Biological women who identify as women need not fear their anti-discrimination protections will be stripped. Defence issued a new statement walking ba
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 Features When the guard changes: how to manage a new government
Text size :
TAGS change management, ministers, change of government
What should bureaucrats do when their masters in government change? Elections are tricky times. Understand the authorising environment has fundamentally shifted, says our expert.
Governments come, go and are supplanted. Ministers come, go and are replaced.
For a professional, apolitical public service, managing a change in government or ministers can be a … challenge.
Established relationships are torn asunder. Patterns of behaviour between ministers and departments, which had been stable and efficient, are broken.
Now comes the challenge of managing an unsettled and fraught environment. To start the relationship well and keep it positive and real, we draw on the ideas of public value, operational constraints and the “authorising” environment.
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.
Chas Savage is the chief executive officer of Ethos CRS. He's worked as an economics adviser and speechwriter for ministers. Ethos CRS specialises in communications, policy and leadership.
Read Related Content
Agree with all that Chas. Mark Moore has helped us all understand the policy challenges of government. What you have said should be widely read and with profit.
But what if repeated changes of government, churning of senior executives, and deep cutting reorganisations have cut public service capabilities? And what about the tendency of some ministers and their staffs (not to mention some public servants too) to see every policy question as a short term political one? Politics can now penetrate a long way into a department but without much more than a short term partisan tactical perspective.
The political parties need to lift their game if the public service is to do its job properly.