neil Jackson
Environment and Moreton Bay Regional Queensland Audit Miss Lisa McMain Mrs Barbara Page Mr Mark Tarttelin
Resource Management Council Office Department of Townsville City Council
Queensland Health
Miss Erin Anthony Miss Leilani Darwin Ms June James Environment and Mr Grant Taylor
Mr John Parker
Queensland Health Court Network Queensland Health Resource Management Queensland Council of
Shared Service Agency Social Services
Ms Kym Asprey Mrs Sharon Dercksen Mrs Karen James- Mr Bill McMillan
Department of Ms Barbara Perrott Mr Scott Thompson
Queensland Health Department of Public Pearson
Education and Training Shared Service Agency Queensland Office of
Works Queensland University
Mrs Marie Balzer Gaming Regulation
of Technology Mr Jason McNeil Ms Clare Reardon
Green Fields Training Ms Andreana Engler
and Development Pricewaterhouse Coopers Parliamentary Services Department of Ms Maria Cherie
Ms Nataliya Johnston
Community Safety Thornton
Ms Katrina Barben Ms Valerie Erickson Queensland Health Mrs Lauren Mellifont Department of
Department of Maybanke Association Queensland Health Mr Peter Rule Community Safety
Mr Michael Kahler
Education and Training Moreton Bay Regional Brisbane City Council
Ms Margaret Gillies Mr Jim Mewburn Ms Lisa Toh
Mr Gregory Barnes Queensland Police Council Department of Mr James Sakey Queensland Council of
Department of Service A/Prof Maarten Kamp Transport and Main Department of Social Services
Communities Queensland Health Roads Education and Training
Ms Jan Gilroy Glyn Tomlinson
Ms Maree Barton Department of Dr Magda Kuiken Mr John Mikelsons Mrs Julie Salsbury Department of
Department of Communities Rak Consulting Pty Ltd Queensland Council of Department of Immigration and
Communities Social Services Transport and Main Citizenship
Ms Narelle Gleeson- Mrs Rebecca Kulpa
Mrs Andrea Bell- Henaway Roads Ms Carol Trevanion
Motor Trades Mr Socrates Mistos
Booth Queensland Council of Association of Department of Mr Thiam-Beng Seow Ms Helen Tynan
Department of Social Services Queensland Communities AEC Edu Group Pty Ltd Department of
Environment and Environment and
Miss Jane Grant Mr Brendan Lee Mr Neville Moo
Resource Management Mrs Lois Shipstone Resource Management
Queensland Council of Department of Department of Shared Service Agency
Mr Mark Blair Social Services Environment and Mr Kelvin Tytherleigh
Education and Training
Moreton Bay Regional Ms Monica Sidhu Moreton Bay Regional
Ms Glenda Haig Resource Management
Council Mrs Janice Moriarty Central Highlands Council
Kids Under Cover Miss Nadine Lester Central Highlands Regional Council
Ms Deborah Blanch Queensland Council of Ms Roslyn Walker
Mrs Gail Hanger Regional Council
Department of Social Services Mr Fergus Smith Queensland Council of
Queensland Council of
Communities Mr Daniel Murphy Residential Tenancies Social Service Inc.
Social Services
Mrs Nicole Little Department of
Ms Lorraine Bowden Authority Mr Craig Warn
Ms Cassandra Harper Court Network Community Safety
Department of Mr Graham Smith Queensland Council of
Department of
Infrastructure and Ms Annie Liu Mr Colin Nash Social Services
Environment And Queensland Studies
Planning Australian Research Department of
Resource Management Authority Ms Rosslyn Watts
Council Community Safety
Mrs Alison Bray Queensland Health
Mr Paul Harris Ms Bernice Smith
Moreton Bay Regional Mr Rob Lloyd Jones Ms Julie Newdick Ms Brenda Willans
Department of Queensland Health
Council Department of the AuStrategies Queensland Health
Transport & Main
Premier and Cabinet Consulting Network Mrs Teresa Snow
Ms Nerida Budd Roads Mr Neil Williamson
Department of Public Mrs Petrina Logan Court Network
Ms Andrea Horton Ms Jasmine Newman Laidley Shire
Works Queensland Health Department of Miss Allyson Speers Community Care
Queensland Health
Mr Bill Capati Ms Dawn Mansfield Immigration and Queensland Council of Association Inc
Mr Dan Hunt
Gold Coast City Council Queensland Health Citizenship Social Services Mr Simon Wright
Department of
Mrs Silvia Cosier Employment, Economic Mr Christian Marshall Mr John O’Brien Mr Daniel Spiller Ms Mong-Lin Yu
Department of Development and Shared Services Office of Public Queensland Water Department of
Education & Training Innovation Agency Advocate Commission Education and Training
Machinery of
Government Changes
By Bruce Wilson
informative and
Main Roads
Len Scanlan. Len gave a superb presentation
about his remarkable career experiences and VICE Dr Patty Renfrow
fun environment. accomplishments during his long-term public
sector career; particularly in three major career
PRESIDENT Public Service Commission
SECRETARY Mr Don Bletchly FAIM
On Wednesday 16 milestones including his time as: Department of Transport and
Main Roads
September 2009 • An Executive Officer for Inter-
governmental Relations (with ASSISTANT Ms Sandy Beach
anyone working in Premier’s Department General after the issue of the Electoral and
Administrative Review Commission (EARC)
When I commenced in the Premier’s
the public sector. Department in 1987 there was considerable
Report on public sector auditing.
public tension between the Queensland and I also publicly advocated the extension
Commonwealth Governments. It was the year of the Auditor-General’s powers to conduct
of the Joh for PM campaign. My role was to performance or efficiency value for money
coordinate State Government submissions and audits, which is still an outstanding issue. This
responses to Commonwealth Government and was a precarious step at the time but I wanted
Parliamentary initiatives and inquiries. to have the courage of my convictions and like
the turtle you do not get anywhere if you do
I adopted my own vision of doing the not stick your neck out.
best I could to look after Queensland’s
interests. I endeavoured to adopt a positive One satisfying initiative for me was
and constructive approach by encouraging organising the seminar on public sector
Queensland agencies to offer advice on many finances for MPs at Parliament House early
diverse policy issues as a basis for Cabinet in 1993 which was well attended by MPs of
submissions to determine State Government all political parties. Another initiative was to
introduce Queensland awards for public sector
policy for communication to influence the
CPAs and to foster their implementation in
Commonwealth. I also encouraged agencies
other jurisdictions to recognise excellence.
to allow their officials to participate in
Commonwealth public and in-camera Auditor-General of Queensland
hearings. Waterfront Reform and Witness
Moving forward to my appointment as
Protection were notable examples. Other
Auditor-General in December 1997, I was
examples of submissions were:
fortunate to have the following going for me:
• Multiculturalism;
• I had worked on both sides of the
• National Corporations Act; fence – as an auditor and for Executive
• Sea Dumping; Government in the Premier’s, Treasury
and Transport Departments and believe
• Sale of the Cairncross Dock; and
I was prepared for the job through my
• Reform of rail and electricity. experience and academic studies;
During this period I was assigned • I was appointed for the maximum term
responsibility for graduate staff who had of seven years and had the unanimous
Reflections
Len Scanlan’s Career Reflections from the AGM
support of the Parliamentary Public newsletters on topical accounting and • The role of Auditor-General is an
Accounts Committee – this was always a audit issues to assist stakeholders. honourable one as ally of the people and
useful card to keep up my sleeve; the Parliament;
Leadership and management strategies within
• I inherited the wonderful legacy of the the Audit Office: • Not the hired gun of the Opposition;
previous 19 Auditors-General, without • Need to be objective, non-partisan, fair
• To broaden and develop the staff –
which I could not have done what I did. and balanced (like CNN);
an active devolution campaign, re-
I tried to do a number of things: valuing education through formalising • Neutral but not permanent, anonymous
• Above all to ensure the Auditor-General a leadership development program with or silent;
and Audit Office remained strong and QUT for managers who gained Graduate
• The business of government is inherently
Certificate in Management qualifications
independent by cementing the authority difficult;
through public administration studies and
and influence of the Office i.e. to act as a • The government of the day is the people’s
secondment opportunities;
watchdog and not a lapdog; choice;
• Valuing the traditions of the Audit Office
• To tell it like it is and play it straight down • Is the issue at hand rational, neutral and
– naming of rooms in the Queensland
the middle in my Reports to Parliament; in the public interest?
Audit Office (QAO) after former staff,
• Improve public administration by not just establishing a QAO Alumni and celebrating • Act in haste and repent at leisure and
dealing with the past but focussing on the 140 year anniversary of the Audit hence the value of reflection;
the future with business improvement Office in 2000;
opportunities; • Silence is acquiescence;
• Recognising staff achievements –
• Promote public trust and confidence • When you throw mud you lose ground, the
introducing annual awards for audit
of the Audit Office and public sector implications on people and organisations
and administrative staff focussing on
agencies themselves; innovation, client service, audit work, of public criticism;
• Perform audits in a positive and teamwork etc; • If you yield to pressure you will always be
constructive way; • Recognising employee loyalty through under pressure;
• Foster a modern, dynamic and extroverted issue of service awards for staff with 5, • The most effective sleeping pill is peace
audit office. 10, 20, 25 and 30 years service; of mind;
• Raising the profile of the Office with • Tension between commercialisation and
Audit Strategies adopted:
key stakeholder groups through hosting accountability objectives;
• Progressive reviews of MP’s and Ministers’ in-house functions for professional • A much asked question – What would
expenses – the tone starts at the top; bodies (for professional standing) and the community expect of me in this
• Wrestled with many issues which are universities (for graduate recruitment). situation? The answer was always the
on public record but involved mainly Offering prizes for university academic same – do your job!
the pursuit of greater transparency or achievement and making presentations
for university students; • Time is finite – like a ticking clock right
countering blue sky management –
from day one – to know the value of
disclosure of bonus payments, grants • Continued modernisation based on
one minute of time talk to a person who
to industry and government advertising predecessors’ initiatives – implementation
misses a bus or train; Life is like a roll of
spending and expenditure – inappropriate of electronic audit work papers and other
toilet paper – the closer it gets to the end,
and extravagant financial outlays, budget IT systems roll outs.
the faster it goes.
mismanagement;
These were some of the reference or values
• Raising the profile of corporate governance At the end of my term the Premier of the
or principles that I kept in mind as Auditor-
and risk management; day wrote to me describing me as “fiercely
General:
independent” and in conversation described
• Use of powers to require the production of • The high expectations of the office of me as “tough but fair”.
information and for Ministers, politicians Auditor-General as one of the oldest
and public servants to appear and give institutions in the State for exemplary Reflections
evidence under oath; behaviour and to act as the conscience By adopting a personal vision in each of
• Periodic meetings with Public Accounts of the State; these roles it inspired my own passion. To have
Committee, Premier and Opposition • As Parliament’s auditor Parliament was my passion we need to know that we have a sense
Leader and other key stakeholders; primary client and the 800 State and local of purpose, a sense of urgency and that our
• Production of better practice guides e.g. government clients were subsidiary; the contribution is meaningful i.e. that it counts.
change of government checklists and audit was of them rather than for them; If I achieved anything at all it was due to the
LEN
people. Ultimately history will be my judge. Bond and UQ students.
In each of these three examples I had IPAA Queensland
a vision which was still consistent with
the government of the day or Parliament’s Throughout my public sector career since
SCANLAN
expectations which was meaningful to me 1980 and to this day I have maintained my Len Scanlan held the position of
and inspired my passion. Each of these three IPAA Queensland membership. In fact in some Auditor-General of Queensland
examples has elements of both task and respects I remain a public servant at heart. from December 1997 until
people objectives. December 2004. In this role he
I have always thought of IPAA Queensland
If I had my time all over again these are as an umbrella professional body where all was also the chief executive
some of the things I might have done differently members of the public sector family come
officer of the Queensland Audit
or would give further food for thought:
together and combine their collective
Office and was responsible
• The ultimate policy effectiveness test is one for the audits of all local
intellectual capital and experiences in our
that meets the public interest and where governments and State public
search for professional development, learning
benefit to the individual citizen is assessed. sector entities (more than 800
and better practices.
• Some things never change – government reporting entities). He was
reaction to criticism or the chilly winds of IPAA Queensland provides many professional a career Queensland public
George Street. opportunities in terms of: servant with more than 30 years
• Politicians are elected public servants. • Access to research – publications; experience in departments
• The world is full of givers and takers – the
such as Department of Premier
• Knowledge sharing – conferences,
takers may eat better but the givers sleep and Cabinet, Transport and
seminars and professional development
better. Queensland Treasury.
courses;
• Experts get things just as wrong for more • Networking – making contacts in other
sophisticated reasons.
agencies.
• You may not be able to change the
direction of the wind but you can adjust I would encourage you to get involved
your sails. to broaden your perspectives by helping to
• Sir Thomas More – I am the King’s good better understand current issues, trends and
servant but I am God’s servant first. remedies. I have continued my membership
• I would have employed more teenagers simply because it is as valuable to me – as
while they still know everything. much now as it ever was.
• Flattery is like chewing gum – enjoy it but IPAA Queensland also provides a safe
don’t swallow it. sanctuary forum for debate of public
Self-employed Private Consultant administration issues and a source of valued
Len Sc
public opinion on issues. anlan
Since completion of my term in 2004, the
past five years have been just as interesting, Finally, I feel privileged to have been a
challenging and rewarding and in fact this witness to Queensland’s history.
journey is a story in itself.
esterday may be history,
Y
I have found my services requested in Tomorrow may be a mystery,
both public and private sectors as a self
But today is a gift,
employed consultant for audit committees,
That is why they call it the present.
risk, compliance and finance committees,
probity and governance advice, evaluation The future belongs to us – we are making
of tenders, executive recruitment, reviews it today. I urge you to find and to follow your
(e.g. audit offices in other States), as a non- passion.
executive director and university lecturing.
Some of my work involves not for profit
IPAA Queensland has always promoted and finalists to come together and passion, commitment and of course,
excellence in public administration celebrate the successes of a great excellence.
and public sector management and range of projects and initiatives right
Snapshots of each of the winning
now, in the year that we celebrate across the public sector in Queensland.
entries provide insight into what it
150 years of public administration
Finalists and winners highlighted in takes to achieve excellence, in future
in Queensland, the Institute has
this edition hail from as far as Mackay, editions we will delve deeper into
launched its inaugural Public Sector
Quilpie and Cairns with projects in some of these winning entries and
Excellence Awards.
fields as varied as transport, health, explore some of the key learning’s for
The Awards night held earlier this policy and indigenous affairs. Each you and your organisation.
month was a chance for members and every project demonstrates
Patron’s Award for The Patron’s Award for Excellence to the Public Sector is the Institute’s honorary award for
an individual who exemplifies best practice, upholds and promotes public service values
Excellence to the and has made a significant contribution to excellence in the field of public administration
Public Sector and management and improving the public sector in Queensland. This highly prestigious
accolade was awarded on behalf of IPAA Queensland Patron Her Excellency Penelope
Wensley AC by IPAA Queensland CEO Peter Rumph.
Winner Constitutional Centenary Foundation, and
served as a consultant to design the New
Professor Kenneth Wiltshire AO Federalism from 1989-1992.
University of Queensland
The judges particularly noted Ken’s
Professor Kenneth Wiltshire AO has made contribution to tertiary education in the field
a significant contribution to the public sector, of public administration in Queensland, his
dedicating a large portion of his career to promotion and advancement of the public and
the advancement of the profession of public the not-for-profit sectors and his contribution
administration. to developing students in all three tiers of the
public sector.
He is the J.D. Story Professor of Public
Administration at the University of Queensland Ken has been credited with inspiring
Business School and an international authority a whole generation to think of a career in
on governance and federalism. He served as the public service as something noble and
the Chair of the Australian High Commission worthwhile and has become known for the
for UNESCO for fourteen years, was a member use of his formidable intellect to critique and
of the Commonwealth Grants Commission for question the environment in which the public
nine years, a founding Board Member of the sector operates – an invaluable contribution.
Young Leader of the Year The Young Leader of the Year Award recognises young leaders who have made a difference
Proudly sponsored by Clayton Utz to the public sector through their dedication to excellence in public administration and
management, active use of best practice and fostering other young leaders.
Winner employees. The objective assessment of this
work hasn’t been overlooked however with
Tara Waller monitoring and measurement of performance
Brisbane City Council in place.
Since joining Brisbane City Council in Tara is making a valuable contribution
2004 as a corporate graduate, Tara Waller has by leading and mentoring among her own
demonstrated strong leadership and innovation constituency, fostering and developing the
in the difficult area of career counselling and young staff of the Brisbane City Council.
retaining young people in the public sector.
Tara’s impressive list of achievements include Finalists
leading a career guidance agenda in Council
Belinda Chapman
with the aim of developing a ‘one stop shop’ for
all Council employees to seek advice, assistance Brisbane City Council
and resources relating to their career. Adam Francis
Energex
Tara’s work was notable for the breadth
of the projects undertaken. The multiple Renata Lee
projects she has driven are impressive with Smart Service Queensland, Department of
strong innovation to meet the needs of young Public Works
their corporate knowledge and experience the employees and any likely gaps. Inaction and outcomes achieved in workforce planning
to skill-up new workers; is likely to create more stress on the staff and over recent years.
• regrettables – those who left for greener lead to further pressures. For example:
The next step that is being pursued is
pastures and now have to come back cap A workforce branch had 80 positions a Community of Practice across the sector
in hand. This requires calm leadership; with only 60 placed. Five were to progress workforce planning for critical
• end of career, transition workers who they given mobility options which left workforce groups.
may be able to retain on different terms 55 delivering the service. Within 12
The Workforce Planning Summit took
at peak times; and months there were 19 left to deliver
place on 28 May 2009 as part of a partnership
a critical service.
• potential workers. between IPAA Queensland, Department of
Tackling hard-to-fill jobs Public Works (Corptech) and the Queensland
Managers may need to consider innovative Public Service Commission.
Put effort into retaining staff where the
ways of retaining and attracting staff. Proactive
recruitment pool is small. For example:
workplaces have used strategies such as:
• undo barriers such as working
PAT
• re-designing jobs and encouraging staff
arrangements or legislative requirements;
to gain on-the-job training to allow career
• re-shape job to fit skills and interests of
progression of those trapped at lower levels;
• allowing for an afternoon rest between
employees; and THORPE
work sessions; • position jobs for progression – that is,
moving through paypoints within a band Pat Thorpe is Acting Manager,
• providing a prayer room; and on satisfactory performance. Workforce Policy at the Public
• undoing legislation that created Service Commission. Pat
The Summit provided an excellent
unnecessary barriers to getting the opportunity to acquire contemporary skills
is currently establishing a
required workforce. and knowledge and share best practice across Community of Practice for
Lessons for line managers – pay agencies. Workforce Planning to better
attention to job group. Workforce planning equip the sector to respond to
Two agencies presented at the summit,
at the manager level does not have to be the Department of Communities and the short, medium and longer term
complicated or time consuming. It takes Department of Environment and Resource workforce challenges.
just 15 minutes to think through the jobs, Management, and shared their lessons learnt
Guillermo If you could change one thing – what What’s your favourite website?
MEMBER Snapshot
Spotlight on Leadership –
Russ Wilde
By Sandra Hogan
part of the new team. ‘We spent four years at symptoms, the organisation wants to develop in Health, here just because they want to
driving an organisational transformation. It was a new culture for Queensland Health, with a provide service to the community. There are
successful and I rate it as the highlight of my focus on coaching and learning and personal some inspiring people here and I wish the
career,’ he said. Just for something different, responsibility, rather than a focus on grievances community could hear more positive stories
Wilde became local HR Director and National and inappropriate behaviours. about the wonderful work they do’.
Remuneration and Benefits Manager for a top- ‘We are the custodians of the public health
tier law firm. ‘I worked out of Brisbane but system and we need to look after it,’ said Wilde.
the real power was in Sydney and Melbourne. ‘Everyone who works here is either delivering
They didn’t take to the idea of someone from
a country town, like Brisbane, telling them to
patient care or supporting someone who is
and everyone needs to know how they fit into
Sandra
set up their remuneration system.’ So it took
a bit longer. But in the end, Wilde delivered
that picture. Hogan
as usual. The new remuneration system was ‘We want to re-energise this organisation
Sandra Hogan delivers IPAA
delivered along with the consolidation of five and we are now in a perfect position to begin
that work. We’ve got more senior executive Queensland’s incredibly
superannuation funds into one before Wilde popular writing courses
buy-in than we’ve had for a long time. It’s an
left to work for Therese Rein’s company, Igneus,
opportunity we shouldn’t squander.’ and has experience as a
in 2005. After a brief stint there, he spent 18
months in another law firm before taking an
journalist, editor, senior public
Vella notes that Wilde lives the values of
overseas trip with his family while he decided servant and facilitator. Having
the organisation, demonstrating empathy and
what to do next. professionalism in all his dealings. worked as a Communication
Manager in government, she
He didn’t take long to decide – the call These values are part of Wilde’s holds a Graduate Diploma in
came from Queensland Health asking if he understanding of leadership. ‘I have very strong Organisational Communication
would come and help out, just for six months. views about leadership,’ he said. ‘It is about
from QUT and has recently
Wilde is a bloke who keeps his cards close creating a sense of direction; not asking your
people to do something you are not prepared
retired as Vice-President
to his chest. He is quiet and conservative of the Society of Business
looking. His internal office in Charlotte Street to do; supporting people; being firm but fair
and it’s about integrity. The moment your Communicators after six years
is neat and gives no clues. He is modest about
integrity is compromised, your leadership is on the board. Her specialty is
his achievements and discreet. But, behind the
conventional façade. Russ Wilde is a tough, in trouble. I place a very high value on my the training and coaching of
results oriented character. personal integrity.’ public servants in all aspects
Life/work balance is a tricky issue for senior of writing. She also works as a
His colleague, Mark Vella, who is HR writer, editor and proofreader
Director for the Chief Health Officer, says Russ HR executives. On the one hand, they support it
for staff; on the other, they can rarely achieve it for clients around Australia.
has changed the focus of the HR branch across
Queensland and given it credibility. ‘He’s a for themselves. Russ is no exception. He works
measured, reserved man but he thinks outside long hours and sees it as part of the territory
the box,’ said Mark. ‘He’s not afraid to challenge for jobs at his level. ‘People think that public
servants don’t work hard, but we do,’ he said.
the status quo or to ask questions. He is always
looking for ways to improve things. His concern But family is important to him and he loves
is first and foremost for the organisation and travel and sport. He and his son Brent are keen
he has a great ability to turn strategic vision (and serious) cricket lovers and Wilde proves
into practical results.’ he is still a Kiwi at heart by supporting the
All Blacks.
Vella quotes as an example of Wilde’s quiet
achievement the fact that a set of high-level Based on three decades of experience in
HR positions have been advertised across the both sectors, how different does Wilde find it
state, responsible for ‘people and culture’. The to work in the public sector? ‘Getting things
positions will report directly to District CEOs, done in the public sector requires you to follow
giving HR a place at the senior table. due process but, providing you’re prepared to
do that, there aren’t many differences,’ he said.
Asked about the new positions, Wilde
explained that, instead of throwing resources ‘There are a lot of very committed people
Public
Public
Interest
Interest - June 2009 23
– October
2009 NATIONAL CONFERENCE UPDATE
How time flies when With just four weeks to go, the finer
details of the Conference program are coming
Supported by AusAID through their
International Seminar Support Scheme (ISSS)
you’re organising one together, and we are delighted to showcase
the international delegation.
this session will welcome representatives from
the South Pacific to present on public sector
of the biggest Public To whet your appetite, below is a sneak
management in the region.
U N E PA R T N E R S H i P S P T y LT d - T H E E d U c AT i o N & T R A i N i N G co M PA N y o F T H E U N i v E R S i T y o F N E w E N G L A N d
BOOK NOW
PRINCIPAL
Online: Save time and book
online at www.
ipaanationalconference.org.
BRONZE au
Email: Your details to National
Conference Manager
Shona Smith at
shona.s qld.ipaa.org.au
Phone: Call us on (07) 3228 2800
year of Queensland’s from New South Wales. Hence, 2009 is also the
sesquicentennial year of local government’s
In the United States, for instance, Mueller
explains that “the [economic] logic of federalism
becoming a separate, emergence in Queensland.
is that local public goods are supplied by local
governments, and national goods are supplied
self-governing British Fast-forward now to January 1901, when
Australian local government became the third
by the federal government … But this simple
logic is routinely violated by the [USA] federal
colony, a brief review sphere of the Australian federation. What government.
exactly are the benefits of a federal system of
of some aspects of government?
“A dam in Kansas, a bridge in Michigan,
a subway system in San Francisco, these and
local government in First and foremost, the federal principle
provides for unified action on nationally
countless other items that benefit only those in
a small area of the country, items that by the
Australia’s federal significant problems, without the constituent logic of federalism would be provided by local
state and local communities’ having to forgo or state governments, find their way into the
system and broader the right to address problems of largely state federal budget.”
and local significance, respectively.
liberal democracy is A second benefit is that by dividing power
Noting that “the danger in having the
federal government provide them, however, is
altogether fitting. among the three different spheres of government, that the benefits are less than the costs,” Mueller
federalism enables the different governments in asks: if San Francisco Bay Area citizens don’t
part to check and balance each other’s actions; foresee enough benefits from the BART subway-
and to minimise potential bureaucratic excesses rail system to induce them to pay for it in full,
and abuses of power such as majority oppression why should other U.S. taxpayers make up the
of minorities. difference?
Moreover, protection of states’ minority rights “Pork-barrel projects,” he concludes, “are
was enshrined in the United States and Australian among the most egregious wastes of the U.S.
constitutions by creating bi-cameral national political system.”
legislatures in which the states would all enjoy
In Australia, in 1973, the Whitlam
equal representation in upper (states’) houses,
government’s new general-purpose
despite lower house inequality of representation.
Commonwealth Grants scheme for local
A third benefit of federalism in wide-ranging governments alongside the pre-existing specific-
territories such as the USA, Canada and Australia purpose grants (for roads in particular) created
is that it facilitates the efforts of each state and the perception that the national government
local community to confront and solve its own would now be a more generous funding source
unique problems and, in general, to fund its than previously.
own solutions.
Henceforth, researchers began discussing
This, then, minimises misallocation of scarce various brands and models of federalism (e.g.
community resources, maximises individual coercive, new, cooperative; also layer-cake
governments’ performance accountability, and and marble-cake models) in their efforts to
thus enhances the quality and operation of assess national government policy changes,
each system of constitutional democracy. All and to decide whether different types of
this contributes greatly to each country’s overall grants produced merely shared, or blurred,
public interest. accountability.
The English-speaking federal systems of “Shared accountability” however, can be
today, however, inevitably differ from what code either for lack of accountability, or unfairly
their respective architects had in mind; and assigned accountability. For instance, a local
understandably so, given the many different council might accept an annual grant to set up
circumstances that now prevail. But in some a child-care centre.
TUCKER’S BOX
level of government closest to the people. This should strengthen government
accountability and improve service delivery …
Then after a few years, the annual divided between different levels of government References
payment might cease following a change of which discharge separate responsibilities in 1. Local government’s status as a component part of
policy or government. designated areas … each state’s overall governmental system was taken
for granted, so that the Commonwealth Constitution
omitted any mention of local government. Indeed, even
The council would thereupon be left “In theory, federalism allows various the individual state constitutions omitted recognition
with a local community backlash regardless governmental services to be provided by the of local government – an omission remedied in some
states only in relatively recent times.
of whether council closed the day-care centre, level of government closest to the people. This 2. The federal principle corresponds closely with what is
curtailed other services to keep the centre should strengthen government accountability known as “subsidiarity” in some other contexts. See, for
operating, or raised rates to meet its costs. and improve service delivery … example, Pope Pius XI’s re-affirmation in Quadragesimo
Anno (“In the 40th Year”) of the importance of subsidiarity
Hence, councils became reluctant to accept – the principle that nothing should be done by a larger
such grants. “But there is no clear delineation between and more complex organisation which can be done as
the powers of the Commonwealth and the well by a smaller and simpler body.
Yet councils still pressured national states. The public is unsure about who is
3. This was a powerful argument in the eyes of the
founding fathers of the United States Constitution, as
government for grants and subsidies over responsible for which services. Accountability can clearly be seen in James Madison’s Federalist Paper
and above their state government’s subsidy suffers. Even in those areas that are clearly state
10 on factions: in that famous paper he views federalism
as a bulwark of minority rights in general, rather than
schemes, sometimes lobbying both state and responsibilities, the states usually blame any in purely geographic terms. Hence Madison saw the
national governments for special grants for failure on the fact that they have not been
building of a federal state not so much as a bastion
of minority states’ rights, but rather in terms of “its
local problems falling outside established given enough funding by the Commonwealth … tendency to break and control the violence of faction.”
policy guidelines. 4. The Dominion of Canada constitutes a somewhat
different case, in that the upper house of the
“One of the reasons that this has been a
A case in point was Brisbane City’s successful state strategy is that the media are
national parliament, the Senate, consists solely of
senators appointed by the Governor General on the
requests after March 2004 to both state and Prime Minister’s recommendation. There is a roughly
mostly state-based. The main newspapers are
federal governments for financial assistance to equal regional apportionment of senators, with
centred on the states, as are the major radio Newfoundland Province and the Canadian territories
construct its TransApex tunnels. At state level, commanding lesser numbers of senators (as in the
talk-back programs. Most of the channels in the
these requests bore fruit when the government case of Northern Territory and the A.C.T. in Australia,
television networks also have state bureaux … but not Tasmania). Canadian senators usually meet in
agreed to take over the airport link. regional party caucuses, which would suggest potential
“If a state premier [or mayor] demands protection of minorities, but in the final analysis,
Federally, the city’s efforts were fruitless the Canadian Senate rarely throws out government
more money from Canberra, people think it legislation after its enactment in the House of Commons
at first, as Liberal treasurer Costello ruled (the lower house). By the same token, however, the
is likely that someone outside the state will
the federal AusLink program inapplicable to Canadian government often accepts the Senate’s
inner-city roads. However, as the 2007 federal end up paying.” Echoing what Mueller says amendments made to bills after their initial passage
through the House of Commons.
elections loomed, vigorous lobbying produced about USA-style federalism, Costello adds that
5. This point is further explained immediately below in
a $600 million election pledge from Prime people would likely take a very different view the context of Dennis Mueller’s discussion of federalism
Minister Howard’s sorely-pressed coalition if they had to finance the project concerned in the USA.
6. Dennis C. Mueller. 1996. Constitutional Democracy.
team, which was then virtually matched by from their own tax (or general rate) revenues. New York & Oxford: Oxford University Press, pp.8-9. What
Mueller describes here is the infamous pork-barrelling
Labor’s $500 million pledge. Australian constitutional lawyers and system, by means of which sitting members of Congress
attempt to buy the support and votes of electors in
Brisbane City had thus secured the political scientists have likewise long argued their electoral districts back home.
requested funding regardless of which that evidence of federalism’s failure justifies 7. Ibid. In other words, such projects result in an
constitutional reform, including redistribution enormous misallocation of the nation’s resources.
party won. Meanwhile other State and local 8. Steven Wardill and Chris Griffith. 2005. ‘Motorway
governments around Australia were also of powers in our national constitution. funding to take its toll’. The Courier-Mail, 5 May.
obtaining similar election pledges to fund Meanwhile, the “Henry” review of taxation
9. Always provided, of course, that unexpected
circumstances did not intervene to reduce the pledge
costly location-specific facilities elsewhere. arrangements may help ensure that state and to the status of, for instance a “non-core promise”.
Similar pork-barrelling activities also occur local governments wanting the credit for
10. Of course, if a minister authorises allocation of
resources in clear contravention of statutory criteria,
within states. providing local facilities should bear the odium s/he may be liable to court proceedings.
11. Costello further explains: “To help overcome this
Yet, as Mueller has explained (above), of extracting the funds required to fund them. problem, I decided to allocate all revenue from the
when lobbying for location-specific regional or GST – a tax that grows with the growth of goods and
services in the economy – to the states. I hoped that,
local facilities succeeds, resource misallocation with guaranteed ‘growth’ revenue, the states would be
usually results, and the liberal-democratic, able to take full responsibility for their services and
the public would insist on higher accountability. But
public interest and federal principles may all it made no difference. The states took the revenue but
be undermined. showed no sign of changing their rhetoric, blaming all
their problems on under-funding by Canberra.”
In his recently published memoirs, former 12. Peter Costello with Peter Coleman. 2008. The Costello
Memoirs: The Age of Prosperity. Carlton, Victoria: MUP,
federal treasurer Costello writes, “Federalism p.310.
has failed in Australia. By federalism I mean
the system of government where powers are
Practical experience The Risk Management Problem key strategic risks led to the conclusion that
each originated from inside the larger project
Far too often, organisational disasters
led to PhD research occur even though there was evidence of
organisation – from its policies, processes,
systems or culture. However, attempts to
into hidden, problems before the event. Routinely, senior
leaders also seem to spend their lives dealing
generate effective management responses
fell on deaf ears. Despite being identified and
unmanaged with crises. For evidence, in Queensland
we need go no further than management
reported, these internally generated strategic
project risks were poorly managed.
organisational risk. failures in Queensland Health, allegations of
continued police corruption, and to the recent To understand the nature and impact of
This has now come Ann St on-ramp traffic debacle. Any remaining such risks, I carried out PhD research in nine
doubt can quickly be dispelled simply by major public sector projects3. Each had a risk
full circle – with asking senior public sector executives what management framework based upon AS/
they spend most of their time working on. NZS 4360. The projects investigated included
the delivery of IPAA Clearly, there is a risk management
an IT project, several public infrastructure
Queensland’s unique problem. If public sector organisations were
construction projects, two internal capability
building projects and a communications
genuinely effective in managing avoidable
Organisational Risk risks, there should be fewer unforeseen
engineering project.
The research looked for internally
Leadership series. disasters and less crisis management.
generated risks in each project, and compared
According to most risk management these with existing risk registers. To deal with
experts this problem arises from poor the complex, intangible nature of internally
application of the risk management thinking, generated risks, new tools were developed
principles and methods described in Australian for gathering, analysing and representing risk
Standard AS/NZS 43601,2. information. The project teams were involved
However there is an alternative conclusion, and had ultimate control over the results of
requiring a very different response. What if the risk analysis.
current risk management methods are simply The research produced startling results4:
not appropriate or effective for some types of
• An average of nine “High” or “Extreme”
organisational risk? If true, this would require
internally generated risks were identified
leaders to rethink their whole approach to the in each project.
management of risk.
• Less than 25% of those risks were
This was the conclusion I reached in 1998. being managed at the time the research
Despite facing multiple poorly-managed commenced.
strategic risks to projects, a formal Australian
The research showed that most of the
National Audit Office report strongly
unmanaged internally generated risks fell into
commended my project organisation for
two main categories:
applying best-practice risk management based
upon AS/NZS 4360. On the surface this is a • S ensitive Risks. These were risks that were
surprising result given the context. too personally or politically sensitive to
be documented openly in risk registers,
The Research reports, or business cases.
A more detailed root-cause analysis of my • Complex, intangible, inter-related risks.
Editorial Submissions
ARTICLES, BOOK REVIEWS, LETTERS, ACHIEVEMENTS.
We welcome submissions of all kinds from our members and are always looking for people
to contribute to our editorial board.
So if you’ve got something you’d like to share please contact us at publicinterest@qld.ipaa.org.au
or call (07) 3228 2800
These were organisational risks that were the leadership capability required to deal with References
inter-related, intangible and complex. difficult internal issues when they arise. If 1. Ian Abrahams. 2009. “Enterprise Risk Management
Without effective analysis, such risks may leaders look for simple solutions and delegate (ERM) is Attainable” In: RMIA Best Practice Yearbook 2009,
Risk Management Institute of Australia, pp 60-61.
not be identified and their root causes may the hard work of systemic risk analysis, we can 2. Sally-Ann Pitt. 2009. “Back from the Global Financial
be misunderstood. expect to continue to experience unforeseen Crisis (GFC)” In: Risk Magazine, Issue 67 September 2009. pp
14-19.
The Implications for Risk disasters and ongoing daily crises and churn. 3. Richard Barber. 2008. “PhD Thesis: An Investigation
into the Role of Internally Generated Risks in Complex
Management IPAA Queensland’s 3-Day Projects” University of NSW, Canberra
4. Barber, op.cit., p. 6-3.
It seems likely that internally generated Organisational Risk Leadership
5. Barber, op.cit., p. 7-2.
risks are a major factor in most organisational Series 6. Alan McLucas. 2003. “Decision Making: Risk
disasters5,6 and a source of ongoing smaller Management, Systems Thinking and Situational Analysis”
As a direct result of the research and later Argos Press, Canberra, pvii
crises and management churn. Despite their 7. Barber, op.cit., p. 7-21.
work, a new approach to the management
importance these risks tend to be poorly 8. Lynelle Briggs. 2007. “Tackling Wicked Problems: A
of risk has been developed. It takes a Public Policy Perspective” Commonwealth of Australia,
managed because: CanberrA
systems thinking approach and provides
• Traditionally, risks are identified analysed, new, more powerful tools and methods
prioritised and treated separately. for the identification, representation and
Internally generated risks cannot safely
be managed in this way.
analysis of complex organisational risks. DR
“Systemic Risk Management” also enables
• Many leaders and their teams are not good
at dealing with difficult, sensitive issues.
senior leaders to find and manage the key RICHARD
BARBER
underlying organisational drivers of complex
These tend not to be acknowledged, are strategic risks, rather than working on each
avoided, or are treated superficially. risk separately.
• Leaders confuse systems engineering with Dr Richard Barber has a
systems thinking, and try to apply systems The IPAA Queensland 3-Day Organisational background in Defence
engineering techniques to complex Risk leadership series reflects this new approach: electronics, international
organisational risks. This is ineffective and • Day 1 introduces the key underlying technology transfer and public
may lead to false confidence. systems thinking concepts and tools sector project management.
• There are few readily available systems for finding, understanding and treating His PhD research into complex,
thinking tools available to leaders working complex organisational risks. hidden risks was completed in
on complex problems. • Day 2 provides the thinking for dealing 2008. Richard is a consultant
• Leaders seem to want (or need) to move with organisational risk as a systemic to senior leaders, using
straight to solution rather than first doing whole. Simple, yet powerful, tools are systems thinking and systemic
the work needed to understand the nature provided that permit leaders to find risk analysis to help them
of the problem faced. They also delegate systemic root causes in real time. understand the root causes of
key analytical work to staff, rather than • Day 3 takes a leadership and governance organisational performance and
engaging in the complexity themselves. perspective, identifying the unifying to build capability.
From this, a key message for senior leaders principles of systemic risk management
is that traditional systematic risk management and how those can be applied in real
approaches are inadequate when dealing organisations. It also shows how analysis
with complex organisational risks. Instead, it of internally generated risks can be used
is necessary to take a more systemic, systems as a powerful first-principles health check
thinking approach7. This should not be a of governance arrangements and to drive
surprise – it is well established that public sector organisational development.
leaders should apply systems thinking to their The Organisational Risk Leadership series is
complex issues8. There is no reason to believe evidence that management research can lead
that risk management is an exception to this.
to practical, powerful and far-reaching new
There is a word of caution. Not all senior thinking and tools for leaders. In this case, the
leaders are comfortable and capable when key question is whether the opportunity will Dr Richard
Barber
dealing with complex, uncertain issues. be taken or will the risk management status
Further, not all senior leaders demonstrate quo prevail?
Professionals Special
iPaa Queensland MeMBer eVenT
An important part of contemporary professional life is understanding the importance of self
promotion and accepting that your career is yours to drive. Come along to ipAA Queensland’s
next Member Event to find out all the secrets, success tips, and common mistakes associated
In July we held an After 5 event on
with how to get noticed at work: raise your profile!
opportunity arises.
an opportunity to network
with and meet other engaging
employees in an informative and
engaging format vEnuE
Sebel Suites, Level 5
professionals broaden the networks of 95 Charlotte Street, Brisbane
learn from industry experts about professionals in the public sector
development of many
Panel sPeakers include: Save up to $35.
• S
ue Rickerby, Divisional Manager City
Sue Rickerby, Acting Divisional
Council who will speak on career
Manager, City Business, Brisbane
progression and personal success
City
stories.
Bring along a friend or colleague
to this event and only pay for
one ticket! Registrations essential.
Melanie Mea
Business, Brisbane City Council
Tanja Mrnjaus, Style Creator, id couture who will speak on
how personal
wear. Please help support
Cover durin
d collecting
for
g the 2009 Br Kids Under
and the importance of corporate
young professionals
appearance affects your career IPAA Queensland’s
ent who
ent Consultant, Link Recruitm
Elizabeth Kingston, Recruitm chosen charity, Kids
idge to Brisb
• Tanja Mrnjaus, Style Creator, id couture
will speak on the benefits of
corporate ladder.
effective networking and how
to climb the
Under Cover
ane
sector and I hope The event encouraged people to ‘bring a The committee are currently planning the
2010 CEO Breakfast. This is our invitation-only
friend’ and as a result was well attended by
to build on this many familiar and new faces. event where heads of agencies are personally
invited to bring a group of their most talented
fantastic work. ON FACEBOOK? young professionals to join them for breakfast.
Don’t forget about the IPAA Queensland In 2010 we will be holding a panel discussion
Young Professionals Group on Facebook. Join with senior executives from across the public
the group to connect with other like-minded sector, providing a unique opportunity for
young professionals passionate about the young professionals to hear their stories first
public sector. Visit the page to find out more hand. If you’ve ever wondered what it takes
on our upcoming events, be part of topical to get to the top and how to plan your career
discussions and access some great resources. path, this event will provide an unmissable
The committee are currently working on a insight into the experiences of some of
re-vamped Facebook page, so stay tuned for Queensland’s most respected public servants.
more information! HOW YOU CAN GET INVOLVED!
Our committee members are always
working hard to bring you the most relevant
and topical YP events and networking
opportunities but we’re always looking for
fresh ideas! If you would like to join the
committee or find out more please contact
our membership team via email members@
qld.ipaa.org.au
WELCOME BACK AND A SAD GOODBYE The money raised from the event will fund
the building and construction of a bungalow
Eden Platell has also returned from
for a young person at risk of homelessness.
maternity leave to a newly created
position, Executive Manager – Strategy and Also helping out with Kids Under Cover
Partnerships. This new role will drive strategy is our efficient Personal Assistant to the
in the organisation and develop strategic CEO, Caroline, who has been kindly taking
partnerships. Eden has also resumed her role as the minutes once a month for the KUC
Editor of the Public Interest and is looking for board meetings. Caroline offers a wealth
contributors so if you have a knack for writing of minute taking experience and helps take
please let her know at publicinterest@qld. the administrative load off State Manager,
ipaa.org.au Glenda Haig.
Officer We were also very sad to say goodbye to
d Events
keting an
erriot, Mar
Rebecca H Kerri-Ann Thiele, Chani Murphy and Naomi
Puchala. All three girls were outstanding team
members and will be missed!
WELCOME
Charity update – Kids Under Cover
IPAA Queensland is pleased to introduce
Rebecca Herriot, our new Marketing and Butterflies, Spiderman, fairies and flames!
Events Officer. Rebecca has an extensive You name it, our creative team Marketing and
background in both events and marketing, Membership Officer Simone and Executive
and joins us from a multinational PCO Manager – Membership and External Relations
(Professional Conferencing Organisation). Melanie were in their element face painting
children for our chosen charity Kids Under
Rebecca has previously worked in the public
Cover (KUC) at the BLF Union Charity Day on
sector in Japan and speaks fluent Japanese, Simone Lee
Long painting
Sunday 27 September. Charity Day faces at the
and has also worked in Dubai for a major BLF Union
international airline. Her commitment to The event was a unique opportunity for the
producing successful and profitable events construction industry to unite management
brings a wealth of experience to the IPAA and workers for the benefit of the local
Queensland team. community (its fourteenth year running).
David Hawkes
IPAA Queensland would like to extend a David has been contributing to the Public
huge thank you to David Hawkes for all of his Interest for several years now, spending many
hard work on the Hawkes’ Eye View column tireless hours contributing to debate on
in the Public Interest over the years. topics such as Aboriginal Education, strategic
human resource management and various
An IPAA National Fellow, career public
government reforms.
servant both in Queensland and the Northern
Territory and now private consultant, David Thank you David!
has decided to retire his popular column –
although we hope we can still twist his arm
to write the odd special feature!
Public
Public
Interest
Interest - June 2009 31
– October
Cha nce to Book !
LastOPENING KEYNOTE SPEAKER
ANNOUNCED
DR KEITH SUTER
Distinguished
speakers include:
The Hon. Kevin Rudd, MP
Prime Minister of Australia