PGPA forum: link budgets to corporate plans, learn to live with risk


Metal balls balanced on plank

Just meeting your budget isn’t good enough in the Australian Public Service anymore. Managers will need to show how that spending achieves corporate plans, and they’re expected to work with other portfolios and outsiders more than ever.

Some federal bureaucrats see the relatively new Public Governance, Performance and Accountability Act as pretty much an update on the financial management legislation that preceded it. Department of Defence chief operating officer Brendan Sargeant would disagree.

“I’ve heard it said that the PGPA is just the FMA Act with a few tweaks, but I don’t think anything can be further from the truth,” Sargeant said last week at a forum hosted by the IPAA ACT branch, where he spoke of his department’s experience implementing the changes over the past year. “It takes us into a very different world.”

Brendan Sargeant

Brendan Sargeant

The march of the public management reforms ushered in by the new act is slow and steady. At its destination awaits a new performance framework which enhances accountability by strongly linking budgets to organisational goals.

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