Outgoing Department of Health associate secretary Caroline Edwards has explained how Australian Public Service employees should respond when a new minister wants to pull the plug on a policy or program.
Edwards explored the topic at an IPAA ACT event on Thursday afternoon, alongside Department of Defence director general Paul Way and Department of Education, Skills and Employment deputy secretary Dr Ros Baxter.
Asked how public servants deal with new ministers undoing initiatives that the public service has worked hard to put in place, Baxter said most things don’t get undone — they just might be slightly ‘unravelled’. Building on this, Way noted that public servants are responsible for explaining the deliverables, benefits and return on investment of certain initiatives to incoming governments.
“Notwithstanding what colour the government may be of the day, our role is to support that government in delivering those longer term focus and that longer term policy aspect,” he said.
“Generally, what I’ve found with most ministers is that they’re willing to listen. They’re willing to amend their policy slightly. Some of the rhetoric might be slightly different, but underneath we’re there supporting, and we’re continuing to drive those improvements on those initiatives. I haven’t found a minister yet that’s [said], ‘I want to totally stop that program’.”
Edwards has been directed by ministers to reverse policies and programs in the past. An issue that has come from this, she said, is that staff have struggled to ‘undo’ initiatives because they have become too invested in them. In these instances, leaders need to move these staff members to another area of work, Edwards noted.
She said public servants also need to show humility, and acknowledged that sometimes her view on a policy or program might not necessarily be the correct view.
“If a changing government or a changing minister comes in and the minister says ‘That program is bad, I want to change it, I want to do something else’, you often do salvage it. But you don’t salvage it by explaining to them, ‘What you’ve got to understand is it’s really good and the previous minister was better than you’. That doesn’t go down very well,” she said.
The best way to approach it, according to Edwards, is to explain to the minister what objectives the policy or program is trying to achieve, what the public servants have been doing to achieve those objectives, and what the pros and cons of that policy or program are. It is also important to ask the minister which aspects of the initiative they want to retain, and how they want to ‘badge’ the policy or program so that it belongs to them.
“If they [the minister] take it on as their idea you’ve succeeded,” she said.
While having to alter an existing initiative can be difficult, what’s more ‘dispiriting’ for public servants is when they’ve been working on a great idea for months or years on end, but it has never gotten traction, and ‘keeps on missing its moment’, Edwards said.
“That’s the moment that the morale in staff really gets difficult and you have to think about giving people a change, because they’ve been working on it, and working on it, and working on it, and it never actually comes to pass,” she said.
“But all of us should keep them in our bottom drawers because that idea’s moment will pop up.”