QUARTERLY • INTERVIEWS • OPINIONS • IDEAS october 2009 – ISSN 1327–9149

Magazine of the Institute of Public Administration Australia – Queensland

IPAA Queensland Inaugural

Public Sector Excellence Awards

Ethics and Machinery of Spotlight on

Integrity: Government Changes Leadership –
The good, the bad, Reforms aimed at increasing Russ Wilde
and the indifferent accountability, efficiency and Queensland Health
>> page 6 innovation.
>> page 22
>> page 10
 Magazine of the Institute of Public Administration Australia - Queensland

IPAA Queensland Inaugural

Public Sector Excellence Awards
CONTENTS

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

From the President 3 IPAA National Conference 2009

is Nearly Upon Us 24
From the CEO 4
Tucker’s Box 26
Ethics and Integrity:
The good, the bad, and the ugly 6 Research Drives Unique
3-Day Risk Leadership Series 28
Welcome New Members 9

Machinery of Government YP Update 30

(MOG) Changes 10 IPAA Queensland Update 31
2009 Annual General Meeting Thank You David Hawkes 31
Wrap Up 12

Reflections 13

IPAA Queensland Inaugural

Public Sector Excellence Awards
Feature 16

Workforce Planning Summit –

Crunch Time 20 Cover story (pg16):
Spotlight on Leadership – IPAA Queensland Inaugural Public Sector Excellence Awards
Russ Wilde 22 Winners, featured above

The ‘Public Interest’ is published by the Institute of Institute Contacts Printers

Public Administration Australia (IPAA) Queensland Platypus Graphics
President
Phone: (07) 3352 0300
PO Box 15624 Margaret Allison
City East Stock
Chief Executive Officer
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Email: publicinterest@qld.ipaa.org.au refuse any advertisement without a statement of reasons.

2 Public Interest – October 2009

 from the president
From the President
Welcome to the special Public Sector Excellence Awards
edition of the Public Interest.

As President of the I must also offer my congratulations to

the exceptional range of finalists and winners!
Guidelines and results from the 2009 Member
Satisfaction Survey. A small operating loss was
Institute and Chair All finalists and winners are highlighted
somewhat disappointing, although much of
this was attributed to the recent financial
of the 2009 Judging in this edition, as well as a full run down
of the Awards night. We will continue to
crisies.

Panel I would like feature successful projects from the Awards

in upcoming editions too, so you can read
Each year the AGM also signals a changing
of the guard for the IPAA Queensland Council.
to thank everyone all about the people and projects making a
difference here in Queensland.
This year there were three executive positions
open for nomination, including my role
who nominated, Thanks must also go to everyone who
as President. I am pleased to note that all
three incumbents successfully maintained
we were absolutely made the Awards possible including our
sponsors Clayton Utz, Mercer, Deloitte Touche
their positions, as did three Councillors –
congratulations Dr Patty Renfrow – Vice
overwhelmed with Tomatsu and BDO Kendalls, our judges Gary
Kellar, Tony Hayes, Peter Anderson, Professor
President, Don Bletchly – Secretary and Tanya

the number of Victor Callan and Dr Patty Renfrow and our

shortlisting panel of Pat Thorpe, David Cromb,
nominations we Melanie Mead, Eden Platell, Peter Rumph and
received. Dr Patty Renfrow.
I’m looking forward to an even bigger and
better Awards program in 2010.
AGM and 2009/10 Council
September saw the Annual General
Meeting (AGM) take place with a keynote
presentation from long time Member and
retired Auditor-General Len Scanlan. Len’s
reflections on his career in the public sector
were full of wisdom and have been included
in this edition (page 3).
The AGM also saw the release of the
2008/09 Annual Report. The report format
changed this year to align with the Strategic
Direction 2009-2012, making it easy to see
how the Institute is tracking against our
strategic goals.
Highlights of the report included an
increase in revenue from our iQ Events, the
release of three Principles of Good Practice
Hornick, David Mills and Greg Tosh.
I am also pleased to welcome Michael
Hiller from KPMG to Council. Michael has
been contributing to Council as a Critical
Friend and I’m sure his valuable expertise will
continue to enrich Council.
Saying goodbye to Council this year were
Councillors Jennifer Waterhouse and Noel
Rumble. Thanks must go to both for their
hard work and dedication.
Finally I would like to remind everyone
about the IPAA National Conference right
here in Brisbane on 19 & 20 November. If
you haven’t already got your ticket then please
get one now, this is the premier public sector
conference in Australia this year.
I look forward to seeing you there!
Margaret Allison
President

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.

Public Interest – October 2009 3

FROM THE CEO

From the CEO

A fresh approach to the way we communicate with members …

My most recent The initiative that will most directly

affect all members of the Institute is our new
Queensland and can’t attend training in
Brisbane, or those who simply need to brush-
pieces for the Public website, now live. up on their skills in a particular area.

Interest have focused Our new website represents a fresh

approach to the way we communicate with
Watch this space for what I know will be
a fantastic service from your Institute.
on how busy the members and will highlight the various
services we provide to the wider public sector.
During the last few months, IPAA
Queensland has been working with the Public
office has been and In particular:
Service Commission and the University of
• all our iQ-branded services are easily
the triumphs we have accessible;
Queensland to develop a state-of-the-art
Leadership Program aimed specifically at those
achieved. This time • individuals can join as members from
anywhere on the site;
seeking to transition into the Senior Executive
Service. Marketing for this new program, The
I would like to focus • everything on the site will be accessible with Inspiring Executive Leadership Program, will
commence in November and the first module
no more than 3 “clicks”… normally less;
on the near future • navigation throughout the site is far more
is planned for delivery in February. If you see a
need in your organisation for better leadership,
and highlight some of intuitive and more easily understood;
please make sure you recommend this program
• our new iQ Events and iQ Training positively. This program also represents the first
the initiatives you will registration facility is not only easier to instance where IPAA Queensland is offering
navigate, but also allows for booking
see over the next few multiple individuals;
professional development that leads to a
Graduate Certificate or Masters qualification.
months – these are • soon we will set aside the “best seats in
the house” for you at our iQ Events to
Of course the inaugural Public Sector

exciting times! make sure members have the opportunity

Excellence Awards highlighted in this edition
and the IPAA National Conference (featuring
for preferential seating;
the Prime Minister Kevin Rudd as a guest
• also in the near future those attending our speaker) which we look forward to sharing
iQ Events will be able to choose their seat with you in the next Public Interest are two
while booking online. more outstanding projects.
All these new features are aimed at I strongly feel that all of the above
making your membership with the Institute initiatives clearly identify the Institute as a
truly unique. progressive and relevant organisation and one
Another initiative is the introduction of of which I hope you are proud to be a member.
a comprehensive range of online training
courses. These courses will cover a broad
spectrum of subjects and will be aimed at
those who don’t have the time to attend out-
of-office training, those who work in regional Peter Rumph – Chief Executive Officer

30 | LEADING BY EXAMPLE 9 | INFLUENCING 22 | PARTNERING

2008 | 2009 ANNUAL REPORT 2008 | 2009 ANNUAL REPORT 2008 | 2009 ANNUAL REPORT

Key Stakeholders
01 02 03 04 05 06 WORKING WITH KEY STAKEHOLDERS TO MAINTAIN A SOLID
UNDERSTANDING OF OUR ENVIRONMENT, HELPING IDENTIFY

The quality of speakers provided by IPAA Queensland for

BOTH RISKS AND OPPORTUNITIES AS EARLY AS POSSIBLE
2 40
12
iQ Events was rated highly at 80% (5.6 out of 7)
07 08 09 10 11 12 13

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

819 INTERNATIONAL SPEAKER SERIES (OVERALL) QUEENSLAND? IPAA QUEENSLAND MEMBERSHIP AS

The staff of the Institute are an amazingly dedicated group of individuals. This year 01 | PETER RUMPH 06 | NAOMI PUCHALA 12 | NICKIE WESTCOTT 17 | LAUREN JUST VALUE FOR MONEY?
Chief Executive Officer Executive Manager – Reception & Executive Training &
we implemented several operational initiatives aimed at giving each of them even (CEO) Research Support Development Manager 254 MEMBER EVENTS (OVERALL) Very Dissatisfied
Dissatisfied Poor
greater security in the workplace and more clarity of purpose. 02 | CATH HEALY 07 | CAROLINE BRUDELL 13 | MONICA 18 | ILONA
National Executive Officer Personal Assistant to CEO JOVANOVICH SIPOWICZ-LYSIAK 256 YOUNG PROFESSIONAL’S CEO BREAKFAST Neutral Average
Reception & Executive Business Support Satisfied High
11

03 | EDEN PLATELL 08 | NICK JOVANOVICH

These initiatives included new standard employment contracts developed in Executive Manager – Chief Financial Officer Support Coordinator 729 iQ SEMINAR SERIES (OVERALL) Very Satisfied Exceptional
Strategy & Partnerships 19 | LORRÉN GREAVER
consultation with all staff and the introduction of a target of 5% of salary for the 09 | OLGA KUREKHINA 14 | CHANI MURPHY
22

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

MAR0066_AnnualReport0809_Dis01.indd 30 8/09/09 1:04 PM MAR0066_AnnualReport0809_Dis01.indd 9 8/09/09 1:04 PM MAR0066_AnnualReport0809_Dis01.indd 22 8/09/09 1:04 PM

TO RECEIVE A COPY OF THE 2008/2009 IPAA QUEENSLAND ANNUAL REPORT

RT EMAIL US AT www.qld.ipaa.org.au or phone membership services on
ANNUAL REPO
2008/2009 (07) 3228 2811.

PM
8/09/09 1:04

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MAR0066_AnnualRep

4 Public Interest – October 2009

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Public Interest – October 2009 5

Ethics and Integrity
Ethics and Integrity:
The good, the bad, and
the indifferent
How can THE Green Paper
In August 2009, Premier Anna Bligh
Queensland’s released a green paper titled Integrity and
Accountability in Queensland aimed at
integrity and provoking public discussion into legislation
that would increase public confidence in
accountability the integrity of the government. The Green
frameworks be Paper has led to an open consultative process
where all Queenslanders can be involved to
improved and help restore confidence in our political system
and government decision-making processes.
strengthened? You can download the green paper
and the Opposition’s response at
www.qld.ipaa.org.au
The Green Paper is one of several measures
taken by the Queensland Government seeking
to improve and strengthen its integrity and
accountability. Containing information about
current Queensland legislation governing
accountability, the Paper asks a series of
questions designed to generate public
comment and discussion.
IPAA Queensland’s iQ Events Seminar Series
examined the Green Paper in September with a
panel discussion involving Dr David Solomon
AM, Queensland Integrity Commissioner;
Mr Howard Whitton, Visiting Fellow ANZSOG
Institute for Governance and Professor Scott
Prasser, Professor of Public Policy, Australian
Catholic University. This panel was facilitated
by the Hon Doug Drummond QC who also
provided his thoughts on the topic of ethics
and accountability in Queensland.
Accountability and integrity –
THE Hon. Doug Drummond QC
There is something of a crisis in public
confidence in the way we are governed in
Queensland. This crisis erupted earlier this year
in the wake of three coincident events: the
jailing of former minister Nuttall on secret
commission charges, the release of the CMC
report suggesting that the police culture may
not have changed all that much in the past 20
years and the comments by Tony Fitzgerald
at Griffith University. It has been fueled by
continuing reports of links between “Labor
mates”, business and the government.
6 Public Interest – October 2009
I call the present situation a “crisis of
public confidence” for two reasons. When
Fitzgerald said of the situation in Queensland:
“Access can now be purchased, patronage
is dispensed, mates and supporters are
appointed and retired politicians exploit their
political connections to obtain success fees
for deals between business and government”.
There was no protest from the media
or the public that he was wrong in his
assessment. Rather, was there widespread
agreement with him.
My second reason for saying we are now in
a crisis of confidence is based on the Premier’s
reaction to these events: that included the
introduction of a lobbyists’ register and
post separation employment restrictions for
ministers, ministerial staff and senior public
servants, a ban on success fees and a ban
on Ministers and government backbenchers
attending pay for access functions with
business. A green paper has been published,
canvassing the possibility of further changes.
Why such rapid and extensive activity if
there was not, at the highest political level,
a perception of crisis?
Some may think it surprising that we find
ourselves in this situation. Since the early 90s,
in a process instigated by the Fitzgerald report,
we have seen the development of an elaborate
framework for promoting integrity and ethical
behavior by politicians and public servants. A
watchdog independent of government, now
called the CMC, was set up to oversee public
sector conduct. Ethical standards of conduct
expected of politicians and public servants
were established by the Public Sector Ethics
Act 1994, the Local Government Act 1993
and the numerous codes of conduct that now
apply to people in the public sector including
ministers. Politicians and senior public servants
are required to provide registers of their assets.
The Electoral Act 1992 implemented a system,
recently expanded by Premier Bligh, for the
disclosure of political donations. The office
of Integrity Commissioner was established in
1999 to provide advice on ethical issues to
ministers and senior public servants, a role
also recently expanded.

If political leadership is absent, why should we think ethical behaviour will
somehow become embedded down the line?
Yet even though we have had an elaborate
ethical framework in place for well over a
decade, there is a perception that things have
run off the rails. How can this have happened?
It is one thing to legislate rules for proper
behaviour. But what can we legitimately
expect of those who are told they must comply
with these rules when political leadership on
ethical issues goes missing?
It is worth recalling what Mr Davies
QC said in his Queensland Public Hospitals
Commission of Inquiry Report of November
2005. He identified one of the major problems
for public health administration as [1.78]:
“a tendency of administrators to ignore
or suppress criticism. Bringing to light these
and other problems in the public hospital
system was made very much more difficult
by a culture of concealment of practices or
conduct which, if brought to light, might
be embarrassing to Queensland Health or
the Government. This culture started at the
top with successive governments misusing
the Freedom of Information Act to enable
potentially embarrassing information to be
concealed from the public. Unsurprisingly,
Queensland Health adopted a similar approach,
and because inadequate budgets meant that
there would be inadequate health care, there
was quite a lot to conceal …”
Mr Davies’ criticisms were of successive
coalition and Labor governments from 1996
to 2005, that is, during the period when the
elaborate ethical structure that applies to the
public sector was being erected, expanded and
apparently ignored.
What did the government learn about
the importance of probity from the Hospitals
inquiry?
You will recall that in late 2005 the then
health minister, Gordon Nuttall, escaped
prosecution under section 57 of the criminal
code for giving false evidence about a
politically contentious matter of health
administration to a Parliamentary committee:
the government instead voted to treat his
conduct as a contempt of Parliament. Then in
May 2006, that is, six months after the Davies’
report, the government repealed this 100-
year old provision of the Code: if a minister
now lies to Parliament about his ministerial
conduct the only sanction is that he may be
treated as being in contempt of the House.
What message did this episode, coming
soon after the Davies report, send to those
in the public sector who are told they must
comply with detailed ethical obligations?
People in that particular minister’s Department
are bound by their code of conduct to “Be open
about reporting mistakes.” Why shouldn’t they
understand that to really mean “be open about
reporting mistakes, unless that would expose
the department or the government to criticism.”
If political leadership is absent, why should
we think ethical behaviour will somehow
become embedded down the line?
A development at all levels of government
in Australia over the past decade or so has
been the increasing politicisation of the
leadership levels of the public service. Some
deny that that has occurred. But what other
explanation is there for the situation that
Mr Davies found within Health Department in
2005? He concluded:
“Queensland Health itself, by its principal
officers [Director General] Dr Buckland
and [chief health officer] Dr FitzGerald,
implemented a policy of concealment and
suppression of events, the exposure of which
were potentially harmful to the reputation
of Queensland Health and the government.”
In Queensland, departmental heads and
members of the senior executive service no
Ethics and Integrity
longer enjoy tenured careers. Instead, they are
employed on very well-paid but short-term
contracts which can be terminated without cause
on very short notice. All these senior officers are
obliged by the Public Sector Ethics Act and their
applicable code of conduct to perform their
duties apolitically and in the best interests of the
Queensland public. Is there any reason to think
that things have so changed since 2005 that a
senior officer faced with making a decision in
conformity with these ethical obligations which
may leave the government or the minister open
to criticism will act any differently from the two
most senior Queensland Health officials I have
just mentioned?
Despite the formal emphasis on ethical
behavior, do we now have a government
service? If so, is it possible to restore it to
being a public service? How? Can that be
done if bipartisan support is absent?
A major leadership initiative of Premier
Bligh has been the establishment of a new
access to information regime which replaces
the 1992 Freedom of Information Act. In
December 1991, when introducing the bill
for that act, the attorney general said this:
“… this Bill will effect a major
philosophical and cultural shift in the
institutions of Government in this State …
The perception that Government is something
remote from the citizen and entitled to keep
its processes secret will be replaced by the
perception that Government is merely the
agent of its citizens, keeping no secrets other
than those necessary to perform its functions
as an agent. Information, which in a modern
society is power, is being democratised.”
Those ideals foundered on the rock of
political expediency. By 2005 Mr Davies could
say the 1992 act had been abused in a spirit
of bipartisan consensus, for over a decade,
to conceal politically embarrassing material
from the public.
The Right to Information Act 2009 sets
up a framework for a major advance in open
government. It is to be hoped that the new Act
will help drive a move towards ethical behavior
in the public sector by its emphasis on real
transparency in public administration. Only
experience will tell. If the Act is to work as the
Public Interest – October 2009 7
Ethics and Integrity
Ethics and Integrity:
The good, the bad, and the indifferent
Premier intends, I suggest that there will need
to be a substantial cultural change like that
which the attorney general so optimistically
spoke about in 1991. This change will need
to take hold at the ministerial level. Only
leadership by each of the ministers next year
and the year after that and the year after that
will make the new Act work.
I have mentioned the Premier’s recent
action in banning ministers and government
members from attending pay for access
functions with business. The previous Integrity
Commissioner repeatedly criticized this practice.
The Green Paper [page 20] raises for discussion
whether this ban should be modified or made
permanent. This election campaign fund-raising
practice has long been followed and publicly
defended by all the major political parties
in Australia. The State Opposition refuses to
support the Premier’s ban. Public servants have
been told since the Public Sector Ethics Act
came into force in 1994 that, because public
office involves a public trust, they should seek
to maintain and enhance public confidence
in the integrity of public administration and
that they should not improperly use, or allow
their official position to be improperly used.
Until the very recent ban in Queensland, what
message did it send to public servants about
the importance of ethical conduct for them to
see, year in year out, their Ministers allowing
party officials to sell access to them to business
interests with current dealings with those
Ministers’ Departments?
The Premier’s Green Paper [pages 17 to 20]
also raises the question whether more general
reform of the regulation of political donations
is needed. The vast and increasing cost to
candidates and political parties of running
election campaigns and the increasing hunger
for electoral funds which that generates is I think
at the core of many of the present problems.
It is one thing for businesses to lobby
government. It is another thing for them to
back their lobbying up with electoral donations.
McDonald’s Corporation frankly
acknowledges that it will only make a political
donation if that will benefit shareholder value.
It displays on its US website its corporate
political contributions policy, which says this:
8 Public Interest – October 2009
“… any political contributions made by
the company must be approved in advance
by the head of the Government Relations
Department of McDonald’s Corporation, and
must support a political candidate or ballot
initiative that the head of the Government
Relations Department determines is beneficial
to the long-term interests of the company and
its system of restaurants …”
That attitude reflects the law in Australia:
the senior executives and directors who
control a corporation’s business can only
lawfully make a political donation out of the
corporation’s moneys if that is for the benefit
of the company and its shareholders. Yet many
in corporate Australia and in politics, at least
publicly, pretend otherwise. The Property
Council of Australia published a discussion
paper on social performance last April. In the
section on political donations it says this:
“Property companies, like any other
corporation, should be free to participate in,
and contribute to, the democratic process …”
Was Gordon Nuttall right when he said
in the witness box, “Nothing is for nothing”?
McDonalds faces up to reality: if it makes
a political donation, it expects a benefit in
return. Does anyone here think that when a
business interest makes a political donation in
Australia, it does not work on that basis? To
what extent is that tolerable?
In the summary of its conclusions the NSW
Parliament select committee report on electoral
and party funding of June 2008, said of public
perceptions of political donations [2.4] “Many
inquiry participants have expressed the view
that reform of political party and election
funding is a necessity if public trust in the
process of parliamentary democracy is to be
restored [“restored” not “maintained”] in New
South Wales. I suspect the same perception
exists in Queensland. What ethical tone does
the current political funding system set for
people in the public sector? They are exhorted
by codes of conduct to stick to a high standard
of behaviour but, at the same time, they have
to implement decisions made at the political
level against the background of a party and
election funding system that is inimical to an
ethical ethos.
Is there an alternative system that will
remove the flow of ethically corrosive political
donations, but still leave political parties and
politicians able to campaign effectively?
THE HON.
DOUG
DRUMMOND
During the late 1980s, Doug
worked closely with the
Fitzgerald Commission of
Inquiry and was appointed
Special Prosecutor under the
Special Prosecutor Act from
1988 to 1991. Following this
role, The Hon Doug Drummond
QC was then appointed a
Judge of the Federal Court
of Australia from 1991 to his
retirement in 2003. Doug was
also Presidential Member of
the Administrative Appeals
Tribunal from 1994 to 2003;
President of the Bar Association
of Queensland in 1991; Queen’s
Counsel from 1981; and a
practising barrister from 1965
to 1991. Doug was a part-time
Commissioner of the Crime
and Misconduct Commission
from 2005 to 2008 and is also
the author of journal articles
on arbitration, intellectual
property litigation and judicial
administration.
 NEW MEMBERS
Welcome New Members
The latest to join the IPAA Queensland family

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

Public Interest – October 2009 9

MACHINERY OF GOVERNMENT CHANGES
Queensland is
currently at the
forefront of public
service reform in
Australia. Linked
to the ambitions
and targets of the
government’s Toward
Q2: Tomorrow’s
Queensland agenda
has been a concerted
program of reforms
aimed at increasing
accountability,
efficiency and
innovation.
10 Public Interest – October 2009
Machinery of
Government Changes
By Bruce Wilson
Of particular significance following the
recent Queensland election in March 2009 was
the streamlining of government departments,
reducing their number from 23 to 13. This
major reform, the most significant of its
kind in almost two decades, was designed to
modernise the public service and deliver better
services to the people of Queensland.
The machinery of government changes
aim to deliver efficiencies and advantages on
a number of fronts.
• First, departments have been grouped
into ‘clusters’ with compatible business
activities under one banner. These clusters
reflect the government’s priorities of
employment and economic development,
social development, environment and
law and justice. For example, the Social
Development cluster includes the
Departments of Communities, Education
and Health, thus recognising the frequent
interdependence of social welfare, health
and educational issues.
• Central to the philosophy for change was
the provision of simpler, more client-
focussed services. For example, as the new
Department of Communities combines
six previously separate agencies1 it can
now deliver an appropriate mix and level
of services to address multiple needs.
These benefits will flow through to
regional communities in the form of one-
stop-shops.
• Amalgamations of this type allow better
integration and coordination of policy
development and decision-making,
encourage a broader understanding of
client needs and consequently, provide
better services.
• They also deliver financial benefits.
Inevitably, merging organisations presents
an opportunity to reduce duplication and
rationalise support services. Efficiencies
found through economies of scale have
the potential to free up significant funds
to be diverted into front-line services.
• Another key feature of the model is that
it promotes both flexibility and durable
arrangements. The flexibility can be
seen in a department’s ability to report
to multiple Ministers2 across a range of
issues, irrespective of whether Ministerial
responsibilities change. For example, the
Department of Employment, Economic
Development and Innovation reflects the
multiple Minister arrangement, with four
Ministers focussing on different priority
areas.
However, importantly, regardless of
changes in Ministerial responsibilities, the
Department itself can remain unchanged.
This stability in structure affords greater
certainty, better policy coordination,
smoother operations and enhanced
cost-effectiveness.
• Another clear advantage of the new
model is that a reduced number of Chief
Executives means a tighter team providing
cohesive, whole-of-government strategic
direction and collectively tackling public
policy challenges. This produces better
policy coordination and reduces the
likelihood of silo behaviour.
Over the six months since this reform was
announced departments have been actively
working towards integration. This has been
more complex in some departments than others.
A recently formed Performance Leadership
Group (PLG), consisting of the Director-
General of the Department of the Premier
and Cabinet, the Under Treasurer and the
Public Service Commission Chief Executive
has been oversighting the implementation of
the reforms.
The current fiscal environment further
increases the need for strong performance
management to achieve targets and deliver
maximum value for money. This will require an
unrelenting focus on public service efficiency,
productivity gains and better service delivery.
The PLG will actively drive the government’s
reform agenda to realise the considerable
efficiencies that this new model of government
departments can achieve.
The machinery of government changes
are one component of a comprehensive
program of recent government reforms,
 MACHINERY OF GOVERNMENT CHANGES
This major reform, the most significant of its kind in almost two decades,
was designed to modernise the public service and deliver better services to the
people of Queensland.

which has also included establishing the References

Public Service Commission, the Queensland
Civil and Administrative Tribunal, the Right
to Information reforms and the Review
of Statutory Boards and Authorities. All of
these reforms are working in concert towards
modernising government to enable better
service delivery to Queenslanders.
1. The Department of Communities includes services
provided previously by the Department of Communities;
Department of Child Safety; Disability Services
Queensland; Department of Housing; the Indigenous
Government Coordination Office; Sport and Recreation
Queensland.
2. The Treasurer and Minister for Employment and
Economic Development; Minister for Natural Resources,
Mines and Energy and Minister for Trade; Minister for
Primary Industries, Fisheries and Rural and Regional
Queensland; Minister for Tourism and Fair Trading.

WATCH THIS SPACE

OC N
OV
T DE
SE
P C
JA
AU N
G
FE
JU B

for the 2010 iQ Event program, released early next year.

L 10
JU M
AR
N M AP
AY R

Public Interest – October 2009 11

2009 ANNUAL GENERAL MEETING

2009 Annual General Meeting

Wrap Up!
Each year at IPAA Welcomed by IPAA Queensland President
Margaret Allison, the night kicked off with IPAA Queensland
Queensland we take a snapshot of IPAA Queensland’s successes,
challenges, current financial position, and the Council 2009/10
pride in hosting our announcement of annual election results by
Secretary Don Bletchly. PRESIDENT Ms Margaret Allison
Annual General Following the night’s formalities, members
Brisbane City Council

Meeting in an and friends also had the pleasure of hearing

from guest speaker and long-term member,
VICE
PRESIDENT
Mr Ray Lane
Department of Transport and

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

more than 50 Commonwealth and State) in the Premier’s

Department from 1987 to 1991;
SECRETARY QUT
TREASURER Mr Stewart Saini
members and friends • As Queensland State President of CPA Queensland Treasury
Australia in 1992; and Councillors Ms Karen Anstis
came together to see • As Auditor-General of Queensland from Australian Taxation Office

what we’ve done, see 1997 to 2004. Mr Tony Gibson

Spirit 3H
After Len imparted his many ‘wisdoms’ and
where we are, and quirky quotes, guests previewed the exclusive Mr Michael Hiller
KPMG
learn where we will launch of the Institute’s brand new website,
now live at www.qld.ipaa.org.au Ms Tanya Hornick

head in the future. With the Annual General Meeting over

Australian Bureau of Statistics
Mr Dan Keating
for another year, it was then time for the fun
Queensland Police
part – good food, great wine and gregarious
people – an enjoyable night was had by all. Ms Fiona Krause
Shared Services Agency
Our next Member Event to keep an eye
Mr Paul Martyn
out for is the 2010 Program Launch next
Department of Employment,
February held at IPAA Queensland’s NEW Economic Development and
office at Level 9, 100 Edward Street. More Innovation
information will be released in the New Year,
Mr David Mills
so make sure you watch this space!
Queensland Audit Office
Mr Frank Prostamo
The Public Trustee of
Queensland
Ms Glenda Richards
Queensland Health
Mr Greg Tosh
Logan City Council
Immediate Mr Jim Varghese
Past Springfield Land Corporation
Duce President
Malcolm
ills and
David M Critical Mr Carl Gerrard
Friend Deloitte Touche Tomatsu

Shona Smith serving canapes to valued members at the

Annual General Meeting

12 Public Interest – October 2009


Reflections
Len Scanlan’s Career Reflections from the AGM
Long time IPAA Introduction
I have decided to put the spotlight on 3
Queensland member areas of my career:
and retired Auditor- • As an executive officer inter-governmental
relations (Commonwealth – State) in
General Len Scanlan Premier’s Department over 1987-1991
(my early to mid-thirties);
reflected on his • As Queensland State President of CPA
Australia in 1992 (age 38); and
career in the public • As Auditor-General of Queensland from
1997 – 2004 (age 44 – 51).
sector during the In each of these roles I intend to discuss
2009 AGM. His words what I tried to achieve and how I tried to
achieve it. In Who’s Who I adopted the
of wisdom offer expression that “it is not so much what you
do in life that counts but how you do it that
valuable advice to counts” that distinguishes us as individuals.
anyone working in Premier’s Department
When I commenced in the Premier’s
the public sector. Department in 1987 there was considerable
public tension between the Queensland and
Commonwealth Governments. It was the year
of the Joh for PM campaign. My role was to
coordinate State Government submissions and
responses to Commonwealth Government and
Parliamentary initiatives and inquiries.
I adopted my own vision of doing the
best I could to look after Queensland’s
interests. I endeavoured to adopt a positive
and constructive approach by encouraging
Queensland agencies to offer advice on many
diverse policy issues as a basis for Cabinet
submissions to determine State Government
policy for communication to influence the
Commonwealth. I also encouraged agencies
to allow their officials to participate in
Commonwealth public and in-camera
hearings. Waterfront Reform and Witness
Protection were notable examples. Other
examples of submissions were:
• Multiculturalism;
• National Corporations Act;
• Sea Dumping;
• Sale of the Cairncross Dock; and
• Reform of rail and electricity.
During this period I was assigned
responsibility for graduate staff who had
REFLECTIONS – LEN SCANLAN
been assigned relatively menial duties. I
re-assigned them with responsibility for
preparation of ministerial and Director-General
correspondence and Cabinet submissions
on inter-governmental policy issues. I also
arranged for them to have business cards and
STD telephone access rather than go through
the government switchboard operator. I
also formalised a staff appraisal and career
development feedback for these staff.
CPA President
Here I adopted a vision of raising the
profile of CPA members in the public sector.
I unsuccessfully pushed for the professional
recognition of public sector CPAs and
accountants and although a Treasury employee
at the time, successfully took a public stance
on the independence of the office of Auditor-
General after the issue of the Electoral and
Administrative Review Commission (EARC)
Report on public sector auditing.
I also publicly advocated the extension
of the Auditor-General’s powers to conduct
performance or efficiency value for money
audits, which is still an outstanding issue. This
was a precarious step at the time but I wanted
to have the courage of my convictions and like
the turtle you do not get anywhere if you do
not stick your neck out.
One satisfying initiative for me was
organising the seminar on public sector
finances for MPs at Parliament House early
in 1993 which was well attended by MPs of
all political parties. Another initiative was to
introduce Queensland awards for public sector
CPAs and to foster their implementation in
other jurisdictions to recognise excellence.
Auditor-General of Queensland
Moving forward to my appointment as
Auditor-General in December 1997, I was
fortunate to have the following going for me:
• I had worked on both sides of the
fence – as an auditor and for Executive
Government in the Premier’s, Treasury
and Transport Departments and believe
I was prepared for the job through my
experience and academic studies;
• I was appointed for the maximum term
of seven years and had the unanimous
Public Interest – October 2009 13
REFLECTIONS – LEN SCANLAN
Reflections
Len Scanlan’s Career Reflections from the AGM
support of the Parliamentary Public
Accounts Committee – this was always a
useful card to keep up my sleeve;
• I inherited the wonderful legacy of the
previous 19 Auditors-General, without
which I could not have done what I did.
I tried to do a number of things:
• Above all to ensure the Auditor-General
and Audit Office remained strong and
independent by cementing the authority
and influence of the Office i.e. to act as a
watchdog and not a lapdog;
• To tell it like it is and play it straight down
the middle in my Reports to Parliament;
• Improve public administration by not just
dealing with the past but focussing on
the future with business improvement
opportunities;
• Promote public trust and confidence
of the Audit Office and public sector
agencies themselves;
• Perform audits in a positive and
constructive way;
• Foster a modern, dynamic and extroverted
audit office.
Audit Strategies adopted:
• Progressive reviews of MP’s and Ministers’
expenses – the tone starts at the top;
• Wrestled with many issues which are
on public record but involved mainly
the pursuit of greater transparency or
countering blue sky management –
disclosure of bonus payments, grants
to industry and government advertising
spending and expenditure – inappropriate
and extravagant financial outlays, budget
mismanagement;
• Raising the profile of corporate governance
and risk management;
• Use of powers to require the production of
information and for Ministers, politicians
and public servants to appear and give
evidence under oath;
• Periodic meetings with Public Accounts
Committee, Premier and Opposition
Leader and other key stakeholders;
• Production of better practice guides e.g.
change of government checklists and
14 Public Interest – October 2009
newsletters on topical accounting and
audit issues to assist stakeholders.
Leadership and management strategies within
the Audit Office:
• To broaden and develop the staff –
an active devolution campaign, re-
valuing education through formalising
a leadership development program with
QUT for managers who gained Graduate
Certificate in Management qualifications
through public administration studies and
secondment opportunities;
• Valuing the traditions of the Audit Office
– naming of rooms in the Queensland
Audit Office (QAO) after former staff,
establishing a QAO Alumni and celebrating
the 140 year anniversary of the Audit
Office in 2000;
• Recognising staff achievements –
introducing annual awards for audit
and administrative staff focussing on
innovation, client service, audit work,
teamwork etc;
• Recognising employee loyalty through
issue of service awards for staff with 5,
10, 20, 25 and 30 years service;
• Raising the profile of the Office with
key stakeholder groups through hosting
in-house functions for professional
bodies (for professional standing) and
universities (for graduate recruitment).
Offering prizes for university academic
achievement and making presentations
for university students;
• Continued modernisation based on
predecessors’ initiatives – implementation
of electronic audit work papers and other
IT systems roll outs.
These were some of the reference or values
or principles that I kept in mind as Auditor-
General:
• The high expectations of the office of
Auditor-General as one of the oldest
institutions in the State for exemplary
behaviour and to act as the conscience
of the State;
• As Parliament’s auditor Parliament was my
primary client and the 800 State and local
government clients were subsidiary; the
audit was of them rather than for them;
• The role of Auditor-General is an
honourable one as ally of the people and
the Parliament;
• Not the hired gun of the Opposition;
• Need to be objective, non-partisan, fair
and balanced (like CNN);
• Neutral but not permanent, anonymous
or silent;
• The business of government is inherently
difficult;
• The government of the day is the people’s
choice;
• Is the issue at hand rational, neutral and
in the public interest?
• Act in haste and repent at leisure and
hence the value of reflection;
• Silence is acquiescence;
• When you throw mud you lose ground, the
implications on people and organisations
of public criticism;
• If you yield to pressure you will always be
under pressure;
• The most effective sleeping pill is peace
of mind;
• Tension between commercialisation and
accountability objectives;
• A much asked question – What would
the community expect of me in this
situation? The answer was always the
same – do your job!
• Time is finite – like a ticking clock right
from day one – to know the value of
one minute of time talk to a person who
misses a bus or train; Life is like a roll of
toilet paper – the closer it gets to the end,
the faster it goes.
At the end of my term the Premier of the
day wrote to me describing me as “fiercely
independent” and in conversation described
me as “tough but fair”.
Reflections
By adopting a personal vision in each of
these roles it inspired my own passion. To have
passion we need to know that we have a sense
of purpose, a sense of urgency and that our
contribution is meaningful i.e. that it counts.
If I achieved anything at all it was due to the

I have always thought of IPAA Queensland as an umbrella professional body
where all members of the public sector family come together and combine their
collective intellectual capital and experiences in our search for professional
development, learning and better practices.
support of staff and encouragement of many
people. Ultimately history will be my judge.
In each of these three examples I had
a vision which was still consistent with
the government of the day or Parliament’s
expectations which was meaningful to me
and inspired my passion. Each of these three
examples has elements of both task and
people objectives.
If I had my time all over again these are
some of the things I might have done differently
or would give further food for thought:
• The ultimate policy effectiveness test is one
that meets the public interest and where
benefit to the individual citizen is assessed.
• Some things never change – government
reaction to criticism or the chilly winds of
George Street.
• Politicians are elected public servants.
• The world is full of givers and takers – the
takers may eat better but the givers sleep
better.
• Experts get things just as wrong for more
sophisticated reasons.
• You may not be able to change the
direction of the wind but you can adjust
your sails.
• Sir Thomas More – I am the King’s good
servant but I am God’s servant first.
• I would have employed more teenagers
while they still know everything.
• Flattery is like chewing gum – enjoy it but
don’t swallow it.
Self-employed Private Consultant
Since completion of my term in 2004, the
past five years have been just as interesting,
challenging and rewarding and in fact this
journey is a story in itself.
I have found my services requested in
both public and private sectors as a self
employed consultant for audit committees,
risk, compliance and finance committees,
probity and governance advice, evaluation
of tenders, executive recruitment, reviews
(e.g. audit offices in other States), as a non-
executive director and university lecturing.
Some of my work involves not for profit
REFLECTIONS – LEN SCANLAN
including mentoring of some of my former
LEN
Bond and UQ students.
IPAA Queensland
Throughout my public sector career since
SCANLAN
1980 and to this day I have maintained my Len Scanlan held the position of
IPAA Queensland membership. In fact in some Auditor-General of Queensland
respects I remain a public servant at heart. from December 1997 until
December 2004. In this role he
I have always thought of IPAA Queensland
as an umbrella professional body where all was also the chief executive
members of the public sector family come
officer of the Queensland Audit
together and combine their collective
Office and was responsible
for the audits of all local
intellectual capital and experiences in our
governments and State public
search for professional development, learning
sector entities (more than 800
and better practices.
reporting entities). He was
IPAA Queensland provides many professional a career Queensland public
opportunities in terms of: servant with more than 30 years
• Access to research – publications; experience in departments
such as Department of Premier
• Knowledge sharing – conferences,
and Cabinet, Transport and
seminars and professional development
Queensland Treasury.
courses;
• Networking – making contacts in other
agencies.
I would encourage you to get involved
to broaden your perspectives by helping to
better understand current issues, trends and
remedies. I have continued my membership
simply because it is as valuable to me – as
much now as it ever was.
IPAA Queensland also provides a safe
sanctuary forum for debate of public
administration issues and a source of valued
Len Sc
public opinion on issues. anlan
Finally, I feel privileged to have been a
witness to Queensland’s history.
 esterday may be history,
Y
Tomorrow may be a mystery,
But today is a gift,
That is why they call it the present.
The future belongs to us – we are making
it today. I urge you to find and to follow your
passion.
Public Interest – October 2009 15
2009 EXCELLENCE AWARDS

IPAA Queensland Inaugural

Public Sector Excellence
Awards

IPAA Queensland has always promoted
excellence in public administration
and public sector management and
now, in the year that we celebrate
150 years of public administration
in Queensland, the Institute has
launched its inaugural Public Sector
Excellence Awards.
The Awards night held earlier this
month was a chance for members
and finalists to come together and
celebrate the successes of a great
range of projects and initiatives right
across the public sector in Queensland.
Finalists and winners highlighted in
this edition hail from as far as Mackay,
Quilpie and Cairns with projects in
fields as varied as transport, health,
policy and indigenous affairs. Each
and every project demonstrates
passion, commitment and of course,
excellence.
Snapshots of each of the winning
entries provide insight into what it
takes to achieve excellence, in future
editions we will delve deeper into
some of these winning entries and
explore some of the key learning’s for
you and your organisation.

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.

16 Public Interest – October 2009


Public Sector
Professional of the Year
The Public Sector Professional of the Year Award recognises individuals who have
made a difference to the public sector through their dedication to excellence in public
administration and management, active use of best practice and fostering other public
sector professionals.
Winner
Guillermo (Bill) Capati
Gold Coast Water
Bill Capati has been a change agent and
champion in water supply strategy in South-
east Queensland, working in a community
coalition with teams and individuals to
achieve results that have been acknowledged
both nationally and internationally for their
excellence.
While achieving best practice in the
projects under his leadership Bill has shown
great skill and generosity working with his
own team and a variety of stakeholders.
Working productively with the Council of
Mayors, which represents ten regions, is an
achievement in itself!
Bill has demonstrated excellence in public
administration and management in his work
with some of the components of community
change which are typically very challenging for
government and has been a key contributor
to water security on the Gold Coast as well as
a great contributor to sustainability generally.
2009 EXCELLENCE AWARDS
Highly Commended
Monica James
Quilpie Shire Council
Monica James represents what true public
service is about, qualities that go above and
beyond what is expected from a public servant.
She manages swimming pools, tourism, sports
and recreation facilities and library and cultural
services and has been instrumental in securing
major grants for the Quilpie Shire Council over
a long local government career in the area.
The judges noted that Monica was adept
at achieving very creditable outcomes in a
highly constrained resource environment. She is
committed to the local community and engages
fully in community activities with its best
interests in mind. Monica is clearly a passionate
and dedicated public sector professional!
Finalists
Jason Deller
Moreton Bay Regional Council
Daryl Ross
Logan City Council

Young Leader of the Year
Proudly sponsored by Clayton Utz
The Young Leader of the Year Award recognises young leaders who have made a difference
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

Public Interest – October 2009 17

2009 EXCELLENCE AWARDS
Best Practice Awards
The Best Practice Awards recognise both individuals and teams in Local, State and Federal Governments who have made a difference
through excellence in public administration and management, active use of best practice, effective stakeholder engagement and a
significant contribution to service delivery.
Best Practice in Winner
Local Government Bold Future
Proudly sponsored by BDO Kendalls Bold Future Business Owners and
Operational Project Group
Gold Coast City Council
With a community vision at its apex and
incorporating one of the most extensive
community consultation processes ever
undertaken in Australia, Bold Future is a
blueprint for creating a socially, environmentally
and economically sustainable city for our
children and our children’s children. It seeks
to engender shared responsibility and promote
shared action in addressing the key issues
and challenges that confront the Gold Coast.
Supported by the citizens who participated
in its development and will contribute to its
delivery, the Bold Future Vision is a truly long-
term vision with a 30 year horizon. It is the
result of immense community input and a
wealth of best practice research, synthesised
by a Council-appointed independent Advisory
Committee into a well-rounded contemporary
vision for the future of the city.
Predicated on best practice community
engagement and research, Bold Future is
delivering to the community real opportunities
for ongoing participation in strategic
planning for the city, setting a new standard
for community planning and engagement
practices in Australia. By embedding Bold
Future in its corporate governance framework
as a robust community-focused planning
model, The Gold Coast City Council is giving
the community real certainty that its desires
will form the basis of Council activity and
resource allocation into the future.
18 Public Interest – October 2009
This initiative delivered a Bold Future
Vision for the Gold Coast which has been
translated into Council’s Corporate Plan 2009-
2014 and annual Operational Plan for 2009-
2010, demonstrating Council’s commitment to
ensuring the community’s vision is achieved.
This is a strong evidence-based project
founded on thorough research of other
existing planning models. It is a very exciting
and contemporary piece of work and the
open model of community engagement
is outstanding, particularly in an area
as intangible as long term futures. The
dissemination of information and the inclusion
of the community with one of the most
extensive community consultation processes
ever undertaken in Australia is truly impressive.
Finalists
Excellence in CEO Communication
Internal Communication Team
Brisbane City Council
Gold Coast Waterfuture 2009 Strategy
Gold Coast Water Planning Services
Gold Coast City Council
Logan Water Starting-on-the-Job
Logan Water SOTJ Implementation Team
Logan City Council
Mackay Water Recycling Project
Mackay Water Recycling Unit
Mackay Regional Council
More Libraries, More Choice and Beyond
Learning Communities Branch
Sunshine Coast Regional Council
Water Industry Worker – Civil
Ipswich Water
Ipswich City Council

Best Practice in
State Government
Proudly sponsored by Mercer
Best Practice in
Federal Government
Proudly sponsored by Deloitte
Touche Tomatsu
Winner
Fortitude Valley Station Refurbishment
Program Delivery Services
QR Passenger Pty Ltd
QR Passenger operates passenger rail
services in Brisbane on the Citytrain network.
Refurbishment of the old Brunswick Street
Station, and its transformation into the new
Fortitude Valley Station was characterised
by innovation in design and construction
methods, extensive and successful community
consultation, and delivery within time, under
budget and with zero lost time injuries.
Deviating from traditional methods
in railway design and construction, a new
landmark was created, linking the station to
Brisbane’s leading music and cultural scene.
Project constraints were significant –
third busiest station in the Citytrain network,
operating electric railway, station platforms
located underneath and accessed through
a busy commercial and retail building, and
promises to deliver the completed station by
a fixed tight deadline. A major achievement
was the continued operation of Brisbane’s
third busiest station while the complex
refurbishment took place.
Winner
Development of the ‘Great Barrier Reef
Outlook Report 2009’
Strategic Outlook Group
Great Barrier Reef Marine Park Authority
The Great Barrier Reef Outlook Report
2009 is the first of what will be 5-yearly
reports produced to assist as bases for decision
making in the long term protection of the
Great Barrier Reef.
Unlike ‘state of the environment’ reporting,
the Outlook Report not only provides a current
assessment but also presents a window to the
future. lt also provides the first ever assessment,
at a broad level, of the effectiveness of all
Great Barrier Reef protection and management
measures. lt has been the catalyst for a joint
Australian and Queensland Government
response to the risks facing the Reef.
The risk-based assessment of the Great
Barrier Reef and its future has guided
priority setting within the Great Barrier Reef
2009 EXCELLENCE AWARDS
Success resulted from close working
relationships, community involvement,
outstanding project management and
engineering ingenuity. The refurbishment
has vastly improved safety, accessibility and
created a vibrant new customer experience.
Finalists
Brisbane Airport Task Force
Brisbane Airport Task Force
Department of Transport and Main Roads
Burke Developmental Road Project
Burke Alliance
Roadtek, Department of Transport and
Main Roads
Carbon Outlook Project
Carbon Outlook Team
Department of Employment, Economic
Development and Innovation
Indigenous Driver Licensing Unit
Indigenous Driver Licensing Unit
Department of Transport and Main Roads
Rapid Development of Molecular Assays
for Swine Flu
Queensland Paediatric Infectious Diseases Lab
Queensland Health
Marine Park Authority (GBRMPA), such as
development of portfolio budget statements,
the corporate plan and annual operating
plans. Other Australian and Queensland
Government agencies, researchers, industry
representatives and members of the public
contributed throughout its development.
As an example of ‘best practice’ this report
has provided an international benchmark
for marine ecosystem reporting as well as
establishing a process that will allow tracking
of changes and trends into the future.
Involvement of the community and
engagement with state and federal
government stakeholders was a feature of
this project. The scenario development was
also very innovative.
Finalist
Workplace Health Strategy
Corporate Services
Centrelink
Public Interest – October 2009 19
WORKFORCE PLANNING SUMMIT
It’s time to get ready
for crunch time
according to Julie
Sloan, Director of
Workforce Planning
Australia and leading
national workforce
planning expert.
20 Public Interest – October 2009
Workforce Planning Summit
– Crunch Time
By Pat Thorpe
Julie told delegates at a workforce
planning summit in May 2009 that now is
the time to be positioning for recovery when
the skills shortage we experienced in 2007 and
2008 will return and worsen. Queensland’s big
test will come a little later than other states in
2016 when baby-boomers from the workforce
will hit the age of 65 years and potentially exit
the workforce in significant numbers.
What will this mean for:
• the services the community needs and
demands;
• the services the government can deliver
and the way services are delivered; and
• the skills of the workforce to deliver them?
The summit was attended by over 60
Corporate Services Directors, Human Resource
Directors, and Workforce Planning Managers
from 18 government agencies.
Julie warned that the public service will be
competing globally and with the private sector
corporate world. Lack of planning may mean
serious gaps in capacity in a few years’ time.
Workforce planning enables organisations
to get on the front foot and should not be
thought of as a luxury. It is essential for
Australia that we have the urban and regional
workforce across all industries, to compete in
the Asian region.
Being prepared means starting now. Julie
urged public service managers to understand
the language of mission critical job groups.
Mission critical means that if you don’t
have them, you can’t meet your legislative
or regulatory requirements. These steps are
required:
• identify five key areas that are absolutely
mission critical;
• identify which of these are the real stoppers
and what are hard to fill eg community
service sector in regional areas; and
• get planning right around the mission
critical job groups.
Julie said that leadership and governance
are fundamental to workforce planning. If
executives are not engaged or do not have the
knowledge, the change will not have a solid
foundation. It starts with linking workforce
needs to strategic planning. The whole
workforce needs to understand the purpose
of the planning and the intended outcomes
or they will be anxious and feel their positions
are threatened.
Workforce planning should:
• consider the whole workforce –
permanent, temporary, casual, volunteer
and contractors;
• demonstrate an understanding of why
people want to work and the value
proposition of the job to them;
• keep the messages simple although the
process is complex;
• prepare for maintaining critical services
with major down time – ‘what if 40% of
the workforce is unavailable for work in
the next two weeks as a result of natural
disasters or serious health events?’;
• build leadership capabilities into workforce
planning;
• differentiate between the ‘must have’ and
‘good to have’;
• identify the time it takes to fill or train for
specialist positions; and
• use skill shortage lists to identify the hard-
to-fill jobs.
Replacing workers is much more expensive
than retaining them. Managers should identify
staff who are likely to exit within the next
12 months and skill-up staff. For example
attention should be given to the workforce
pressure points such as:
• worker fatigue – not just from older
workers. This also occurs when more is
asked of fewer people;
• workplace bullying – negative comments
and put-downs are very destructive of a
healthy workplace culture and negatively
impact on productivity; and
• vulnerable workforces where conditions
are demanding and unrewarding.
Workforces should utilise:
• wise older workers – maximise time for
training and learning new things and use

Workforce planning enables organisations to get on the front foot
and should not be thought of as a luxury.
their corporate knowledge and experience
to skill-up new workers;
• regrettables – those who left for greener
pastures and now have to come back cap
in hand. This requires calm leadership;
• end of career, transition workers who they
may be able to retain on different terms
at peak times; and
• potential workers.
Managers may need to consider innovative
ways of retaining and attracting staff. Proactive
workplaces have used strategies such as:
• re-designing jobs and encouraging staff
to gain on-the-job training to allow career
progression of those trapped at lower levels;
• allowing for an afternoon rest between
work sessions;
• providing a prayer room; and
• undoing legislation that created
unnecessary barriers to getting the
required workforce.
Lessons for line managers – pay
attention to job group. Workforce planning
at the manager level does not have to be
complicated or time consuming. It takes
just 15 minutes to think through the jobs,
Guillermo
MEMBER Snapshot
“Bill”
Capati
Postion
Manager
Infrastructure Planning
Agency
Gold Coast Water
Location
Brisbane
the employees and any likely gaps. Inaction
is likely to create more stress on the staff and
lead to further pressures. For example:
A workforce branch had 80 positions
with only 60 placed. Five were
given mobility options which left
55 delivering the service. Within 12
months there were 19 left to deliver
a critical service.
Tackling hard-to-fill jobs
Put effort into retaining staff where the
recruitment pool is small. For example:
• undo barriers such as working
arrangements or legislative requirements;
• re-shape job to fit skills and interests of
employees; and
• position jobs for progression – that is,
moving through paypoints within a band
on satisfactory performance.
The Summit provided an excellent
opportunity to acquire contemporary skills
and knowledge and share best practice across
agencies.
Two agencies presented at the summit,
the Department of Communities and the
Department of Environment and Resource
Management, and shared their lessons learnt
If you could change one thing – what
would it be?
The value people place on water.
If you were shipwrecked, what one
thing would you take with you?
My wife Minerva – she is a creative cook
and a great travel companion.
What’s your favourite read?
Audio books on my iPhone – allows me to
easily access my favourite literature.
If you were PM for a day, what would
you do?
Implement sustainable and innovative
water management solutions.
Who do you admire and why?
My children – what they have achieved
professionally and their family loyalty.
WORKFORCE PLANNING SUMMIT
and outcomes achieved in workforce planning
over recent years.
The next step that is being pursued is
a Community of Practice across the sector
to progress workforce planning for critical
workforce groups.
The Workforce Planning Summit took
place on 28 May 2009 as part of a partnership
between IPAA Queensland, Department of
Public Works (Corptech) and the Queensland
Public Service Commission.
PAT
THORPE
Pat Thorpe is Acting Manager,
Workforce Policy at the Public
Service Commission. Pat
is currently establishing a
Community of Practice for
Workforce Planning to better
equip the sector to respond to
short, medium and longer term
workforce challenges.
What’s your favourite website?
Harvard Business Review.
Who would you choose as a coach
and why?
Steve Jobs. He has never given up.
What do you like most about the
Public Sector?
In my role I have been given the
opportunity to make a difference through
delivering a sustainable water future for
the Gold Coast.
Would you recommend the Public
Sector to work in?
Yes, at Gold Coast City Council we pride
ourselves on enjoying our work and
working as a team to deliver the best
possible outcomes for the community,
environment and economy.
Public Interest – October 2009 21
SPOTLIGHT ON LEADERSHIP
When Russ
Wilde arrived at
Queensland Health
as Senior Director
Human Resources,
he was only going to
stay for six months.
His job was to ‘steady
the ship’ and hire his
successor. Nineteen
months later, he’s
still there and still
excited about the
opportunities.
22 Public Interest – October 2009
Spotlight on Leadership –
Russ Wilde
By Sandra Hogan
Wilde leads a team of 90 people who
deliver HR policies and programs to HR
practitioners and line managers across the
state. When he arrived, the group saw itself as
a centre of technical excellence but it had lost
touch to a degree with its clients. ‘What we did
was to promote the practicality test,’ said Russ.
‘How does what we deliver add practical value
to the way people in the field do their jobs
day to day? If it doesn’t pass the practicality
test, then why are we doing it? It’s no use
being technically excellent if you don’t provide
service to your clients in a way that helps them
do their jobs.’
Another observation Wilde made early in
his stay was that his team tended to over-
promise and under-deliver. ‘We would commit
to 20 projects and deliver on two or three. We
had to reverse that or we had no chance of
building credibility in the organisation and, by
the end of 2008-9, I’m happy to say that we
have made real progress,’ said Wilde.
By the end of financial year 2008/09,
Wilde’s team had delivered re-engineered
QH recruitment practices; a simpler policy
framework; a practical management capability
development strategy for managers; the
successful negotiation of most enterprise
bargaining agreements and the establishment
of a network for the 650 HR professionals across
the state, providing them with information,
support and professional development. Russ is
particularly proud of what has been delivered
for HR staff across the state, particularly those
in rural and remote locations. ‘These are things
that had been in development before my time
but now we can put a tick beside them.’
His air of satisfaction when he puts
that tick beside a completed activity is
unmistakable. Russ Wilde is a man who likes
to deliver. ‘Process is important but what
counts is what you deliver,’ he said. ‘I like to
make a difference and the opportunities for
making a contribution in Queensland Health
are enormous. That, and the fact that I like
the people here, are the reasons I’ve stayed on
after the first six months stint. I’d like to stay
as long as there’s a challenge for me and I can
make a contribution.’
Wilde learnt the art of delivering over
30 years in the private and public sectors in
Australia and in large multinational companies.
A New Zealander, he studied business
administration in Wellington before going to
Sydney to study the Australian labour relations
system and to join international computer
company ICL. Over the next eight years, he
got a strong grounding in every aspect of HR
before being poached by WANG to be HR
Director during a time of incredible growth.
In the 80s, he worked for a building society
facing the prospect of deregulation, before
working at Fujitsu, where he was interested
to learn the Japanese style of doing business.
His next job was to assist a government
organisation which was responsible for public
sector superannuation in NSW both in terms
of managing the assets and administering
the schemes. After a government enquiry,
the organisation had three years to get its act
together to compete to retain the business.
This was exactly the kind of job Wilde liked
best: a definite and difficult goal, a big job to
get his teeth into. The organisation retained a
large proportion of the business.
Once he’d met that challenge, it wasn’t
long before Russ was looking for the next
one. By that time, he was sick of the Sydney
rat race and he and his wife Marilyn came
to Queensland with their children, Brent and
Carly, looking for a better lifestyle (‘Which we
certainly found here’, he said.) He became
global HR director for MINCOM, which had
1000 employees in 18 countries.
‘We sent our staff off to some very
challenging places such as Africa and Latin
America. I had some unusual responsibilities,
like sourcing kidnap and ransom insurance
for our people in Colombia. Strictly speaking
you’re not supposed to do it but you have
to because, if someone is kidnapped and you
can’t pay the ransom, they don’t come back.
It’s all about the money.’
Wilde was tapped on the shoulder for
his next posting, another of the challenges
he relishes. The Queensland Government had
reviewed its workers’ compensation scheme
and, after the Kennedy enquiry, the board
appointed a new CEO. Russ was hired as

It is about creating a sense of direction; not asking your people to do something
you are not prepared to do; supporting people; being firm but fair and it’s
about integrity. The moment your integrity is compromised, your leadership is in
trouble. I place a very high value on my personal integrity.
part of the new team. ‘We spent four years
driving an organisational transformation. It was
successful and I rate it as the highlight of my
career,’ he said. Just for something different,
Wilde became local HR Director and National
Remuneration and Benefits Manager for a top-
tier law firm. ‘I worked out of Brisbane but
the real power was in Sydney and Melbourne.
They didn’t take to the idea of someone from
a country town, like Brisbane, telling them to
set up their remuneration system.’ So it took
a bit longer. But in the end, Wilde delivered
as usual. The new remuneration system was
delivered along with the consolidation of five
superannuation funds into one before Wilde
left to work for Therese Rein’s company, Igneus,
in 2005. After a brief stint there, he spent 18
months in another law firm before taking an
overseas trip with his family while he decided
what to do next.
He didn’t take long to decide – the call
came from Queensland Health asking if he
would come and help out, just for six months.
Wilde is a bloke who keeps his cards close
to his chest. He is quiet and conservative
looking. His internal office in Charlotte Street
is neat and gives no clues. He is modest about
his achievements and discreet. But, behind the
conventional façade. Russ Wilde is a tough,
results oriented character.
His colleague, Mark Vella, who is HR
Director for the Chief Health Officer, says Russ
has changed the focus of the HR branch across
Queensland and given it credibility. ‘He’s a
measured, reserved man but he thinks outside
the box,’ said Mark. ‘He’s not afraid to challenge
the status quo or to ask questions. He is always
looking for ways to improve things. His concern
is first and foremost for the organisation and
he has a great ability to turn strategic vision
into practical results.’
Vella quotes as an example of Wilde’s quiet
achievement the fact that a set of high-level
HR positions have been advertised across the
state, responsible for ‘people and culture’. The
positions will report directly to District CEOs,
giving HR a place at the senior table.
Asked about the new positions, Wilde
explained that, instead of throwing resources
SPOTLIGHT ON LEADERSHIP
at symptoms, the organisation wants to develop in Health, here just because they want to
a new culture for Queensland Health, with a provide service to the community. There are
focus on coaching and learning and personal some inspiring people here and I wish the
responsibility, rather than a focus on grievances community could hear more positive stories
and inappropriate behaviours. about the wonderful work they do’.
‘We are the custodians of the public health
system and we need to look after it,’ said Wilde.
‘Everyone who works here is either delivering
patient care or supporting someone who is
and everyone needs to know how they fit into
Sandra
that picture. Hogan
‘We want to re-energise this organisation
Sandra Hogan delivers IPAA
and we are now in a perfect position to begin
that work. We’ve got more senior executive Queensland’s incredibly
popular writing courses
buy-in than we’ve had for a long time. It’s an
opportunity we shouldn’t squander.’ and has experience as a
journalist, editor, senior public
Vella notes that Wilde lives the values of
servant and facilitator. Having
the organisation, demonstrating empathy and
professionalism in all his dealings. worked as a Communication
Manager in government, she
These values are part of Wilde’s holds a Graduate Diploma in
understanding of leadership. ‘I have very strong Organisational Communication
views about leadership,’ he said. ‘It is about
from QUT and has recently
creating a sense of direction; not asking your
people to do something you are not prepared
retired as Vice-President
of the Society of Business
to do; supporting people; being firm but fair
and it’s about integrity. The moment your Communicators after six years
integrity is compromised, your leadership is on the board. Her specialty is
in trouble. I place a very high value on my the training and coaching of
personal integrity.’ public servants in all aspects
Life/work balance is a tricky issue for senior of writing. She also works as a
writer, editor and proofreader
HR executives. On the one hand, they support it
for staff; on the other, they can rarely achieve it for clients around Australia.
for themselves. Russ is no exception. He works
long hours and sees it as part of the territory
for jobs at his level. ‘People think that public
servants don’t work hard, but we do,’ he said.
But family is important to him and he loves
travel and sport. He and his son Brent are keen
(and serious) cricket lovers and Wilde proves
he is still a Kiwi at heart by supporting the
All Blacks.
Based on three decades of experience in
both sectors, how different does Wilde find it
to work in the public sector? ‘Getting things
done in the public sector requires you to follow
due process but, providing you’re prepared to
do that, there aren’t many differences,’ he said.
‘There are a lot of very committed people
Public
Public
Interest
Interest - June 2009 23
– October
2009 NATIONAL CONFERENCE UPDATE

IPAA National Conference 2009

is Nearly Upon Us!
IPAA National welcomes our international conference guests.

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.

Service conferences in peak of the international speakers you will be

able to hear and learn from at the conference
NORTH AMERICA
Warmth in Cold Climates – Lessons from
Australia this year – next month. Canada

and lucky for you it’s CHINA

Working with the New World
This session will identify how the
Government of Canada has driven an
in your own backyard! We are thrilled to be hosting three Chinese
enterprise-wide management agenda to focus
government and support innovation in order
Professors presenting in a session designed to to effectively respond to a rapidly changing
explore public administration developments in operating environment.
ogram will also
The conference pr China which have been affected by, or which
esentations It will also offer an overview of the program
feature keynote pr may enhance China’s ability to work with
el Bekker,
from Professor Ro
evaluation function in Canadian jurisdictions
for National Western democracies such as Australia.
ra l with an emphasis on the Federal government
Secretary-Gene ght
lands and The Ri SOUTH PACIFIC of Canada as a leader and trend-setter.
Renewal, Nether ke tt, Br iti sh
Blun
Honourable David Public Sector Management and Reform
ur Pa rty Po lit ici an. in the South Pacific: Can International
Labo
Experiences Inform?

Building capability through customised learning solutions

Targeted training and nationally accredited qualifications

• Government/Public Sector • Project Management

• Business Administration • Facilities Management
• Business Management • Frontline Management
• Executive Leadership • Practice Management
• Human Resources • Training and Assessment

Available through distance delivery or blended customised

workshops for groups

1800 066 128 • www.unep.edu.au/government

ABN: 74 003 099 125

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

24 Public Interest – October 2009

 2009 NATIONAL CONFERENCE UPDATE
IPAA National Conference 2009
Sponsors Acknowledged

PLATINUM SPONSOR GARRAN ORATION SPONSOR GOLD

DR KEITH
SUTER
PLATINUM
OPENING KEYNOTE
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Dr Suter is one of
SILVER SPONSORS the world’s great thinkers
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PLATINUM foremost speaker on global issues, as well
INTERACTIVE TECHNOLOGY as a highly regarded economic and social
PRINCIPAL
commentator, strategic planner, author
SPONSOR
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and broadcaster. Dr Suter’s presentation
will set the scene for the two days of
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Understanding and Capitalising on the
PRINCIPAL
ever – changing political, social and
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BRONZE SPONSORS
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Full Program available at

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Public Interest – October 2009 25

TUCKER’S BOX
In the
sesquicentennial
year of Queensland’s
becoming a separate,
self-governing British
colony, a brief review
of some aspects of
local government in
Australia’s federal
system and broader
liberal democracy is
altogether fitting.
26 Public Interest – October 2009
Tucker’s Box By Doug Tucker
Local Government and the Federal System
Brisbane became Queensland’s first local
government under the New South Wales
Municipalities Act of 1858 in September, 1859
– just three months before Queensland separated
from New South Wales. Hence, 2009 is also the
sesquicentennial year of local government’s
emergence in Queensland.
Fast-forward now to January 1901, when
Australian local government became the third
sphere of the Australian federation. What
exactly are the benefits of a federal system of
government?
First and foremost, the federal principle
provides for unified action on nationally
significant problems, without the constituent
state and local communities’ having to forgo
the right to address problems of largely state
and local significance, respectively.
A second benefit is that by dividing power
among the three different spheres of government,
federalism enables the different governments in
part to check and balance each other’s actions;
and to minimise potential bureaucratic excesses
and abuses of power such as majority oppression
of minorities.
Moreover, protection of states’ minority rights
was enshrined in the United States and Australian
constitutions by creating bi-cameral national
legislatures in which the states would all enjoy
equal representation in upper (states’) houses,
despite lower house inequality of representation.
A third benefit of federalism in wide-ranging
territories such as the USA, Canada and Australia
is that it facilitates the efforts of each state and
local community to confront and solve its own
unique problems and, in general, to fund its
own solutions.
This, then, minimises misallocation of scarce
community resources, maximises individual
governments’ performance accountability, and
thus enhances the quality and operation of
each system of constitutional democracy. All
this contributes greatly to each country’s overall
public interest.
The English-speaking federal systems of
today, however, inevitably differ from what
their respective architects had in mind; and
understandably so, given the many different
circumstances that now prevail. But in some
respects, these federal systems fall short of
crucially important underlying values that
remain relevant today.
In the United States, for instance, Mueller
explains that “the [economic] logic of federalism
is that local public goods are supplied by local
governments, and national goods are supplied
by the federal government … But this simple
logic is routinely violated by the [USA] federal
government.
“A dam in Kansas, a bridge in Michigan,
a subway system in San Francisco, these and
countless other items that benefit only those in
a small area of the country, items that by the
logic of federalism would be provided by local
or state governments, find their way into the
federal budget.”
Noting that “the danger in having the
federal government provide them, however, is
that the benefits are less than the costs,” Mueller
asks: if San Francisco Bay Area citizens don’t
foresee enough benefits from the BART subway-
rail system to induce them to pay for it in full,
why should other U.S. taxpayers make up the
difference?
“Pork-barrel projects,” he concludes, “are
among the most egregious wastes of the U.S.
political system.”
In Australia, in 1973, the Whitlam
government’s new general-purpose
Commonwealth Grants scheme for local
governments alongside the pre-existing specific-
purpose grants (for roads in particular) created
the perception that the national government
would now be a more generous funding source
than previously.
Henceforth, researchers began discussing
various brands and models of federalism (e.g.
coercive, new, cooperative; also layer-cake
and marble-cake models) in their efforts to
assess national government policy changes,
and to decide whether different types of
grants produced merely shared, or blurred,
accountability.
“Shared accountability” however, can be
code either for lack of accountability, or unfairly
assigned accountability. For instance, a local
council might accept an annual grant to set up
a child-care centre.
 In theory federalism allows various governmental services to be provided by the
level of government closest to the people. This should strengthen government
accountability and improve service delivery …
Then after a few years, the annual
payment might cease following a change of
policy or government.
The council would thereupon be left
with a local community backlash regardless
of whether council closed the day-care centre,
curtailed other services to keep the centre
operating, or raised rates to meet its costs.
Hence, councils became reluctant to accept
such grants.
Yet councils still pressured national
government for grants and subsidies over
and above their state government’s subsidy
schemes, sometimes lobbying both state and
national governments for special grants for
local problems falling outside established
policy guidelines.
A case in point was Brisbane City’s
requests after March 2004 to both state and
federal governments for financial assistance to
construct its TransApex tunnels. At state level,
these requests bore fruit when the government
agreed to take over the airport link.
Federally, the city’s efforts were fruitless
at first, as Liberal treasurer Costello ruled
the federal AusLink program inapplicable to
inner-city roads. However, as the 2007 federal
elections loomed, vigorous lobbying produced
a $600 million election pledge from Prime
Minister Howard’s sorely-pressed coalition
team, which was then virtually matched by
Labor’s $500 million pledge.
Brisbane City had thus secured the
requested funding regardless of which
party won. Meanwhile other State and local
governments around Australia were also
obtaining similar election pledges to fund
costly location-specific facilities elsewhere.
Similar pork-barrelling activities also occur
within states.
Yet, as Mueller has explained (above),
when lobbying for location-specific regional or
local facilities succeeds, resource misallocation
usually results, and the liberal-democratic,
public interest and federal principles may all
be undermined.
In his recently published memoirs, former
federal treasurer Costello writes, “Federalism
has failed in Australia. By federalism I mean
the system of government where powers are
divided between different levels of government
which discharge separate responsibilities in
designated areas …
“In theory, federalism allows various
governmental services to be provided by the
level of government closest to the people. This
should strengthen government accountability
and improve service delivery …
“But there is no clear delineation between
the powers of the Commonwealth and the
states. The public is unsure about who is
responsible for which services. Accountability
suffers. Even in those areas that are clearly state
responsibilities, the states usually blame any
failure on the fact that they have not been
given enough funding by the Commonwealth …
“One of the reasons that this has been a
successful state strategy is that the media are
mostly state-based. The main newspapers are
centred on the states, as are the major radio
talk-back programs. Most of the channels in the
television networks also have state bureaux …
“If a state premier [or mayor] demands
more money from Canberra, people think it
is likely that someone outside the state will
end up paying.” Echoing what Mueller says
about USA-style federalism, Costello adds that
people would likely take a very different view
if they had to finance the project concerned
from their own tax (or general rate) revenues.
Australian constitutional lawyers and
political scientists have likewise long argued
that evidence of federalism’s failure justifies
constitutional reform, including redistribution
of powers in our national constitution.
Meanwhile, the “Henry” review of taxation
arrangements may help ensure that state and
local governments wanting the credit for
providing local facilities should bear the odium
of extracting the funds required to fund them.
TUCKER’S BOX
References
1. Local government’s status as a component part of
each state’s overall governmental system was taken
for granted, so that the Commonwealth Constitution
omitted any mention of local government. Indeed, even
the individual state constitutions omitted recognition
of local government – an omission remedied in some
states only in relatively recent times.
2. The federal principle corresponds closely with what is
known as “subsidiarity” in some other contexts. See, for
example, Pope Pius XI’s re-affirmation in Quadragesimo
Anno (“In the 40th Year”) of the importance of subsidiarity
– the principle that nothing should be done by a larger
and more complex organisation which can be done as
well by a smaller and simpler body.
3. This was a powerful argument in the eyes of the
founding fathers of the United States Constitution, as
can clearly be seen in James Madison’s Federalist Paper
10 on factions: in that famous paper he views federalism
as a bulwark of minority rights in general, rather than
in purely geographic terms. Hence Madison saw the
building of a federal state not so much as a bastion
of minority states’ rights, but rather in terms of “its
tendency to break and control the violence of faction.”
4. The Dominion of Canada constitutes a somewhat
different case, in that the upper house of the
national parliament, the Senate, consists solely of
senators appointed by the Governor General on the
Prime Minister’s recommendation. There is a roughly
equal regional apportionment of senators, with
Newfoundland Province and the Canadian territories
commanding lesser numbers of senators (as in the
case of Northern Territory and the A.C.T. in Australia,
but not Tasmania). Canadian senators usually meet in
regional party caucuses, which would suggest potential
protection of minorities, but in the final analysis,
the Canadian Senate rarely throws out government
legislation after its enactment in the House of Commons
(the lower house). By the same token, however, the
Canadian government often accepts the Senate’s
amendments made to bills after their initial passage
through the House of Commons.
5. This point is further explained immediately below in
the context of Dennis Mueller’s discussion of federalism
in the USA.
6. Dennis C. Mueller. 1996. Constitutional Democracy.
New York & Oxford: Oxford University Press, pp.8-9. What
Mueller describes here is the infamous pork-barrelling
system, by means of which sitting members of Congress
attempt to buy the support and votes of electors in
their electoral districts back home.
7. Ibid. In other words, such projects result in an
enormous misallocation of the nation’s resources.
8. Steven Wardill and Chris Griffith. 2005. ‘Motorway
funding to take its toll’. The Courier-Mail, 5 May.
9. Always provided, of course, that unexpected
circumstances did not intervene to reduce the pledge
to the status of, for instance a “non-core promise”.
10. Of course, if a minister authorises allocation of
resources in clear contravention of statutory criteria,
s/he may be liable to court proceedings.
11. Costello further explains: “To help overcome this
problem, I decided to allocate all revenue from the
GST – a tax that grows with the growth of goods and
services in the economy – to the states. I hoped that,
with guaranteed ‘growth’ revenue, the states would be
able to take full responsibility for their services and
the public would insist on higher accountability. But
it made no difference. The states took the revenue but
showed no sign of changing their rhetoric, blaming all
their problems on under-funding by Canberra.”
12. Peter Costello with Peter Coleman. 2008. The Costello
Memoirs: The Age of Prosperity. Carlton, Victoria: MUP,
p.310.
Public Interest – October 2009 27
RISk leadership series

Research Drives Unique 3-Day

Risk Leadership Series
By Dr Richard Barber

Practical experience The Risk Management Problem
Far too often, organisational disasters
led to PhD research occur even though there was evidence of
into hidden, problems before the event. Routinely, senior
leaders also seem to spend their lives dealing
unmanaged with crises. For evidence, in Queensland
we need go no further than management
organisational risk. failures in Queensland Health, allegations of
continued police corruption, and to the recent
This has now come Ann St on-ramp traffic debacle. Any remaining
doubt can quickly be dispelled simply by
full circle – with asking senior public sector executives what
they spend most of their time working on.
the delivery of IPAA Clearly, there is a risk management
Queensland’s unique problem. If public sector organisations were
genuinely effective in managing avoidable
Organisational Risk risks, there should be fewer unforeseen
Leadership series. disasters and less crisis management.
According to most risk management
experts this problem arises from poor
application of the risk management thinking,
principles and methods described in Australian
Standard AS/NZS 43601,2.
However there is an alternative conclusion,
requiring a very different response. What if
current risk management methods are simply
not appropriate or effective for some types of
organisational risk? If true, this would require
leaders to rethink their whole approach to the
management of risk.
This was the conclusion I reached in 1998.
Despite facing multiple poorly-managed
strategic risks to projects, a formal Australian
National Audit Office report strongly
commended my project organisation for
applying best-practice risk management based
upon AS/NZS 4360. On the surface this is a
surprising result given the context.
The Research
A more detailed root-cause analysis of my
key strategic risks led to the conclusion that
each originated from inside the larger project
organisation – from its policies, processes,
systems or culture. However, attempts to
generate effective management responses
fell on deaf ears. Despite being identified and
reported, these internally generated strategic
project risks were poorly managed.
To understand the nature and impact of
such risks, I carried out PhD research in nine
major public sector projects3. Each had a risk
management framework based upon AS/
NZS 4360. The projects investigated included
an IT project, several public infrastructure
construction projects, two internal capability
building projects and a communications
engineering project.
The research looked for internally
generated risks in each project, and compared
these with existing risk registers. To deal with
the complex, intangible nature of internally
generated risks, new tools were developed
for gathering, analysing and representing risk
information. The project teams were involved
and had ultimate control over the results of
the risk analysis.
The research produced startling results4:
• An average of nine “High” or “Extreme”
internally generated risks were identified
in each project.
• Less than 25% of those risks were
being managed at the time the research
commenced.
The research showed that most of the
unmanaged internally generated risks fell into
two main categories:
• S ensitive Risks. These were risks that were
too personally or politically sensitive to
be documented openly in risk registers,
reports, or business cases.
• 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

28 Public Interest – October 2009


“Systemic Risk Management” also enables senior leaders to find and manage the
key underlying organisational drivers of complex strategic risks,
rather than working on each risk separately.
These were organisational risks that were
inter-related, intangible and complex.
Without effective analysis, such risks may
not be identified and their root causes may
be misunderstood.
The Implications for Risk
Management
It seems likely that internally generated
risks are a major factor in most organisational
disasters5,6 and a source of ongoing smaller
crises and management churn. Despite their
importance these risks tend to be poorly
managed because:
• Traditionally, risks are identified analysed,
prioritised and treated separately.
Internally generated risks cannot safely
be managed in this way.
• Many leaders and their teams are not good
at dealing with difficult, sensitive issues.
These tend not to be acknowledged, are
avoided, or are treated superficially.
• Leaders confuse systems engineering with
systems thinking, and try to apply systems
engineering techniques to complex
organisational risks. This is ineffective and
may lead to false confidence.
• There are few readily available systems
thinking tools available to leaders working
on complex problems.
• Leaders seem to want (or need) to move
straight to solution rather than first doing
the work needed to understand the nature
of the problem faced. They also delegate
key analytical work to staff, rather than
engaging in the complexity themselves.
From this, a key message for senior leaders
is that traditional systematic risk management
approaches are inadequate when dealing
with complex organisational risks. Instead, it
is necessary to take a more systemic, systems
thinking approach7. This should not be a
surprise – it is well established that public sector
leaders should apply systems thinking to their
complex issues8. There is no reason to believe
that risk management is an exception to this.
There is a word of caution. Not all senior
leaders are comfortable and capable when
dealing with complex, uncertain issues.
Further, not all senior leaders demonstrate
the leadership capability required to deal with
difficult internal issues when they arise. If
leaders look for simple solutions and delegate
the hard work of systemic risk analysis, we can
expect to continue to experience unforeseen
disasters and ongoing daily crises and churn.
IPAA Queensland’s 3-Day
Organisational Risk Leadership
Series
As a direct result of the research and later
work, a new approach to the management
of risk has been developed. It takes a
systems thinking approach and provides
new, more powerful tools and methods
for the identification, representation and
analysis of complex organisational risks.
“Systemic Risk Management” also enables
senior leaders to find and manage the key
underlying organisational drivers of complex
strategic risks, rather than working on each
risk separately.
The IPAA Queensland 3-Day Organisational
Risk leadership series reflects this new approach:
• Day 1 introduces the key underlying
systems thinking concepts and tools
for finding, understanding and treating
complex organisational risks.
• Day 2 provides the thinking for dealing
with organisational risk as a systemic
whole. Simple, yet powerful, tools are
provided that permit leaders to find
systemic root causes in real time.
• Day 3 takes a leadership and governance
perspective, identifying the unifying
principles of systemic risk management
and how those can be applied in real
organisations. It also shows how analysis
of internally generated risks can be used
as a powerful first-principles health check
of governance arrangements and to drive
organisational development.
The Organisational Risk Leadership series is
evidence that management research can lead
to practical, powerful and far-reaching new
thinking and tools for leaders. In this case, the
key question is whether the opportunity will
be taken or will the risk management status
quo prevail?
RISk leadership series
References
1. Ian Abrahams. 2009. “Enterprise Risk Management
(ERM) is Attainable” In: RMIA Best Practice Yearbook 2009,
Risk Management Institute of Australia, pp 60-61.
2. Sally-Ann Pitt. 2009. “Back from the Global Financial
Crisis (GFC)” In: Risk Magazine, Issue 67 September 2009. pp
14-19.
3. Richard Barber. 2008. “PhD Thesis: An Investigation
into the Role of Internally Generated Risks in Complex
Projects” University of NSW, Canberra
4. Barber, op.cit., p. 6-3.
5. Barber, op.cit., p. 7-2.
6. Alan McLucas. 2003. “Decision Making: Risk
Management, Systems Thinking and Situational Analysis”
Argos Press, Canberra, pvii
7. Barber, op.cit., p. 7-21.
8. Lynelle Briggs. 2007. “Tackling Wicked Problems: A
Public Policy Perspective” Commonwealth of Australia,
CanberrA
DR
RICHARD
BARBER
Dr Richard Barber has a
background in Defence
electronics, international
technology transfer and public
sector project management.
His PhD research into complex,
hidden risks was completed in
2008. Richard is a consultant
to senior leaders, using
systems thinking and systemic
risk analysis to help them
understand the root causes of
organisational performance and
to build capability.
Dr Richard
Barber
Public Interest – October 2009 29

yp update
I would like to
start by thanking
Tanya Hornick for
her outstanding
leadership and
commitment as
Chair of the Young
Professionals Special
Interest Group over
the past three years.
Tanya’s passion
and leadership has
contributed to the
development of many
young professionals
across the public
sector and I hope
to build on this
fantastic work.
30 Public Interest – October 2009
YP Update
By Chris Morrison, Young Professionals Committee Chair
I am excited to take on the role as Chair
and am keen to hear your feedback. Please get
IPAA QUEENSLAND RUNS FOR KIDS
UNDER COVER
in touch by email (chris.morrison@brisbane.
qld.gov.au) if you have any thoughts or
The IPAA Queensland team recently
completed the Bridge to Brisbane to raise
suggestions for the committee to consider.
money for the Institute’s chosen charity, Kids
LAST MONTH’S HOT TOPIC:
GETTING NOTICED!
Under Cover. It was a fantastic day with teams
competing in both the 5km and 10km events.
Our own Simone Lee-Long and Meghan
Duynhoven ran the event in yellow tutus with
fluoro orange workman’s vests supporting
Kids Under Cover.
how To gET noTiCED AT woRK:
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!
“Getting Noticed” in the workplace. This event
We’ll make sure you aren’t overlooked when your next career opportunity
arises! The evening will give you plenty of opportunity to meet new people
and will begin with a short panel discussion with tips on how to raise your
gave participants an opportunity to learn
profile. It also offers you a platform to gain greater self awareness of how Drinks and canapes on arrival
you may be perceived at work and offers a perfect occasion to network with
colleagues and friends. REgiSTER now AnD
how to raise their profile in the workplace
Come along to discuss these issues, gain valuable advice and knowledge, and inviTE youR fRiEnDS AnD
learn from practical examples of effective ‘on the job’ techniques. CoLLEAguES To ATTEnD ThiS
TopiCAL pAnEL DiSCuSSion!
and get some hints to ensure that they aren’t
This event is open to everyone and is a great opportunity to network with other
members (new and old) while enjoying some great food and a couple of drinks. DATE
Tuesday 28 July 2009
overlooked when the next career move or
BEnEfiTS To you BEnEfiTS To youR
TiME
oRgAniSATion
build your self confidence and 6.00pm – 8.00pm
identify your best selling points develop the skills of your Registration from 5.30pm
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
We were very lucky to have a talented
how to put your best foot forward and drive them to ‘get noticed’ in CoST
in the workplace your workplace Member $25
Corporate Supporter $30
panel of experts which comprised:
have your queries answered by our
expert panel speakers Standard $35
SpECiAL 2 foR 1 offER!
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
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
• E
 lizabeth
register qld.ipaa.org.au
Consultant,
Kingston,
(07) 3228 2800.
Link Recruitment
Recruitment
Register today by emailing your name and your guests name to
or phone
2010 CEO BREAKFAST
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
many familiar and new faces. event where heads of agencies are personally
invited to bring a group of their most talented
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
 IPAA QUEEENSLAND UPDATE
IPAA Queensland Update
New faces, old faces and painting faces

Officer
d Events
keting an
erriot, Mar
Rebecca H
WELCOME
IPAA Queensland is pleased to introduce
Rebecca Herriot, our new Marketing and
Events Officer. Rebecca has an extensive
background in both events and marketing,
and joins us from a multinational PCO
(Professional Conferencing Organisation).
Rebecca has previously worked in the public
sector in Japan and speaks fluent Japanese,
and has also worked in Dubai for a major
international airline. Her commitment to
producing successful and profitable events
brings a wealth of experience to the IPAA
Queensland team.
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.
We were also very sad to say goodbye to
Kerri-Ann Thiele, Chani Murphy and Naomi
Puchala. All three girls were outstanding team
members and will be missed!
Charity update – Kids Under Cover
Butterflies, Spiderman, fairies and flames!
You name it, our creative team Marketing and
Membership Officer Simone and Executive
Manager – Membership and External Relations
Melanie were in their element face painting
children for our chosen charity Kids Under
Cover (KUC) at the BLF Union Charity Day on
Simone Lee
Long painting
Sunday 27 September. Charity Day faces at the
BLF Union
The event was a unique opportunity for the
construction industry to unite management
and workers for the benefit of the local
community (its fourteenth year running).

IPAA Queensland would like to extend a
huge thank you to David Hawkes for all of his
hard work on the Hawkes’ Eye View column
in the Public Interest over the years.
An IPAA National Fellow, career public
servant both in Queensland and the Northern
Territory and now private consultant, David
has decided to retire his popular column –
although we hope we can still twist his arm
to write the odd special feature!
David Hawkes
David has been contributing to the Public
Interest for several years now, spending many
tireless hours contributing to debate on
topics such as Aboriginal Education, strategic
human resource management and various
government reforms.
Thank you David!

Public
Public
Interest
Interest - June 2009 31
– October
 Cha nce to Book !
LastOPENING KEYNOTE SPEAKER
ANNOUNCED
DR KEITH SUTER

FULL PROGRAM AVAILABLE AT

www.ipaanationalconference.org.au

To book call (07) 3228 2800 or visit

www.ipaanationalconference.org.au
Brisbane Convention &
Exhibition Centre
South Bank, Brisbane
19/20 November 2009

Distinguished
speakers include:
The Hon. Kevin Rudd, MP
Prime Minister of Australia

The Right Honourable David

Blunkett
British Labour Party

Professor Roel Bekker

Secretary-General for Government
Reform, Netherlands

Councillor Geoff Lake

President, Australian Local Government
Association

19/20 NOVEMBER 2009

Brisbane
www.ipaanationalconference.org.au