A 10 point guide to the lure and pitfalls of machinery of government changes


Disruptive by intention, MOG can be complex, costly in all manner of ways, and it may take a long time to realise the intent of the change. Here are 10 points to help you through the pain of it all.

With the federal government election looming, parties and public servants will be turning their minds to machinery of government (MOG) options. Changing the way the public sector is organised provides opportunities — but more often — challenges.

The benefits are that MOG changes can be used to redefine the focus and priorities of a government, deliver improved accountability, clarify roles and responsibilities, and provide a foundation for a government’s reform agenda. Central agencies control the provision of advice to incoming governments and can use it to wield their influence.

Disruptive by intention, MOG can also be costly — both in human resource effort and budget cost. Implementation can be complex, and it may take a long time to realise the intent of the change.

Twenty years ago, the horror stories of MOG were failed savings, wasted envelopes, and letterhead. In the digital age, the horror stories are merging incompatible software systems and being able to continue to access records, which can take a long time and unbudgeted resources to resolve.

Consequently, MOG processes can distract agencies and resources from service delivery and from delivering government reforms in a timely and considered way.  They can impose cost-to-businesses dealing with agencies as systems and processes change. Finally, MOG changes are often scrutinised by public servants, stakeholders and community commentators, and if not managed well, these voices can create cultural change barriers to successful implementation.

To be done well, the rationale for MOG changes should be clearly articulated and the benefit be tangible and able to be realised.

MOG changes should achieve the following:

  • see bureaucracy aligned with government priorities;
  • provide clarity for citizens, businesses, and the community as to the reason for the change;
  • enable efficient and effective operations; and
  • be responsive to emerging challenges and opportunities.

Managing change

MOG is a change-management process. It is important that the decisions taken can be described and talked about in a way that is meaningful.

Not all MOG changes have been successful, and the change-management piece, starting at the beginning with a strong rationale, can be critical to this success. This is particularly important because the design phase is often highly confidential and does not benefit from wide consultation.

The following 10 points should be addressed at the outset of any MOG design:

  1. Do the changes align to a government priority?
  2. How will the changes proposed be described as addressing a problem to be solved or an opportunity to be pursued?
  3. Are there other enablers who could achieve the same outcome?
  4. Can the benefits of the change be described in plain English to citizens, communities or business?
  5. Is it understood how the changes impact broader, more complex systems the agency is part of, and who are the experts that need to be brought in to examine this?
  6. Are there perverse outcomes or incentives that could emerge from the change that needs to be considered?  Think about the community to be served.
  7. Are the changes best managed in a quick ‘big bang’ or in a slower, staged process?
  8. Can the resource cost or saving of the change be modelled and allocated?
  9. Are there any legislative or regulatory conflicts that require advice?
  10. Are there industrial relations considerations?

If MOG can be avoided, it should be. It is a distraction and a resource-intensive process that takes public servants away from serving the government of the day. The benefit rarely outweighs this cost.

MOG can be frustrating for those outside of government too. However, it if is to be pursued, then working through these 10 questions provides the greatest chance for a net benefit.

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