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26/5/08
Matthew Franklin
The Australian
Public Service Magic?
A couple of weeks ago you
wrote about the Prime Minister's goals for developing Australia's federal
Public Service.
My interpretation of your article:
PM has vowed to poach the
best and brightest from the
private sector to run government departments in shift from the tradition
of lifelong service to lead to departmental leadership. Senior bureaucrats
need private sector and community experience. Bureaucracy should have to
compete with private sector for delivery of taxpayer funded services. PM
will demand a more professional public service and more flexible pathways
between public and private sectors. Private sector has long sought talent
in public sector, and the latter should do the same. Public sector
leadership should reflect a wide diversity of work experiences - to enable
better understanding of community. Public servants should also have
hands-on experience of business, finance, logistics and strategic
planning. (Franklin M. 'Rudd to poach business bosses', Australian,
1/5/08).
I should like to suggest for
your consideration that, in view of Queensland's experience under the Goss
administration (in which Mr Rudd had a central role), that such trendy and
high-sounding rhetoric about the federal Public Service should probably be
viewed with alarm, unless it is accompanied by realistic details of how such
notions can be successfully achieved. My reasons for suggesting this are
outlined in
Public Service Magic?
John Craig
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