Coming soon: A Rural Health Commissioner, $93 million for rural health workforce agencies, and a new plan for digital health and electronic medical re
We recently moved our readers to a new system. You may need to reset your password here to login.
Not a member ? Join here for free.
Forgot your password?
Home News Targeted razer-gangs replacing broad-brush efficiency dividends
Text size :
TAGS Business/Finance, Government of Australia, Government, Politics, federal budget, Mathias Cormann, Federal Budget 2015, Australian federal budget, Politics of Australia, budget
Lean agencies will be spared from cutting beyond the bone as the government plans to wind back its ruthless uniform efficiency dividend.
The blunt instrument of public sector savings that is the federal government’s efficiency dividend will drop back to a base rate of 1%, but not until July 2017.
Agencies will have responsibility for administering approximately $434.5 billion in expenses this budget, and the government still wants to ensure its gets value for the outlay.
Introducing this year’s agency resourcing figures, Finance Minister Mathias Cormann writes in the 2015-16 federal budget papers that in his quest for savings he is increasingly looking at “known areas of inefficiency in specific agencies” and moving away from demanding large, uniform efficiency dividends across the board.
Cuts to communications resources in last year’s budget are to be followed this financial year with savings from shared services, according to Cormann, particularly from standardising the hundreds of different enterprise resource planning systems across the Australian Public Service. The minister explains:
Receive unlimited access, get all the latest public sector news and features, plus The Juice, our daily news update sent direct to your inbox.
The Mandarin is where Australia's public sector leaders discuss their work and the issues faced within modern bureaucracy. Join today to discover the latest in public administration thinking and news from our dedicated reporters, current and former agency heads and senior executives.
Stephen Easton is a journalist at The Mandarin based in Canberra. He's previously reported for Canberra CityNews and worked on industry titles for The Intermedia Group.
Read Related Content
New contract is a sign of progress towards meeting the targets set under the federal Indigenous Procurement Policy.
The winding back of the one-size-fits-all efficiency
dividend is a positive step for better resource management across the
Commonwealth. Strategically focused reviews enable a much more effective assessment
of both services and programmes and an entity structure. There are a number of
other initiatives that will contribute to the effectiveness of these reviews.
The refreshed Commonwealth Resource Management Framework,
implemented under the Public Governance, Performance and Accountability Act
2013, will provide useful tools for Commonwealth entities to prepare for these
strategic reviews. A new focus on defining entities purposes will focus on just
what it is that each entity is attempting to achieve. Linked with the updated
focus on outcomes and key performance indicators (KPIs) we will be able to
better demonstrate the successful achievements of some programmes, identify improvements
in design and delivery of others, and conclude that other programmes need to be
abandoned or re-built from the ground up.
The Commonwealth’s Risk Management Policy will arm entities
with a more robust approach to considering risks from an entity perspective,
and enable entities to demonstrate how they are developing a positive risk
culture, and seeking to innovate and improve the design of programmes that
contribute to better outcomes in a more efficient manner. Clearly communicating
the entity’s risk appetite with Ministers – and how these risks will be
monitored and managed – provides an opportunity for delivering services in new and
Process reviews, and implementing the new Regulatory
Framework, provide entities with the incentives to re-design how work is done
and remove the red-tape that can often slow down or impede service delivery.
Knowledge-based and service organisations have the disadvantage that wasted
effort is typically represented by people’s time, rather than the physical
manifestation of waste we might find in manufacturing, or on a construction
site. Re-handling and re-drafting documents or re-processing an application in
poorly designed processes is wasted effort.
With demands for quality public services growing and
resources shrinking, thoughtfully and deliberatively re-designing work
processes, positively engaging with risk and honesty assessing, and then
improving performance will all contribute to better use of scarce resources by
Kevin Riley FCA FCPA
Independent Financial Management
Consultant and IPAA National Treasurer