Whatever Happened to Frank and Fearless?: The Impact of New by Kathy MacDermott

By Kathy MacDermott

During this evidence-based and heavily argued paintings, Kathy MacDermott plots the alterations within the tradition of the Australian Public provider that experience led many modern commentators to lament the purported lack of conventional public provider values of impartiality, highbrow rigour and — most significantly — the willingness of public servants in any respect degrees to supply frank and fearless recommendation to their superiors and their ministers. MacDermott brings to her research an insider’s sensibility and a radical forensic research of the influence of a few twenty years of relentless administrative ‘reform’ at the values and behavior of the APS. even though this tale has its beginnings within the Hawke-Keating eras, MacDermott convincingly argues that structural and cultural switch compromising the integrity of the general public provider reached its apogee in the direction of the tip of the 11 years of the Howard govt. it is a ‘must learn’ for college students of Australian political and administrative heritage. MacDermott bargains cautionary observations that the hot nationwide executive may do good to heed.** [C:\Users\Microsoft\Documents\Calibre Library]

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2152, quoted in Max Spry, ‘Executive and High Court Appointments’, Parliamentary Library Research Paper 7, 2000–1, Oct. htm#appointments, viewed 17 Feb. 2008. ), The Second Keating Government: Australian Commonwealth Administration 1993–1996 (Canberra, 1997), 55. , 1992). 51 Organisation for Economic Cooperation and Development, ‘In Search of Results: Perfomance Management Practices’, Feb. 1997, p. 10. 52 Management Advisory Board, Building a Better Public Service, no. 12 (AGPS: Canberra, 1993), 4.

What does responsiveness mean in such a context? Does apolitical professionalism really represent a competitive edge in getting the attention of government under such circumstances? Is competition a useful model for the delivery and receipt of policy advice? How do these questions affect the decisions made by public servants on a day-to-day basis? These are the questions that are considered below. Contestability in theory The answer, according to the former head of the Department of the Prime Minister and Cabinet, is that competition is honing the skills of public servants who have entered the new marketplace and are now ‘vying’ for ministerial attention: The administrative reforms that have marked generational change in the APS, often characterised as the ‘new public management’, have been 25 Whatever Happened to Frank and Fearless?

5 Andrew Podger, 'Looking Upwards and Downwards: Key Issues and Suggestions for Managing Board/Minister/Departmental Relations', paper presented to the University of Canberra Conference on Governance, Mar. 1996, p 14. 6 Peter Shergold, ‘Pride in Public Service’, speech to National Press Club, Canberra, 15 Feb. cfm, viewed 15 Mar. 2006. 7 Stephen Bartos, ‘The AWB Affair—Matters of Governance’, National Institute for Governance, 1 May 2006, p. 19. 8 See, for example, Glyn Davis and R. A. W. Rhodes, ‘From Hierarchy to Contracts and Back Again: Reforming the Australian Public Service’, in M.

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