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CPDS Home Contact | Professionalism: Chronological Summary |
Email sent 24/6/09
Professor Ken
Wiltshire Fixing Government in Queensland I noted your very reasonable comments on the hopeless efforts that continue to be made to reform government in Queensland.
There is no doubt that some sort of well-informed body (bodies?) needs to look closely at whether public sector 'reforms' that are being made are sensible. My speculations about problems in the machinery of government are on my web-site. And as a result of consideration of the 2009-10 budget, speculations about the need also for external expert support in relation to both public finance and the economic outlook are in (a working draft of) About the 2009-10 Budget. I have less confidence than you do, however, in the ability of a resurrected EARC to provide guidance on public sector machinery. The original was associated with the Goss administration which created the politicised, de-skilled and unrealistically centralized public service environment which has played a significant role in the subsequent ineptitude of Queensland Governments. While most of the damage was done by the PSMC and the Premier's Office, EARC seemed to me to be; (a) toothless; and (b) remote and concerned with grand theories rather than practical change management [which was most unfortunate as the reforms EARC was charged to deal with were not the only important reforms that were needed at that time]. My experience suggests that a major problem is that Queensland's community (and Australia's) inherited machinery of government whose basis the 'man in the street' (ie the electorate and their representatives) did not (and does not) understand - and governments have been prepared to accept lightweight advice about how to reform it from cronies who have either experience but little strategic insight (the Coalition's preference) or theoretical knowledge but little experience (the ALP's preference). One way to move forward might be to convene a group reflecting both practical experience and theoretical knowledge and motivate them to: (a) identify (through networking) what the problems / opportunities are seen to be, and what work has already been done; (b) engage with community leaders to disseminate understanding of the problems / opportunities and get feedback; and finally (c) scope out the challenge and define the sorts of organisational arrangement through which it might be addressed. It is my perception that there are staff in various universities who have taken relevant initiatives over the years and that it would probably be possible to find individuals with practical experience to complement them. I would be interested in your views about these matters. John Craig |