DOCSLIB.ORG

Decision-Making and the Australian Cabinet

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Decision-Making and the Australian Cabinet DECISION MAKING AND THE AUSTRALIAN CABINET SYSTEM Mr Bruce Taloni Australian Department of the Prime Minister and Cabinet Paper for Greater China Australia Dialogue on Public Administration Guangzhou, China – October 2016 Parliament House, Canberra Australia Introduction The key decision making processes of the Australian Government have remained and applied consistently for over one hundred years, since the formation of the Commonwealth of Australia in 1901. The centre piece of the Australian system is the Cabinet. The Cabinet is responsible for directing government policy and making decisions on important national issues. The fact that the Cabinet exists by virtue of convention not constitution, and has remained the Government’s principal decision making body, is testament to its value. At the heart of a strong Cabinet are the principles of confidentiality and collective responsibility. Maintaining confidentiality allows the Cabinet to fully discuss issues before making decisions. To make informed decisions, the Cabinet must work in a way that is truly consultative. Wherever possible, the Cabinet should consult colleagues, the bureaucracy and the wider public. This paper outlines the Australian Government's decision making processes, with Cabinet at its heart. It describes the various Cabinet sub-committees and discusses the key components of a working system. The paper also explores the decision making process more generally, as well as outlining current and emerging challenges, as well as the changing nature of the processes and the need for constant adaptation. The Cabinet The Cabinet is the council of senior ministers who are empowered by the Government to take binding decisions on its behalf. The Cabinet is a product of convention and practice. There is no reference to the Cabinet in the Commonwealth Constitution and its establishment and procedures are not the subject of any legis latio n. Provided the guiding principles of a Cabinet system are met—collective responsibility and solidarity—it is for the Prime Minister of the day to determine the shape, structure and operation of the Cabinet. As the Cabinet does not have specific terms of reference or powers laid down in statute, the outcomes of its deliberations may require action by the Governor-General, individual ministers whose executive power is derived from Chapter II of the Constitution, holders of statutory office, or by the Parliament to be put into effect. Australia’s First Federal Cabinet: Prime Minister Barton and his Ministers with the Governor-General, Lord Tennyson The Australian Prime Minister The Prime Minister of Australia, the Hon Malcom Turnbull MP, is responsible for the membership of the Cabinet and Cabinet committees, determines and regulates all Cabinet arrangements for the Government and is the final arbiter of Cabinet procedures. The Prime Minister advises the Governor-General on the appointment of ministers (including the title and scope of each minister’s portfolio) and determines which ministers will form the Cabinet. As chair of the Cabinet, the Prime Minister sets the Cabinet’s agenda and determines when and where meetings take place. The Prime Minister leads and guides discussion to achieve a collective response and ensures the clarity of decisions. In exceptional circumstances where a collective decision is not possible the Prime Minister’s view is authoritative. The Ministry The Ministry is comprised of the Ministers of State including Cabinet ministers and assistant Ministers. Together they form the Federal Executive Council - the body which formally advises the Governor-General on the administration of the Commonwealth of Australia. The Cabinet principles and conventions apply to the whole Ministry, not simply those ministers in Cabinet. Prime Minister Turnbull’s Full Ministry - 2016 The Cabinet Secretary The Prime Minister may appoint a Cabinet Secretary to manage the day-to-day procedural and operational matters of the Cabinet and any Cabinet committees. The current Cabinet Secretary is Senator the Hon. Arthur Sinodinos AO. The Cabinet Secretary or the Assistant Cabinet Secretary attend all meetings of the Cabinet and Cabinet committees and are responsible for the smooth running of meetings and for authorising the record of decisions (‘the Cabinet minutes ’). Through delegations from the Prime Minister, the Cabinet Secretary has the power to: (a) provide authority to ministers to bring items forward for consideration by the Cabinet or a Cabinet Committee; (b) finalise the Cabinet and the Cabinet committee business lists; (c) maintain and enforce the integrity of Cabinet rules and processes, including working with the Department of the Prime Minister and Cabinet (PM&C) to ensure Cabinet submissions are of high quality; (d) authorise Cabinet minutes; (e) approve absences of Cabinet ministers; and (f) deal with practical issues regarding the co-option of non-Cabinet ministers and assistant ministers, and the attendance of officials. What are the Cabinet Committees? Cabinet committees are usually established either around a subject area, such as national security, or around a general function of government, such as expenditure. Temporary or ad-hoc Cabinet committees may also be established by the Prime Minister to carry out particular tasks. Cabinet committees derive their powers from the Cabinet. Generally, Cabinet committee decisions are brought forward to the Cabinet for endorsement, so the Cabinet retains the ultimate power of decision. While some committees may make final decisions for security or practical reasons, most Cabinet committee decisions may not be acted on until they have been endorsed by the Cabinet. The Cabinet may alter a Cabinet committee decision or ask a Cabinet committee to consider a matter further. The National Security Committee of Cabinet The National Security Committee focuses on major international security issues of strategic importance to Australia, border protection policy, national responses to developing situations (either domestic or international) and classified matters relating to aspects of operation and activities of the Australian Intelligence Community. The Expenditure Review Committee of Cabinet The Expenditure Review Committee considers matters of detail regarding expenditure and revenue for the Budget. The Digital Transformation Committee of Cabinet This committee oversees the Digital Transformation Agenda, and is responsible for: • strategic priorities for whole-of-government common service delivery platforms and better aligning deliverables with broader Government policies such as smaller government and contestability; • the prioritisation of service transformation investments put forward through the Budget process; and • other high-level policy and service delivery issues, for example if agreement cannot be made at the agency level. The Governance Committee of Cabinet The Governance Committee provides advice and oversight of governance and integrity issues, which include, but are not limited to, the Statement of Ministerial Standards and issues arising from the Lobbyist Code. The Indigenous Policy Committee of Cabinet The Indigenous Policy Committee ensures a whole-of-government approach to Indigenous policy decision-making and program implementation. The Innovation and Science Committee of Cabinet The Innovation and Science Committee provides advice on science, research and innovation matters, including but not limited to: • Implementing the National Innovation and Science Agenda; • developing and considering new policies and ideas; • a Statement of Expectations for Innovation and Science Australia; and • a long-term National Innovation and Science Plan. The National Infrastructure Committee of Cabinet The National Infrastructure Committee provides advice on the Government's infrastructure agenda to support the nation's productivity including, but not limited to: • progress on major projects; • working with the States, Territories and private sector on infrastructure investment and delivery; and • policies to better meet infrastructure needs. The Parliamentary Business Committee of Cabinet The Parliamentary Business Committee considers priorities for the Australian Government's legislation program and requests to the Prime Minister for the presentation of ministerial statements. The Service Delivery and Coordination Committee of Cabinet This committee considers the implementation of the Government's key priorities, including joined up service delivery and communications. The Federal Executive Council The Governor-General exercises the executive power of the Commonwealth under section 61 of the Constitution of the Commonwealth of Australia. This power extends to the execution and maintenance of the Constitution and laws of the Commonwealth. Section 62 of the Constitution establishes the Federal Executive Council to ‘advise the Governor-General in the government of the Commonwealth’. Members of the Executive Council are chosen, summoned and sworn in by the Governor-General and hold office at the Governor-General’s pleasure. While the Governor-General presides over meetings of the Executive Council, he or she is not a member of the Council. The powers exercised by the Governor-General on the advice of the Executive Council are referred to as those of the ‘Governor-General in Council’. Some of the decisions of the Cabinet and Government must be agreed in Council, prior to any announcement. Powers exercisable by the Governor-General in Council under the Constitution or, more commonly
Load more

Recommended publications
  • Ministerial Staff Under the Howard Government: Problem, Solution Or Black Hole?
    Ministerial Staff Under the Howard Government: Problem, Solution or Black Hole? Author Tiernan, Anne-Maree Published 2005 Thesis Type Thesis (PhD Doctorate) School Department of Politics and Public Policy DOI https://doi.org/10.25904/1912/3587 Copyright Statement The author owns the copyright in this thesis, unless stated otherwise. Downloaded from http://hdl.handle.net/10072/367746 Griffith Research Online https://research-repository.griffith.edu.au Ministerial Staff under the Howard Government: Problem, Solution or Black Hole? Anne-Maree Tiernan BA (Australian National University) BComm (Hons) (Griffith University) Department of Politics and Public Policy, Griffith University Submitted in fulfilment of the requirements of the degree of Doctor of Philosophy November 2004 Abstract This thesis traces the development of the ministerial staffing system in Australian Commonwealth government from 1972 to the present. It explores four aspects of its contemporary operations that are potentially problematic. These are: the accountability of ministerial staff, their conduct and behaviour, the adequacy of current arrangements for managing and controlling the staff, and their fit within a Westminster-style political system. In the thirty years since its formal introduction by the Whitlam government, the ministerial staffing system has evolved to become a powerful new political institution within the Australian core executive. Its growing importance is reflected in the significant growth in ministerial staff numbers, in their increasing seniority and status, and in the progressive expansion of their role and influence. There is now broad acceptance that ministerial staff play necessary and legitimate roles, assisting overloaded ministers to cope with the unrelenting demands of their jobs. However, recent controversies involving ministerial staff indicate that concerns persist about their accountability, about their role and conduct, and about their impact on the system of advice and support to ministers and prime ministers.
    [Show full text]
  • Australian Women, Past and Present
    Diversity in Leadership Australian women, past and present Diversity in Leadership Australian women, past and present Edited by Joy Damousi, Kim Rubenstein and Mary Tomsic Published by ANU Press The Australian National University Canberra ACT 0200, Australia Email: [email protected] This title is also available online at http://press.anu.edu.au National Library of Australia Cataloguing-in-Publication entry Title: Diversity in leadership : Australian women, past and present / Joy Damousi, Kim Rubenstein, Mary Tomsic, editors. ISBN: 9781925021707 (paperback) 9781925021714 (ebook) Subjects: Leadership in women--Australia. Women--Political activity--Australia. Businesswomen--Australia. Women--Social conditions--Australia Other Authors/Contributors: Damousi, Joy, 1961- editor. Rubenstein, Kim, editor. Tomsic, Mary, editor. Dewey Number: 305.420994 All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying or otherwise, without the prior permission of the publisher. Cover design and layout by ANU Press Printed by Griffin Press This edition © 2014 ANU Press Contents Introduction . 1 Part I. Feminist perspectives and leadership 1 . A feminist case for leadership . 17 Amanda Sinclair Part II. Indigenous women’s leadership 2 . Guthadjaka and Garŋgulkpuy: Indigenous women leaders in Yolngu, Australia-wide and international contexts . 39 Gwenda Baker, Joanne Garŋgulkpuy and Kathy Guthadjaka 3 . Aunty Pearl Gibbs: Leading for Aboriginal rights . 53 Rachel Standfield, Ray Peckham and John Nolan Part III. Local and global politics 4 . Women’s International leadership . 71 Marilyn Lake 5 . The big stage: Australian women leading global change . 91 Susan Harris Rimmer 6 . ‘All our strength, all our kindness and our love’: Bertha McNamara, bookseller, socialist, feminist and parliamentary aspirant .
    [Show full text]
  • Confidential J Record of a Meeting Between the Prime Minister and the Prime Minister of Australia, the Rt
    CONFIDENTIAL J RECORD OF A MEETING BETWEEN THE PRIME MINISTER AND THE PRIME MINISTER OF AUSTRALIA, THE RT. HON. MALCOLM FRASER, HELD IN PARLIAMENT HOUSE, CANBERRA ON SUNDAY, 1 JULY, 1979, AT 1500 Present: The Prime Minister The Rt. Hon. Malcolm Fraser Sir John Hunt The Hon. Ian Sinclair, M.P. Sir Donald Tebbit Senator Carrick Sir Jack Rampton The Hon. Anthony Street, M.P. Mr. H.A. Dudgeon The Hon. Peter Nixon, M.P. Mr. C.A. Whitmore The Hon. John Howard, M.P. Mr. D. Wolfson Senator Guilfoyle Mr. B.G. Cartledge The Hon. Eric Robinson, M.P. The Hon. Malcolm MacKellar, M.P The Hon. Victor Garland, M.P. Sir Geoffrey Yeend Mr. Nicholas Parkinson Sir Gordon Freeth After formally welcoming the Prime Minister, Mr. Fraser observed that she was only the second serving British Prime Minister to visit Australia. He much appreciated that she could come even for two days, so soon after assuming office and introducing her first budget. They had had very useful discussions on a range of subjects, particularly on the forthcoming CHOGM at Lusaka. He expected the meeting to concentrate on other topics. UK/AUSTRALIAN RELATIONS AND UK POLICIES Mr. Fraser said that Australia wanted to begin selling its uranium and hoped that the difficulties with the EEC Commission over the Euratom Treaty would soon be overcome. As part of developing Australia's relationship with the Community, Mr. Fraser had written to Mr. Jenkins to propose that there should be annual / consultations CONFIDENT:*.'­ - 2 ­ consultations at ministerial level. Commissioner Gundelach had seemed receptive to this idea.
    [Show full text]
  • The Exercise of Soft Power by Female Monarchs in the United Kingdom
    2020 VII The Exercise of Soft Power by Female Monarchs in the United Kingdom Anne Twomey Article: The Exercise of Soft Power by Female Monarchs in the United Kingdom The Exercise of Soft Power by Female Monarchs in the United Kingdom Anne Twomey UNIVERSITY OF SYDNEY Abstract: In the United Kingdom, female monarchs, such as Queen Victoria and Queen Elizabeth II, have been adept at the exercise of power through influence behind closed doors, eschewing public exercises of constitutional power against governments. This exercise of soft power has led to a general underestimation of their role as sovereign. Strict rules of secrecy concerning the Sovereign’s actions have made it difficult to assess how a sovereign has fulfilled her constitutional role and her impact upon constitutional governance. But small chinks in the gilded curtain of secrecy show that the Queen’s involvement and influence is greater and more effective than has been publicly recognised. This article traces the development of soft power from Queen Victoria to Queen Elizabeth II and notes how it has been particularly employed to their advantage by female monarchs. Keywords: crown; queen; soft power; constitution; secrecy emale monarchs often cultivate, or have conferred upon them, the role of mother or grandmother of the nation. They provide comfort and solace in times of loss and disaster, they confer honours and reward sacrifice, and they are a source of national F 1 unity. This is a form of soft power through social influence and the creation of emotional bonds between
    [Show full text]
  • Staff 1993 Anua 144-15
    THE AUSTRALIAN NATIONAL UNIVERSITY STAFF 1993 ANUA 144-15 Published by The Australian National University Produced by Publications Office Public Affairs Division The Australian National University Printed by National Capital Printing Canberra ISSN 0729-7882 Contents 1 University Officers 2 The Council 3 Former Officers and Honorary Listings 6 The Institute of Advanced Studies 6 Research School of Biological Studies 6 Developmental Neurobiology Ecosystem Dynamics 7 Molecular and Population Genetics Molecular Evolution and Systematics Molecular Structure and Function Plant Cell Biology 8 Plant Environmental Biology Plant Microbe Interactions Visual Sciences 9 Research School of Chemistry 10 Research School of Earth Sciences 11 John Curtin School of Medical Research 11 Division of Biochemistry and Molecular Biology Division of Cell Biology 12 Division of Clinical Sciences Division of Neuroscience 13 School of Mathematical Sciences 13 Institute Component Mathematics Research Section Statistics Research Section 14 The Faculties Component Mathematics Section Centre for Mathematics and its Applications 15 Mount Stromlo and Siding Spring Observatories Contents 15 Research School of Pacific Studies 15 Economics Australia-Japan Research Centre Economics National Centre for Development Studies Graduate Studies in Demography Graduate Studies in Development Administration Graduate Studies in Economics of Development Graduate Studies in Environmental Management and Development 17 Pacific and Asian History Encyclopedia of Korea Project History of the
    [Show full text]
  • With the Benefit of Hindsight Valedictory Reflections from Departmental Secretaries, 2004–11
    With the benefit of hindsight Valedictory reflections from departmental secretaries, 2004–11 With the benefit of hindsight Valedictory reflections from departmental secretaries, 2004–11 Edited by John Wanna • Sam Vincent • Andrew Podger Published by ANU E Press The Australian National University Canberra ACT 0200, Australia Email: [email protected] This title is also available online at http://epress.anu.edu.au National Library of Australia Cataloguing-in-Publication entry Title: With the benefit of hindsight : valedictory reflections from departmental secretaries, 2004-11/ edited by John Wanna, Sam Vincent, Andrew Podger. ISBN: 9781921862731 (pbk.) 9781921862748 (ebook) Subjects: Civil service--Australia--Anecdotes. Australia--Officials and employees--Anecdotes. Other Authors/Contributors: Wanna, John. Vincent, Sam. Podger, A. S. (Andrew Stuart) Dewey Number: 351.94 All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying or otherwise, without the prior permission of the publisher. Cover design and layout by ANU E Press Printed by Griffin Press This edition © 2012 ANU E Press Contents 2012 Valedictory Series Foreword . vii Introduction . ix Andrew Podger and John Wanna 1 . Yes, minister – the privileged position of secretaries . 1 Roger Beale 2 . My fortunate career and some parting remarks . 7 Andrew Podger 3 . Performance management and the performance pay paradox . 15 Allan Hawke 4 . Thirty-eight years toiling in the vineyard of public service . 29 Ric Smith 5. The last count – the importance of official statistics to the democratic process . 43 Dennis Trewin 6 . Balancing Life at Home and Away in the Australian Public Service .
    [Show full text]
  • Bicameralism and Accountability
    Papers on Parliament No. 40 December 2003 Bicameralism and Accountability: Lectures in the Senate Occasional Lecture Series, 2002–2003 Published and printed by the Department of the Senate, Parliament House, Canberra ISSN 1031-976X Published by the Department of the Senate, 2003 Papers on Parliament is edited and managed by the Research Section, Department of the Senate. Edited by Kay Walsh All inquiries should be made to: Assistant Director of Research Procedure Office Department of the Senate Parliament House CANBERRA ACT 2600 Telephone: (02) 6277 3164 ISSN 1031–976X Papers on Parliament is available online at http://www.aph.gov.au/Senate/pubs/pops/index.htm ii Contents The Role of Executive Government in Australia Don Russell 1 Australian Bicameralism: Potential and Performance in State Upper Houses Bruce Stone 19 A Delicate Balance: the Accidental Genius of Australian Politics Stanley Bach 39 Accountability or Representation? Victorian Bicameralism Brian Costar 65 The Australian Public Service: Still Anonymous, Neutral and a Career Service? Patrick Weller 79 An Australian Story: the Troubling Experience of Economic Reform Michael Pusey 95 Vigour, Rigour and Charisma: the Remarkable Pompey Elliott, Soldier and Senator Ross McMullin 109 Contents of previous issues of Papers on Parliament 125 List of Senate Briefs 133 To order copies of Papers on Parliament 134 iii Contributors Don Russell is Head of Global Business Development for WestAM. He was Principal Adviser to Paul Keating 1985–93 and in 1996, and was Australia’s Ambassador to Washington 1993–95. Bruce Stone is a Senior Lecturer in Political Science at the University of Western Australia.
    [Show full text]
  • Australian Government Administration in the Post-War Reconstruction Era
    The Seven Dwarfs and the Age of the Mandarins AUSTRALIAN GOVERNMENT ADMINISTRATION IN THE POST-WAR RECONSTRUCTION ERA The Seven Dwarfs and the Age of the Mandarins AUSTRALIAN GOVERNMENT ADMINISTRATION IN THE POST-WAR RECONSTRUCTION ERA EDITED BY SAMUEL FURPHY Published by ANU Press The Australian National University Acton ACT 2601, Australia Email: [email protected] This title is also available online at http://press.anu.edu.au National Library of Australia Cataloguing-in-Publication entry Title: The seven dwarfs and the age of the mandarins : Australian government administration in the post-war reconstruction era / editor Samuel Furphy. ISBN: 9781925022322 (paperback) 9781925022339 (ebook) Subjects: Government executives--Australia--Biography. Civil service--Australia--History. Public administration--Australia--History. Reconstruction (1939–1951)--Australia--History. Postwar reconstruction--Australia--History. Federal government--Australia--History. Australia--Officials and employees--Biography. Australia--Politics and government--1945– . Other Creators/Contributors: Furphy, Samuel, editor. Dewey Number: 352.30994 All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying or otherwise, without the prior permission of the publisher. The ANU.Lives Series in Biography is an initiative of the National Centre of Biography at The Australian National University, http://ncb.anu.edu.au/. Cover design by ANU Press Layout by ANU Press Printed by Griffin Press This edition © 2015 ANU Press Contents Illustrations . .vii Contributors . ix Acknowledgements . xiii Preface . xv J.R. Nethercote and Samuel Furphy Part I 1 . The Seven Dwarfs: A Team of Rivals . 3 Nicholas Brown 2 . The Post-War Reconstruction Project .
    [Show full text]
  • War Crimes: Where Does Ultimate Responsibility Lie? Only a Royal Commission Will Determine the Answer
    War Crimes: Where does ultimate responsibility lie? Only a Royal Commission will determine the answer Discussion paper Allan Behm December 2020 ABOUT THE AUSTRALIA INSTITUTE The Australia Institute is an independent public policy think tank based in Canberra. It is funded by donations from philanthropic trusts and individuals and commissioned research. We barrack for ideas, not political parties or candidates. Since its launch in 1994, the Institute has carried out highly influential research on a broad range of economic, social and environmental issues. OUR PHILOSOPHY As we begin the 21st century, new dilemmas confront our society and our planet. Unprecedented levels of consumption co-exist with extreme poverty. Through new technology we are more connected than we have ever been, yet civic engagement is declining. Environmental neglect continues despite heightened ecological awareness. A better balance is urgently needed. The Australia Institute’s directors, staff and supporters represent a broad range of views and priorities. What unites us is a belief that through a combination of research and creativity we can promote new solutions and ways of thinking. OUR PURPOSE – ‘RESEARCH THAT MATTERS’ The Institute publishes research that contributes to a more just, sustainable and peaceful society. Our goal is to gather, interpret and communicate evidence in order to both diagnose the problems we face and propose new solutions to tackle them. The Institute is wholly independent and not affiliated with any other organisation. Donations to its Research Fund are tax deductible for the donor. Anyone wishing to donate can do so via the website at https://www.tai.org.au or by calling the Institute on 02 6130 0530.
    [Show full text]
  • A Road Less Travelled – Reflecting on Three Professional Pillars of Support
    13. A road less travelled— reflecting on three professional pillars of support1 Michael L’Estrange In 1981, Michael L’Estrange joined the Department of Prime Minister and Cabinet, having studied at Oxford University from 1976 to 1979. From 1989 to 1994 he worked for several leaders of the opposition in a range of policy advisory positions. In 1995, he was appointed the inaugural Executive Director of the Menzies Research Centre in Canberra. In 1996 he was appointed Secretary to Cabinet and Head of the Cabinet Policy Unit, a position he held until becoming Australia’s High Commissioner to the United Kingdom in 2000. He served as Secretary of the Department of Foreign Affairs and Trade from 2005-2009, and was appointed Director of the ANU National Security College upon his retirement from the Australian Public Service. This perspective on my years as Secretary of the Department of Foreign Affairs and Trade from 2005 to 2009 is more a brief personal reflection than any attempt at a thorough-going assessment of the professional relationships and decision- making processes that shaped the carrying out of my responsibilities in that period. It is inherent in the positions departmental secretaries hold that many personal confidences are entered into with the expectation that they will be respected in both the short and longer term. Departmental secretaries are involved in many frank and sensitive exchanges of view, often leading to significant policy or administrative outcomes. The context in which those exchanges took place, and the relationships of trust that underpinned them, also need to be respected over time.
    [Show full text]
  • Notes on Sources and References………………………………………………….……..Ii
    THE DE-COLONISATION OF THE AUSTRALIAN STATES by ANNE TWOMEY A THESIS SUBMITTED FOR THE DEGREE OF DOCTOR OF PHILOSOPHY UNIVERSITY OF NEW SOUTH WALES APRIL 2006 2 ABSTRACT This thesis examines the status of the Queen in Australia in relation to the Australian States and the effect upon it of the enactment of the Australia Acts 1986. It uses hitherto confidential government documents to expose the true relationship between the United Kingdom, the Crown and the States and challenge prevailing assumptions. The thesis establishes that before 1986 the United Kingdom played a substantive, rather than a merely formal, role in the constitutional relationship between the States and the Crown. The ‘Queen of Australia’ was confined in her role to Commonwealth, not State, matters. The ‘Queen of the United Kingdom’ continued to perform constitutional functions with respect to the States, which were regarded as dependencies of the British Crown. This position changed with the enactment of the Australia Acts 1986 (Cth) and (UK). This thesis analyses the Australia Acts, assesses the validity of their provisions and contends that the Australia Act 1986 (UK) was necessary for legal and political reasons. The thesis concludes that the Australia Acts, in terminating the residual sovereignty of the Westminster Parliament with respect to Australia, transferred sovereignty collectively to the components of the federal parliamentary democratic system. Consistent with this view, it is contended that the effect of the Australia Acts was to establish a hybrid federal Crown of Australia under which the Queen’s Ministers for each constituent polity within the federation can advise her upon her constitutional functions with respect to that polity.
    [Show full text]
  • The Secretary Said: Make It So. Can Change Management Theory
    The Secretary Said: Make it So. Can Change Management Theory Explain the Challenge of Achieving Enduring Public Sector Management Reform? A Case Study of the 1980s Management Reform: Evaluation in the Australian Public Service. Peter Graves A Thesis submitted for the degree of Doctor of Philosophy School of Business February 2020 Page | i Page | ii Page | iii Page | iv Page | v ABSTRACT Over thirty years, the Australian Public Service (APS) has been subject to many management and performance reforms. It was assumed that APS departmental chief executives – Secretaries - could implement reform changes uniformly and effectively across the large and dispersed APS. However, the central Finance Department recently concluded that a performance focus had not become embedded in the management of the APS. This thesis investigates the practice of implementing APS management reforms between 1984 and 2013 and identifies five factors that might explain the failure to embed the specific performance reform of program evaluation. The first factor involved a failure to bridge the gap between the APS centre and its eighteen constituent Departments, whose individual Secretaries exercise considerable management autonomy. The second was the gap between the Secretary commencing top-down reform from the centre in Canberra and the outcomes following implementation influenced by the APS’s geographic dispersion. A third factor involved the often-short term timeframe of many reforms, highlighting the need to consider implementing reform over an extended timeframe, potentially over decades, for the reform to become embedded. Fourth, was the failure of change management consolidators to maintain the momentum of reform changes over the long-term.
    [Show full text]