Academic literature on the topic 'Australian government agencies'
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Journal articles on the topic "Australian government agencies"
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Saunders, Benjamin B. "Responsible Government, Statutory Authorities and the Australian Constitution." Federal Law Review 48, no. 1 (November 28, 2019): 4–29. http://dx.doi.org/10.1177/0067205x19890445.
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This article examines the compatibility of extra-departmental executive agencies, a defining feature of the modern regulatory state, with responsible government, one of the architectonic principles of the Australian Constitution. Some scholars have argued that a constitutional implication derived from responsible government should be drawn limiting the types of entities that may be established by the Commonwealth and imposing requirements relating to the relationship that must exist between ministers and entities within their portfolio. This article argues that the view that independent statutory agencies are a derogation from the principles of responsible government rests on a misunderstanding of responsible government. Responsible government is an inherently evolutionary system: as incorporated into the Australian Constitution, responsible government was intended to be flexible and non-prescriptive, allowing for change in the governmental arrangements considered necessary from time to time. Independent statutory agencies should not be seen as a challenge to the true principles of responsible government but a legitimate evolution in governance arrangements, which the Constitution deliberately left open.
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Young, Michael, Raymond Young, and Julio Romero Zapata. "Project, programme and portfolio maturity: a case study of Australian Federal Government." International Journal of Managing Projects in Business 7, no. 2 (April 1, 2014): 215–30. http://dx.doi.org/10.1108/ijmpb-08-2013-0034.
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Purpose – This paper aims to examine the notion of maturity assessment and maturity models more broadly and goes on to examine the findings from the assessments of project, programme and portfolio maturity undertaken across Australian Government agencies. Design/methodology/approach – A statistical analysis was performed to determine the level of maturity that best represents the Australian Federal Government agencies as a whole. The unit of analysis in this study is the agencies overall scores in each sub-model across the seven perspectives of the portfolio, programme and project management maturity model (P3M3) maturity model. Findings – This study has identified a number of interesting findings. First, the practices of project, programme and portfolio across the dataset practiced independently of each other. Second, benefits management and strategy alignment practices are generally poor across Australian Government agencies. Third, programme management practices are the most immature. Finally, the results showed a high sensitivity to the “generic attributes” of roles and responsibilities, experience, capability development, planning and estimating and scrutiny and review. Research limitations/implications – All data used in this analysis are secondary data collected from individual Australian Government agencies. The data were collected by accredited consultants following a common data collection method and using a standard template to ensure a consistent approach. Practical implications – The study poses some implications for practice, particularly given the context of Australian Federal Government agencies current plans and action to improve organisational maturity. The study suggests that benefits management processes at the project level and benefits management, governance and stakeholder management processes at the programme level should be an area of focus for improvement. Originality/value – This study is the first attempt to systematically review the data collected through such an assessment and in particular identify the findings and the implications at a whole of government level.
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Jarman, A. M. G., and A. Kouzmin. "Australian Metropolitan Development: Local Government Reform and Urban Growth into the 1990s." Environment and Planning C: Government and Policy 11, no. 2 (June 1993): 143–60. http://dx.doi.org/10.1068/c110143.
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During the past four decades, many national governments, both centralist and federal, have spent considerable resources on planning for improved types of human settlement. Sometimes, grand schemes of regional planning, ‘New Town’ development, vast subdivisional tracting, and, even, industrial policy have been prepared and implemented in the name of urban and metropolitan development. The developmental role of local councils, as governmental authorities, has been either understated or underutilized; often, both. Australian governments should now reflect upon past policies and, most particularly, reconsider the role of a proactive local government sector in future metropolitan and urban development. In general terms, a multigenerational model regarding Australian urban policy design is considered. The first three, and more conventional, generations consist of: (1) the local government ‘fragmentation’ dispute, whereby local authorities are regarded as being too small, parochial, and ineffective as planning institutions; (2) the ‘New Town’ period, involving centralized planning and funding; and (3) a consolidation era where many different types of corporate, multifocal authority agencies have been created. The fourth generation constitutes the governmentally approved multifunction polis (MFP): A unique Japanese–Australian vision of a 21st century technopolis. It is argued that a further, fifth, model needs to be considered in the context of Australia's continuing outer-(sub)urban development. A linear growth-linkage model is presented; one which enhances the role of local government planning and development near the various state-located capital cities.
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Lehmann, Caitlyn. "Editorial." Children Australia 42, no. 4 (November 29, 2017): 225–29. http://dx.doi.org/10.1017/cha.2017.44.
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Among the plethora of minor parties fielding candidates in Australia's 2016 federal election was a relative newcomer called Sustainable Australia. Formed in 2010 and campaigning with the slogan ‘Better, not bigger’, the party's policy centrepiece calls for Australia to slow its population growth through a combination of lower immigration, changes to family payments, and the withdrawal of government agencies from proactive population growth strategies (Sustainable Australia, n.d.). At a global level, the party also calls for Australia to increase foreign aid with a focus on supporting women's health, reproductive rights and education. Like most minor parties, its candidates polled poorly, attracting too few votes to secure seats in the Senate. But in the ensuing months, the South Australian branch of The Greens broke from the national party platform by proposing the aim of stabilising South Australia's population within a generation (The Greens SA, 2017). Just this August, Australian business entrepreneur Dick Smith launched a ‘Fair Go’ manifesto, similarly calling for reductions in Australia's population growth to address rising economic inequality and a “decline in living standards” (Dick Smith Fair Go Group, 2017).
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Self, P. "Federalism and Australian Local Government: Reflections upon the National Inquiry into Local Government Finance." Environment and Planning C: Government and Policy 5, no. 2 (June 1987): 123–35. http://dx.doi.org/10.1068/c050123.
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In 1984 the Hawke Government appointed a National Inquiry to review the federal revenue-sharing grants for local government introduced eight years previously, and to propose desirable aims and a basis for future federal support. Australian local government is on a small scale and closely under the control of state governments; federal support raises complex issues of intergovernmental relations. In this paper, the wide-ranging Report of Inquiry, and its political outcome, are related to basic issues about federal-state relations and the rationale and extent of federal interventions. In particular, the Australian experience is interesting for its attempts at combining vertical redistribution of revenue with ambitious and detailed equalisation policies, financed at federal level but administered by independent state agencies.
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SCHAPER, MICHAEL T. "CREATING INDEPENDENT ADVOCATES FOR ENTREPRENEURS WITHIN GOVERNMENT: SOME REFLECTIONS ON THE SMALL BUSINESS COMMISSIONER MODEL." Journal of Enterprising Culture 16, no. 03 (September 2008): 299–309. http://dx.doi.org/10.1142/s0218495808000132.
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This paper provides a critical overview of a recent attempt to create an independent statutory "voice" for small enterprises within the formal government bureaucracy in one Australian jurisdiction. It discusses the creation and eighteen months of activity of the Small Business Commissioner of the Australian Capital Territory. In 2003 the ACT government foreshadowed that, as part of its strategy to create the most small-business-friendly location in Australia, it would establish a Small Business Commissioner as a statutory appointment. The Legislative Assembly passed the Small Business Commissioner Act in 2004 and activity began in March 2005. The key activities of the Commissioner have been to examine small business complaints about ACT government agencies; to promote the use of mediation and/or other alternative dispute resolution tools for the settlement of disputes between small enterprises and other businesses; to provide independent advice to the Territory government about laws, regulations and policies that may affect small firms; to oversee the introduction of small business service charters within government agencies; and to establish a more "business friendly" service culture within ACT government agencies. On one hand, it is clear that a Commissioner role has a potentially significant strategic importance for small and medium-sized enterprises, principally through the provision of independent commentary, pushing for red tape and regulatory reduction, and by providing mediation services and investigative functions. However, there are also some current problems with the role. These include potential overlap with other regulatory and investigative bodies; lack of formal compulsive powers; its dependence on political support for its effectiveness; insufficient resources; and the nature of the relationship it has with other government entities.
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Miller, Jessica, and Nick Quinn. "EXERCISE WESTWIND – A COLLABORATIVE OIL SPILL RESPONSE BY OIL & GAS OPERATORS AND AGENCIES." International Oil Spill Conference Proceedings 2017, no. 1 (May 1, 2017): 2851–62. http://dx.doi.org/10.7901/2169-3358-2017.1.2851.
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Abstract On June 9th, 2015, ACME Oil Company’s rig suffered a dynamic positioned ‘run-off’. The mobile drilling unit lost its station above the wellhead and a loss of well control was experienced. “A massive environmental emergency unfolded…affecting pristine coastline and masses of wildlife”. Incident Management and Field Response Teams were activated in a multi-agency operation, bringing together 200 personnel from 16 oil and gas companies and 18 government agencies and third party providers. Source control, aerial, offshore, nearshore, shoreline and oiled wildlife response capabilities were deployed and national/international support was utilised. Jointly managed by the Australian Marine Oil Spill Centre (AMOSC), the Australian Maritime Safety Authority (AMSA), the Federal Department of Industry and Science, and the Western Australian Department of Transport -Exercise Westwind was a successful multi-faceted marine spill response, demonstrating Australia’s collective Industry/Government capacity to respond to a large, offshore loss of well control incident in a remote and isolated location. ACME Oil Company was a fictitious company formed to enable the amalgamation of Australian petroleum companies to exercise industry arrangements under one ‘banner’ during the exercise period. ACME Oil Company had its own set of credentials, company website and Oil Pollution Emergency Plan. The company also held real time memberships with a number of service providers including AMOSC, Oil Spill Response Ltd, Trendsetter Engineering International, Oceaneering Australia and addenergy. Representing an innovative approach to spill response exercising, ACME Oil Company was a valuable and critical aspect to industry and governments participation under a non-attributable banner. Additionally, it enabled safe, widespread lessons to be observed, allowed for real-time testing of arrangements and provided a safe environment for regulators, stakeholder and industry interplay. The exercise was an efficient and practical solution for Industry titleholders and their third party supporting organisations, to test shared response resources and to ensure Industry arrangements for responding to oil pollution are in accordance with the Offshore Petroleum and Greenhouse Gas Storage (Environment) Regulations 2009. This paper will discuss the development program behind the exercise and the experience of managing an exercise of this nature. It will highlight the successes including the creation and implementation of a fictitious company and the extensive collaboration between the industry and government personnel involved. It will also look forward – where are we 11-months later? Can the history of exercising and/or response help us improve for the future-implementation of change and continued testing is critical in furthering our oil spill response capability and capacity.Exercise Westwind – Operational Phase TwoExercise Westwind – Operational Phase Two
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Warren, Matthew, and Shona Leitch. "Protection of Australia in the Cyber Age." International Journal of Cyber Warfare and Terrorism 1, no. 1 (January 2011): 35–40. http://dx.doi.org/10.4018/ijcwt.2011010104.
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Australia has developed sophisticated national security policies and physical security agencies to protect against current and future security threats associated with critical infrastructure protection and cyber warfare protection. In this paper, the authors examine some common security risks that face Australia and how government policies and strategies have been developed and changed over time, for example, the proposed Australian Homeland Security department. This paper discusses the different steps that Australia has undertaken in relation to developing national policies to deal with critical infrastructure protection.
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Roles, Cameron, Michael O’Donnell, and Peter Fairbrother. "The Aftermath of the Global Financial Crisis and Union Strategies in the Australian Public Service." Articles 67, no. 4 (December 5, 2012): 633–53. http://dx.doi.org/10.7202/1013198ar.
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Summary The Australian Labor government’s recognition of collective bargaining under its Fair Work Act 2009, and its efficiency drive from late 2011 across the Australian Public Service (APS), presented the Community and Public Sector Union (CPSU) with an opportunity to explore means of union renewal following a decade of conservative governments focused on union exclusion. An expanding budget deficit in 2011 placed considerable financial constraints on Australian government revenue. The Labor government increased the annual “efficiency dividend”, or across the board cuts in funding, from 1.5 per cent in May 2011 to 4 per cent in November 2011 as it attempted to achieve a budget surplus. This placed considerable pressure on agency management to remain within tight constraints on wage increases and to find budget savings, resulting in growing job losses from 2011. There was also considerable central oversight over bargaining outcomes throughout this bargaining round, with the Australian Public Service Commission (APSC) involved at all stages of the agreement-making process, to the frustration of many agencies and the CPSU. Nevertheless, throughout the 2011-12 bargaining round, the CPSU worked with its members to develop creative forms of industrial action, such as one minute stoppages in the Defence department. The union also mobilized an overwhelming majority of APS employees to vote “no” in response to initial offers put by agency managements. In addition, the CPSU focused on winning bargaining concessions in politically sensitive government agencies and then flowing these concessions to other agencies. Typical of this approach were the agreements reached in the Immigration department and Customs agency. Union recruitment activities over 2011 resulted in a substantial rise in membership and enhanced communications with members through workplace meetings, telephone and internet communications, and emails. Such union initiatives highlight the potential for enhanced union capacities and mobilization during a time of growing austerity.
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Cook, Garry D., and Lesley Dias. "It was no accident: deliberate plant introductions by Australian government agencies during the 20th century." Australian Journal of Botany 54, no. 7 (2006): 601. http://dx.doi.org/10.1071/bt05157.
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The weedy potential of deliberately introduced plants has been a growing concern in Australia since the late 1980s. Although introduced plants are critical to Australia’s agricultural and livestock production, many species that were praised in the past are now declared agricultural and environmental weeds. Nevertheless, weeds researchers appear largely ignorant of the magnitude and intent of plant introductions for agricultural purposes as well as the legacy of unwanted plants. Across more than 70 years, Commonwealth Plant Introductions comprised 145 000 accessions of more than 8200 species. These species include more than 2200 grass (Poaceae) and 2200 legume species (Fabaceae sensu stricto), representing about twice the indigenous flora in those families and about 22 and 18%, respectively, of the global flora of grasses and legumes. For most of the 20th century, these and other introductions supported research into continental-scale transformation of Australian landscapes to support greatly increased pastoral productivity in order to achieve policy goals of maximum density of human population. This paper documents some of the scientific developments and debates that affected the plant-introduction program. We argue that recent developments in weed science and policy need to be informed by a better understanding of plant-introduction history.
Dissertations / Theses on the topic "Australian government agencies"
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Di, Francesco Michael Francis, and not available. "Program Evaluation and Policy Management in Australian Central Agencies." The Australian National University. Public Policy Program, 1997. http://thesis.anu.edu.au./public/adt-ANU20010726.162328.
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Of the many components of reform to Australian government administration in the
1980s, the introduction of systematic program evaluation is perhaps one of the least
examined. This thesis seeks to assess the Federal Labor Government's evaluation
strategy as an instrument for enhancing what are here termed the policy management
capacities of central agencies. It proceeds in two steps. First, the thesis traces in detail
the development of program evaluation policy in Australian federal government from
the effectiveness reviews of the Coombs Report of 1976 to the current evaluation
strategy, and argues that, despite competing purposes for it, evaluation was intended
primarily to serve decision making in central government. This policy aim was
cemented by the economic crisis of the mid 1980s and framed around budgetary issues
by its steward, the Department of Finance. Second, in order to assess the impact of the
evaluation strategy, the thesis develops a framework for analysing program evaluation
as one instrument for strengthening the core policy management functions of central
agencies. In this context, policy management is essentially a coordination task. The
contribution of evaluation to two aspects of policy management-resource
coordination, and policy development and coordination-is examined. The findings
confirm that attempts to formalise evaluation processes have had a variable impact-
central budgetary processes remain dependent on relatively informal assessment
procedures, although recent attempts to enhance policy coordination through the
evaluation of policy advising processes have proved potentially to be more influential.
In conclusion, the thesis argues that the evaluation strategy represented a credible
attempt to better inform policy making in central government, but suffered for want of
clear policy design and firm execution that resulted in only a marginal impact on these
processes.
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Eccleston, Anthony L., and n/a. "Coordinating information provision in government agencies using an integrated information management strategy." University of Canberra. Information, Language & Culture Studies, 1996. http://erl.canberra.edu.au./public/adt-AUC20060404.123006.
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The specific aims of this study were determined on a conceptual appreciation that
management of information assets and services in some government agencies was
deficient in meeting both existing and developing demands. This appreciation
manifested itself in a commitment to investigate the principles and processes
intrinsic to existing management methodologies, to relate these processes to the
needs of users, and to determine a strategy which could more ably meet the
information provision requirements of those users.
The achievement of these aims predicated the use of the case study research
method, selecting as the first case study the Department of Human Services and
Health (DHSH), an agency that had recognised that a problem existed in the
provision of information services, and had initiated action to address that
problem. As a counter, the Department of Defence, an agency which adrmts to a
problem, but which had yet to initiate an active, global program for its resolution,
was chosen as the second case study.
A theoretical model, which reflects extant international thinking and practice, was
initially constructed in order to establish a basis on which to ascertain and
evaluate the information management circumstances of the two case study
departments. This model specified the objectives considered to be fundamental
to effective information management in a public service environment. It included
studying the foundation repositories of information services from which
information in the portfolio domains of government are sought. These services
are the traditional records centres or registries, the library services which provide
a repository of published and grey material in printed, image and magnetic
formats, and the computerised networks holding electronic records at varying
levels of development.
An analysis of findings was carried out separately on each case study agency
before bringing the data together for cross-case analysis. In order to maximise
the veracity and validity of the data collected and its subsequent interpretation by
the researcher, the draft analysed case study findings were submitted to the
respective agencies for review and critique. All matters of substance received
have been incorporated in the final version.
The findings from the two case studies and the cross-case analysis confm that,
despite significant advances in some specific agencies, the initial hypothesis that
government agencies are still deficient in providing optimum services to meet the
information needs of users, is demonstrated. The advances that have been made,
however, similarly support the other thesis hypotheses that the implementation of
an integrated information management strategy in any government agency will
provide a foundation for improved information provision and the timely delivery
of relevant available information to the user.
Finally, a model of optimum processes involved in such a strategy, derived from
the theory and practical products of this study, is offered. This could be the
subject for future evaluation and testing for realistic and functional application.
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Ramage, Paul. "Factors impacting on the adoption and operation of corporate governance reform in Australian state government departments." full-text, 2009. http://eprints.vu.edu.au/1992/1/Paul_Ramage_PhD_3521847_2009.pdf.
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Corporate governance reforms are increasingly common in public sector organisations. Despite the scope of recent and ongoing public sector change, the processes used to adopt and operate public sector corporate governance reform are not clearly documented. In some cases there is evidence of reform failure. This study sought to identify and describe the variables associated with corporate governance change in Australian state government departments, particularly the factors that impact on the adoption and operation of reform. Concepts associated with scientific management (rational/technocratic influences) and organisational culture (political/cultural influences), and their impact on change, were combined to produce a framework that was tested in two phases. Phase one focused on the collection of qualitative data relating to corporate governance reform in the Victorian Department of Human Services. The second phase involved the collection of quantitative data from chief executives and senior executives in all Australian state government departments. The qualitative data collected in phase one was used to validate the conceptual framework which was then further tested using quantitative methods during phase two. Phase one and two findings were consistent with the conceptual model. In particular, a factor analysis of phase two results identified the adoption of change being influenced by leadership capability; external improvement drivers; internal improvement drivers; organisational politics; the capacity of an organisation to interpret knowledge; and changes in an organisation’s operating environment. The operation of reform was influenced by continuity of leadership; actions taken to embed change and build supportive attitudes to change; management of organisational politics; and the capacity of an organisation to understand change. The immediate implication of this research is the definition of a new model to manage corporate governance change. The rational/scientific and political/cultural factors identified by this project provide an integrated approach that can be drawn upon by change actors. It acknowledges the significance of the rational/scientific and political/cultural factors that come into play during corporate governance reform. This study has filled a gap relating to how public sector organisations go about making corporate governance changes and provides customised and practical recommendations for future corporate governance reforms in Australian state government departments. These include giving priority to corporate governance reform training (the research found that only around one in two senior officers had been trained in corporate governance reform) and further strengthening organisational leadership (leadership was identified as a critical factor at both the adoption and operation stages of corporate governance reform). This research provides new insight into understanding corporate governance change in an Australian public sector context and provides a model to more effectively manage future reform.
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Rowlands, David, and n/a. "Agencification in the Australian Public Service: the case of Centrelink." University of Canberra. Management & Policy, 2002. http://erl.canberra.edu.au./public/adt-AUC20050819.113849.
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Agencification-the creation of autonomous agencies within the public
service-has been occurring in many jurisdictions. It has usually had a
rationale of improving the way in which government works. Generally,
agencies are expected to provide more flexible, performance-oriented,
responsive public services. The purpose of this work is to examine a
particular example of agencification in the Australian Public Service (APS)
and to compare it analytically with similar occurrences elsewhere.
Specifically, it will examine the splitting of the former Department of Social
Security (DSS) into two separate organisations, a policy department and a
service delivery agency operating under a purchaser-provider arrangement,
Centrelink. It will do this in the context of theories of agencification and of
practical experience of agencification elsewhere. It will analyse why
agencification has happened in this case and what the experience has shown,
focusing on the role, governance, accountability and prospects for the new
arrangements. This, the most prominent and substantial case of
agencification in the Australian government, will be compared with the
agencification experience reported in other jurisdictions-the United
Kingdom and New Zealand. It will address why Centrelink came about,
what the outcome has been of the change in institutional arrangements, and
what the likely future is of the Centrelink arrangements. It will show that,
when examined closely, the mechanisms bringing about agencification have
been diverse. However, there are parallels in the experience. This leads to a
conclusion that the current Centrelink arrangements are not stable in the
long term, and some aspects-such as the purchaser-provider
arrangement - should be set aside.
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Pongatichat, Panupak. "The alignment between performance measurement and strategy in central government agencies." Thesis, University of Warwick, 2005. http://wrap.warwick.ac.uk/2601/.
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This research involved an investigation of the alignment between performance measurement and strategy in central government agencies. A review of the literature suggested that, although the topic is of great interest and importance, it has been underresearched. The context of the existing studies appears to be based primarily on for-profits/business rather than not-for-profit/public sector domain. Moreover, the existing research is mainly normative lacking supporting empirical evidence. The objectives of this research were to (1) develop greater understanding of performance measurement in the public sector, and (2) provide supporting empirical evidence in place of the normative arguments regarding the alignment between performance measurement and strategy. This research aimed to answer the question, ‘how, in central government agencies, is the alignment between performance measurement and strategy managed?’ This interpretive multiple-case research comprised of the studies of four central government agencies in Thailand. The primary data source was interview data supported by documentation. The interpretational analyses were conducted both at intra-case and inter-case levels. This research found that public officials often regarded, ‘strategy’ as equivalent to ‘policy’ and that these terms were used interchangeably. The research also found that the existing definitions of fundamental performance measurement/management terminologies did not fit comfortably with public sector management owing mainly to their lack of practical perspectives. This research proposed refined terminologies. Additionally, the research found eight advantages of stategy-misaligned performance measurement despite the absence of their recognition in the existing literature. As a result, misalignment could be preferable in some circumstances. However, public managers were under pressure to demonstrate alignment between performance measurement and strategy thus ‘alignment tensions’ occurred in practice. In order to deal with these tensions, three strategies were identified including (1) neglecting the tensions (as in ‘do-nothing strategy’), (2) attempting to realign performance measurement with strategy (as in ‘realigning strategy’), and (3) directing attention from the alignment issue (as in ‘distracting strategy’).
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Vickery, Edward Louis. "Telling Australia's story to the world : the Department of Information 1939-1950 /." View thesis entry in Australian Digital Theses Program, 2003. http://thesis.anu.edu.au/public/adt-ANU20040721.123626/index.html.
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"Contingency planning models for Government agencies." University of Technology, Sydney. School of Computing Sciences, 1996. http://hdl.handle.net/2100/245.
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This report describes a research study into the current situation within Federal, State Government and selected private sector agencies, assessing contingency plans for Information Systems and suggests models for state-wide planning against Information Systems disasters. Following a brief look at various phases of contingency plan development, the study looks into the factors that prompt organisations to prepare contingency plans. The project involved a survey of current Information Systems contingency plans in the government agencies in the states of Victoria, Western Australia, South Australia, New South Wales and in the Australian Capital Territory. It also included two major banks, an insurance company and two computer services bureaux in the private sector within New South Wales. The survey determined that particular factors play important roles in the decision by organisations to commence contingency planning. These include actual disaster experience, senior management support, auditor's comments, legal requirements, risk analysis and business impact study, economic considerations, insurance requirements, contract commitment, new staff and introduction of new hardware and software. The critical success factors in contingency planning include regular maintenance and testing of the plan. The project also discusses the current contingency planning environment within New South Wales Government agencies and suggests cost-effective models for state-wide adoption.
Books on the topic "Australian government agencies"
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Australian handbook of public sector management. Crows Nest, N.S.W: Allen & Unwin, 2001.
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Western Australia. Office of the Auditor General. Management and control of minicomputer-based systems in Western Australian government agencies: Performance examination. West Perth, WA: The Office, 1995.
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3
Commission, Australia Aboriginal and Torres Strait Islander. Western Australian Aboriginal Justice Agreement: A partnership between justice-related State Government agencies and the Aboriginal and Torres Strait Islander Commission. Perth, W.A: Dept. of Justice, 2004.
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4
Australia, Western. Putting people first: The Western Australian state government's action plan for addressing family violence and child abuse in aboriginal communities : the response to the inquiry into response by government agencies to complaints of family violence and child abuse in aboriginal communities. Perth]: Govt. of Western Australia, 2002.
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Wanna, John. Public sector management in Australia. South Melbourne: Macmillan, 1992.
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John, Wanna, and Weller Patrick Moray, eds. Public sector management in Australia: New challenges, new directions. 2nd ed. South Yarra: Macmillan Education Australia, 1999.
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Energy, Western Australia Office of the Minister for. Restructure of funding and advisory agencies for alternative energy: A discussion paper prepared by the Government of Western Australia. [Australia: Govt. of Western Australia, 1994.
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8
Lenore, Coltheart, ed. Jessie Street: A revised autobiography / edited by Lenore Coltheart. Annandale, N.S.W: Federation Press, 2004.
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Tyler, Peter J. Humble and obedient servants: 1901-1960. Sydney: UNSW Press, 2006.
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Education, Vanuatu Ministry of. Joint partnership arrangement between the Government of Vanuatu represented by the Ministry of Education, the Ministry of Finance and Economic Management and the Prime Minister's Office and Agence Française de Développement, Australian Agency for International Development, European Union, the Government of France, represented by the Embassy of France, the Government of Japan, represented by the Embassy of Japan, New Zealand Agency for International Development, the Peace Corps, Secretariat of the Pacific Community, United Nations Education, Scientific and Cultural Organisation, United Nations Children's Fund, the World Bank in relation to the Vanuatu education road map. Vanuatu: Government, 2009.
Find full textBook chapters on the topic "Australian government agencies"
1
Aulich, Chris, and Roger Wettenhall. "Australia." In Government Agencies, 29–39. London: Palgrave Macmillan UK, 2012. http://dx.doi.org/10.1057/9780230359512_3.
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Chugh, Ritesh, and Srimannarayana Grandhi. "E-Government in Australia." In Public Affairs and Administration, 1905–25. IGI Global, 2015. http://dx.doi.org/10.4018/978-1-4666-8358-7.ch098.
Full textAbstract:
The adoption of e-government signifies a positive way to move ahead in the 21st century with enhanced quality, cost effective government services and a superior relationship between different stakeholders. E-government provides new opportunities to both government and its citizens. The wider acceptance of new communication technologies are helping governments and their agencies worldwide to serve citizens, businesses and other governments with greater efficiency. This chapter looks at e-government development statistics globally before narrowing down to Internet usage and e-government adoption in Australia. Opportunities and challenges of e-government adoption are presented. The chapter then focuses on the current state of e-government in Australian city councils and seeks to evaluate council websites to understand their usability characteristics. Seven Australian capital city council websites have been chosen and evaluated based on factors such as navigation, searchability, layout and visual clarity, information content, communication methods, and transactional services. The research indicates that e-government in Australia is in its early stages and there is scope for further improvement and growth. The high incidence of web presence indicates that government entities, such as city councils are pursuing cyber strategies. Although the majority of government entities utilise websites to disseminate information to the public, optimal use of ICT in the public sector is ad hoc and in infancy albeit growing rapidly. This chapter provides a concise and holistic understanding of issues that can be encountered when exploiting the Internet and ICT for providing e-government services.
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Thomson, John Douglas. "E-Government Management Practice." In Enterprise Resource Planning, 651–64. IGI Global, 2013. http://dx.doi.org/10.4018/978-1-4666-4153-2.ch038.
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E-government agencies in developed and developing countries are anticipating efficiency and effectiveness gains from the evolution of new e-business models. Such agencies are attempting to adopt and adapt the new technologies to public e-business in order to achieve the benefits being realised by entities in the private sector. The adoption of Enterprise Resource Planning (ERP) is one of these e-business models. The purpose of this chapter is to explore the adoption of ERP by the Australian Department of Defence through longitudinal action research. This development may be of interest to other public sectors wishing to avoid unnecessary expense and achieve an efficient and effective outcome in minimum time.
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Kelso, Robert. "Inter-Governmental Relations in the Provision of Local E-Services." In Global Information Technologies, 2439–51. IGI Global, 2008. http://dx.doi.org/10.4018/978-1-59904-939-7.ch177.
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Australia is a nation of 20 million citizens occupying approximately the same land mass as the continental U.S. More than 80% of the population lives in the state capitals where the majority of state and federal government offices and employees are based. The heavily populated areas on the Eastern seaboard, including all of the six state capitals have advanced ICT capability and infrastructure and Australians readily adopt new technologies. However, there is recognition of a digital divide which corresponds with the “great dividing” mountain range separating the sparsely populated arid interior from the populated coastal regions (Trebeck, 2000). A common theme in political commentary is that Australians are “over-governed” with three levels of government, federal, state, and local. Many of the citizens living in isolated regions would say “over-governed” and “underserviced.” Most of the state and local governments, “… have experienced difficulties in managing the relative dis-economies of scale associated with their small and often scattered populations.” Rural and isolated regions are the first to suffer cutbacks in government services in periods of economic stringency. (O’Faircheallaigh, Wanna, & Weller, 1999, p. 98). Australia has, in addition to the Commonwealth government in Canberra, two territory governments, six state governments, and about 700 local governments. All three levels of government, federal, state, and local, have employed ICTs to address the “tyranny of distance” (Blainey, 1967), a term modified and used for nearly 40 years to describe the isolation and disadvantage experienced by residents in remote and regional Australia. While the three levels of Australian governments have been working co-operatively since federation in 1901 with the federal government progressively increasing its power over that time, their agencies and departments generally maintain high levels of separation; the Queensland Government Agent Program is the exception.
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Boutros, Andrew. "Australia." In From Baksheesh to Bribery, 11–59. Oxford University Press, 2019. http://dx.doi.org/10.1093/oso/9780190232399.003.0002.
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Australia’s anti-bribery and anti-corruption laws appear simple in expression but have proved illusive in securing successful prosecutions. The structure of the foreign bribery offense is complicated and requires numerous physical and mental elements to be established for each limb of the offense. Since 1999 when Australia enacted its foreign bribery laws, there have been several corporate and individual guilty pleas in foreign bribery cases but as yet no contested trials. The first case in 2011 arising out of the Securency banknote printing scandal has concluded with mixed results: several plea deals yet other prosecutions permanently stayed due to illegal conduct on the part of the investigative agencies. Other more recent cases have started but are early in the criminal justice system. The traditional approach of the Australian prosecutors is that once charges are laid, they expect a guilty plea to the offense charged or an agreed lesser offenses and then any discount is a matter for the sentencing court. Australia still lacks a structured approach to complex commercial crime including foreign bribery. While there are reforms pending before the Australian government on changes to the foreign bribery offense deferred prosecution agreements, a strict liability corporate offense of failing to prevent foreign bribery, and enhanced private sector whistle-blower laws, they are yet to be implemented. While resources at the Commonwealth level have improved over the years, they remain diffuse, underfunded, and under-resourced. Australian business is starting to adopt a more proactive response to manage offshore risk and the expected legislative reforms are pushing this along. Australian business increasingly knows it must address these issues in a global economy as its most significant trading partners are taking a similarly tough stand against bribery and corruption.
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Griffiths, Mary. "Empowering Citizens." In Advances in Electronic Government, Digital Divide, and Regional Development, 124–41. IGI Global, 2013. http://dx.doi.org/10.4018/978-1-4666-4058-0.ch008.
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The federal government of Australia has established an innovative although uneven record in shared governance initiatives in a climate of political stability and broad social inclusion policies. The participatory reform agenda has the potential to increase citizen empowerment, improve government transparency and accountability, and develop the capacities of the administrative arm. Changes to Australian Public Service (APS) practice are now aimed at better support for citizen-centric policy formation and, in some examples, shared governance. Nevertheless, policy consultations remain at the high-risk/high gain end of citizen-government-APS relations. This chapter scopes the concept and contexts of policy co-production both as a technique of engagement and a desirable outcome in shared governance for representative democracies. It assesses policy engagement from the perspective of citizens as agents, not targets. Using a constructivist approach, the chapter assesses the impact of contextual factors, the new participatory reform agenda, and the design features on two consultations conducted in 2011: Clean Energy Legislation, and Digital Culture Public Sphere. Major factors impacting on policy coproduction are found to be context-specific and issue-specific, and outside the direct control of public service agencies. Theoretically, the constructivist approach combines the literature on modes of e-government research, on e-government success factors and participatory media, with evidence of institutional reform agendas and the evidence provided by the case studies. Methodologically, the data is drawn from public domain materials.
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English, John. "Government agencies." In How to Organise & Operate a Small Business in Australia, 29–40. Routledge, 2020. http://dx.doi.org/10.4324/9781003116028-4.
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Griffiths, Mary. "Empowering Citizens." In Public Affairs and Administration, 1443–61. IGI Global, 2015. http://dx.doi.org/10.4018/978-1-4666-8358-7.ch071.
Full textAbstract:
The federal government of Australia has established an innovative although uneven record in shared governance initiatives in a climate of political stability and broad social inclusion policies. The participatory reform agenda has the potential to increase citizen empowerment, improve government transparency and accountability, and develop the capacities of the administrative arm. Changes to Australian Public Service (APS) practice are now aimed at better support for citizen-centric policy formation and, in some examples, shared governance. Nevertheless, policy consultations remain at the high-risk/high gain end of citizen-government-APS relations. This chapter scopes the concept and contexts of policy co-production both as a technique of engagement and a desirable outcome in shared governance for representative democracies. It assesses policy engagement from the perspective of citizens as agents, not targets. Using a constructivist approach, the chapter assesses the impact of contextual factors, the new participatory reform agenda, and the design features on two consultations conducted in 2011: Clean Energy Legislation, and Digital Culture Public Sphere. Major factors impacting on policy coproduction are found to be context-specific and issue-specific, and outside the direct control of public service agencies. Theoretically, the constructivist approach combines the literature on modes of e-government research, on e-government success factors and participatory media, with evidence of institutional reform agendas and the evidence provided by the case studies. Methodologically, the data is drawn from public domain materials.
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Bowers, Mellisa, and Gwen Cherne. "A Lessons Framework for Civil-Military-Police Conflict and Disaster Management." In Police Science, 199–219. IGI Global, 2019. http://dx.doi.org/10.4018/978-1-5225-7672-3.ch010.
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International conflict and disaster response operations incorporate a diverse, multi-layered series of activities and actors working in the same space, and in contested environments. Differences in organizational culture, language, processes, and behavior can either inhibit or enhance understanding and cooperation. This chapter looks at how the Australian Civil-Military Centre (ACMC) has developed, facilitated, and tested education and training programs, preparedness exercises, and targeted research to enhance understanding and cooperation. These activities provide the foundation for a holistic civil-military-police lessons framework that is being developed. They provide Australian government agencies, military, police, and the aid community with a guide to successfully maintain and contribute their technical expertise and perspectives to respond to conflict and disaster management. Through the continued refinement of training programs, preparedness exercises, and targeted research, this framework looks not only at lessons collection but also at implementation of these lessons in future practice.
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Joyce, Rosemary A. "Indelible Messages from Newgrange to Kakadu Park." In The Future of Nuclear Waste, 136–62. Oxford University Press, 2020. http://dx.doi.org/10.1093/oso/9780190888138.003.0008.
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This chapter examines the diverse features cited to justify the idea that inscriptions on the surfaces of the monoliths could convey meanings into the future. Experts and government agencies changed their cited models multiple times, finally arriving at the Athenian Acropolis and Australian aboriginal rock art as unlikely paired models, after considering the tomb at Newgrange and Spanish Levantine rock art. All the archaeological sites mentioned were either named or nominated as UNESCO World Heritage sites, suggesting a shared common sense about archaeological sites. In addressing these varied analogues of the marker, the experts employed specific theories of communication based on presumed universals in the use of pictographs and narratives, understood today to be questionable. The chapter ends with an interlude considering Australian response to plans to place nuclear waste repositories in aboriginal land, and how aboriginal art can be understood in relation to such planning.
Conference papers on the topic "Australian government agencies"
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Elpez, Ivana, and Dieter Fink. "Information Systems Success in the Public Sector: Stakeholders' Perspectives and Emerging Alignment Model." In InSITE 2006: Informing Science + IT Education Conference. Informing Science Institute, 2006. http://dx.doi.org/10.28945/2939.
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There have been many attempts to define Information Systems (IS) success but they have mostly been in the private sector. This paper reviews existing IS success models and then takes into account stakeholders as well as public sector perspectives in conducting qualitative case studies of 3 major Western Australian government agencies. Findings of the study identified key IS success variables relevant to the public sector and characteristics that distinguish the public from the private sector. By aligning success variables with these characteristics, it was possible to conceptualise an early theoretical IS success model for the sector.