Publications

ANZSOG brings together expertise from across jurisdictions in a range of forums designed to share insights around challenges the public service faces. These publications aim to capture those discussions and present them in a way that provides practical support for public servants.

Ministers and Officials – how to get the relationship right

Relationships between ministers and officials are fundamental to our system of government. The foundation of those relationships, like any relationship, is trust and mutual respect. It needs to be based on honesty, openness, and an understanding of each other’s roles and responsibilities. ANZSOG ran a series of events to explore both the supply and the ‘demand side’ of good policy and good decision making, and the crucial relationships at the political administrative interface.

The ANZSOG series of conversations involved politicians and public servants, and were designed to shed light on what both sides can do to ensure the relationship is working at its best.

Building foresight capability

The COVID-19 pandemic has highlighted that few governments are able to effectively predict and prepare for future disruptive events. Foresight is increasingly recognised as a key function of good government and an essential input to policy design and strategy. It helps to identify emerging challenges and opportunities, and is essential for rigorous long-term policy advice.

Several ANZSOG jurisdictions are working to improve their foresight capability and to embed that capability within the work of government, making foresight as an essential element of policy design, policy capability and policy stewardship. ANZSOG convened a ‘curated conversation’ to bring together senior officials from the Commonwealth, NSW and South Australia, to share lessons and approaches to improving foresight capability and to engage with the Singapore Government, considered a world leader in government foresight capability.

This ‘conversation tracker’ captures the key themes of a broad-ranging discussion which have broad relevance to all jurisdictions looking to future-proof policy and build foresight into their work.

Building policy capability – an infrastructure approach

Many organisations and jurisdictions recognise that their policy advisory systems need improving. They report remarkably similar challenges, including concerns about the quality of policy advice, shortages of skilled senior policy advisors, a lack of investment in future capability, and weak systems for collaboration, alignment and prioritisation.

ANZSOG works with a range of organisations and jurisdictions to support them to improve their policy advisory systems by taking a systemic approach to develop an effective ‘policy infrastructure’.

Among those organisations are several education departments. ANZSOG convened a curated conversation to bring together senior officials from: the South Australian Department for Education, The Ministry of Education in Aotearoa New Zealand and the Australian Government Department of Education, Skills and Employment.

The conversation explored questions around the context and drivers for policy capability improvement initiatives. This ‘conversation tracker’ captures its key themes, which go beyond the education domain to provide insights into how agencies can address the challenge of building an effective policy infrastructure.

Maranguka: A case study for ANZSOG’s project on co-governance and trust in government

The objective of this case study is to examine co-governance, its interaction with trust and power relations as they relate to Maranguka, using documents which are in the public domain. This is part of a larger project for ANZSOG focusing on co-governance.

The Maranguka initiative in Bourke, New South Wales, is a community-led initiative aiming to improve social outcomes for Aboriginal families. The initiative exemplifies a transformative approach to collaborative governance (co-governance), addressing systemic inequities in Aboriginal communities through justice reinvestment. By shifting the focus from punitive measures to community-led solutions, Maranguka has redefined power dynamics, strengthened trust, and fostered alignment between community, government, and non-government stakeholders. The initiative’s culturally anchored governance framework has achieved significant social outcomes while driving systemic change.

This report explores the evolution of Maranguka’s co-governance framework, focusing on how the initiative tackled systemic barriers, enhanced data-sharing practices, and institutionalised cultural leadership to achieve its goals. At its core, the initiative is led by the Bourke Tribal Council, supported by the Maranguka Cross Sector Government Implementation Group, which facilitates cross-sector collaboration to align resources and efforts with community-defined priorities.

Throughout this report, we distinguish between ‘data’—the raw figures collected across agencies—and ‘data insights,’ which represent the interpreted, contextualised outputs used to support collaborative governance. This distinction reflects the crucial role of local interpretation, narrative triangulation, and analytical work in transforming data into meaningful insights for decision-making.

The National Disability Data Asset (NDDA): A case study for ANZSOG’s project on co-governance and trust in government

This is one of three case studies that form a larger project to identify methods to operationalise and implement co-governance arrangements. This project is being undertaken by the Social Policy Research Centre (SPRC), UNSW Sydney, funded by the Australia and New Zealand School of Government (ANZSOG) and the NSW Government.

This case study documents the process of designing and proposing to establish a co-governance arrangement for the enduring National Disability Data Asset (NDDA) by the NDDA Pilot Disability Advisory Council (Pilot DAC). The National Disability Data Asset Pilot project that led to the implementation of the NDDA ran from 2019–2021 (see Box 1 for a description of the NDDA). The pilot involved six participating jurisdictions and was delivered by a National Project Team (hosted by the NSW Department of Premier & Cabinet) and a Technical Project Team (hosted by the Australian Institute of Health and Welfare). The Pilot DAC was established in 2020 to advise on the acceptability of the proposed NDDA; however, its scope and the mechanism to deliver this scope, over time grew into a process that had some of the practices that we may expect to see in co-governance arrangements – the key difference being the membership of the group did not include government representatives and it had been established by Ministers as an advisory council, hence this is not co-governance as defined by this project. The Pilot DAC was tasked to deliver recommendations to government on how the asset should be used and any governance or safeguard arrangements that should be in place to build and maintain public trust in the asset. Much of the work of the Pilot DAC occurred during the second half of 2021; Pilot DAC made its final recommendations to government at the completion of the pilot at the end of 2021.

Waterloo Human Services Collaborative Group: A case study for ANZSOG’s project on co-governance and trust in government

This report relates to one of three case studies that form a larger project to identify methods to operationalise and implement co-governance arrangements. This project is being undertaken by the Social Policy Research Centre (SPRC), UNSW Sydney, funded by the Australia and New Zealand School of Government (ANZSOG) and the NSW Government (the NSW Cabinet Office, as well as Customer Service, Regional NSW, and the NSW Public Service Commission).

This case study documents the co-governance process for the Waterloo Human Services Collaborative Group (the Waterloo Group). The Waterloo Group was established in 2021 ‘to assist with engagement, planning, and coordinated responses by human services agencies to the Waterloo community, in advance of the Waterloo Estate redevelopment, to address the current and future needs of the community, specifically those living in public housing’ (Waterloo Human Services Action Plan).

Co-Governance – Working Better Together

Co-governance is one mechanism to enable public participation and shared decision-making, increase perceived value of initiatives and build trust in public services. This study sought to build understanding of the co-governance process, including when and how to enable co-governance. Learning from practical examples, this study developed guidance for both government and community stakeholders to consider when deciding whether to use co-governance, recognising that it is resource intensive, is not a short-term solution, and each co-governance arrangement is likely to be unique to each context.

Strengthening Australia’s Reform “Muscle” via SLO: Evidence and Practice

This literature review represents the first phase of the research project. The project is the first of its kind to comprehensively investigate and apply a social licence framework as a means of building improved understanding and pinpointing opportunities and advice for strengthening policy reform. Social licence offers an established means of analysing key aspects of major, successful policy reform that are either rarely measured or taken-forgranted.

Our search process yielded 55 academic papers from across the world that describe policy reform both generically and in a variety of sectors ranging from social policy and health to transport, water and energy (see Appendix 1). Specific application of the social licence to operate concept to public policy is rare. However, proxies for social licence such as acceptance and support for policy reform are common topics of interest. Likewise, components of social licence, particularly trust and legitimacy are commonly discussed and considered fundamental to reform success, but the relationships between these components remain poorly elucidated.

The review indicates a range of participatory processes and communications are commonly deployed by governments seeking policy acceptance and trust via input legitimacy. Likewise, a diversity of factors both within and outside government control are demonstrated to influence the success of reform and its acceptance. In particular, politicisation, leadership from the public service and fairness are important considerations for governments seeking policy acceptance. The make-up of communities, actions opposing the status quo or reform magnified by the media are important external factors influencing reform success. We summarise these findings in a conceptual model that underpins the case template that will be used in the next project phase.

Merit 2.0: Factors in Merit Based Recruitment, Promotion and Retention in the Public Sector

This report is a desktop review of merit in the Australian and Aotearoa New Zealand public sectors commissioned by the Australia and New Zealand School of Government (ANZSOG). The report consists of three sections. The first examines debates around merit and the merit principle, based on academic and practitioner literature. The second is a review of the merit protection frameworks in three jurisdictions: the Australian Capital Territory (ACT), Queensland (QLD), and Aotearoa New Zealand (NZ). The third contains an analysis of a selection of recruitment advertisements in the three jurisdictions to understand how merit is portrayed in recruitment material.

Merit has become a cornerstone of modern governance, with the merit principle deployed by Western governments and managers to ensure fairness and transparency in recruitment and selection, promotion and career development opportunities. However, there are multiple and shifting interpretations of merit within and across organisations which raises questions about inconsistent implementation. This has the potential to undermine the efficacy of the merit principle. Tension between merit and diversity and inclusion (D&I) presents challenges for governments and managers to effectively achieve positive D&I outcomes in their human resource (HR) practices and processes. Questions of consistency in interpretation of principles and D&I implementation present central problems that this research seeks to help governments navigate.

This Stage 1 report contributes towards answering the main research questions of the project, which are:

1. How is ‘merit’ understood and the merit principle operationalised in human resource (HR) systems and processes by managers and employees in the ACT, QLD, and NZ?

2. How is merit acquired, recognised and rewarded in the ACT, QLD, and Aotearoa NZ public sector HR systems and processes?

3. What lessons can be learned from jurisdictions that have reformed their conception and implementation of the merit principle?

Public Sector Integrity in Practice: An Analysis of Public Sector Integrity Reviews

The research contained in this document was written in 2023 by ANZSOG Research following the release of the final report of the Robodebt Royal Commission, which made public sector integrity highly salient both in the sector and in the public debate. It was subsequently made available through the APS Academy, and is republished here as part of ANZSOG’s Research Insights series.

The aim of the work was to create a body of knowledge to inform advice to governments looking to redouble their efforts to build a pro-integrity culture in the public sector. Accordingly, the focus here is on integrity practices: what government have done, and can do, to strengthen integrity within the sector.

The document comprises summaries of important and relatively recent reviews of the public sector that made recommendations regarding changes to integrity practices, based either on specific integrity failures or more generally on an understanding of integrity as a key capability for the sector to develop, and some other recent influential literature. The literature was selected based on profile and effect. The selection does not aim to be comprehensive, but rather wide enough to provide a snapshot of the kinds of reforms governments have undertaken (or proposed to undertake) and why.

Improving Public Sector Integrity Through Action Research

The ANZSOG Integrity Action Research Project is a collaborative initiative between ANZSOG, the Victorian Public Sector Commission (VPSC), and researchers from the University of Sydney, led by Dr Assel Mussagulova and Prof. Susan Goodwin.

This project addresses the critical need to build and sustain pro-integrity cultures within public sector organisations. Recent inquiries like the Robodebt Royal Commission, the Coaldrake Review in Queensland, and the 2019 Thodey Review of the Australian Public Service have highlighted the urgent need for practical interventions that embed integrity deeply into organisational culture and everyday practices, moving beyond compliance to genuine ethical commitment at all levels across the sector.

Realities and challenges of implementing merit protection frameworks: Australian Capital Territory, Queensland and Aotearoa New Zealand

A new ANZSOG Research project explores the concept of merit in recruitment practices in a modern public sector context. It finds a complexity of understandings of merit, with reference to contemporary challenges that aim to integrate suitability and diversity alongside efficiency.

Merit 2.0: Factors in Merit Based Recruitment, Promotion and Retention in the Public Sector was recently completed with release of a second stage fieldwork report. The report ‘Realities and challenges of implementing merit protection frameworks’ draws on interviews from three jurisdictions – ACT, Queensland and Aotearoa New Zealand.

The project was sponsored by ANZSOG and the ACT Government through ANZSOGs collaborative Research Model and was led by Associate Professor Sue Williamson and a research team which included Associate Professor James Connor, Dr Vanessa McDermott, Dr Catherine Deen, Dr Kelly Soderstrom, Dr Joe Ren at PSRG, UNSW Canberra, and Associate Professor Noelle Donnelly from Victoria University of Wellington.

Does public sector leadership differ?

There are varying perspectives about whether and to what extent public sector leadership differs to that of other sectors. A new ANZSOG Research Insights paper looks at what the literature has to say on the matter and provides a way to make sense of competing arguments for and against.

The paper details three main schools of thought regarding the extent to which public sector leadership is different (or not). On balance, according to the literature, public sector leadership is generally considered to be unique due to the context in which leadership emerges and takes place and the authority that the public sector has.

To assist with sensemaking, this ANZSOG Research Insights paper provides a synthesis for understanding why and how the context of public leadership matters in two main ways- by looking at context variables and using three different lenses – character, function and jurisdiction – to analyse the distinctiveness of public sector leadership.

The paper provides a helpful framing to make sense of different ideologies and viewpoints about the uniqueness of the public sector and the context within which leadership takes place. Analysing why and how public sector leadership differs to that of other sectors has implications for how leadership is developed. Without recognition of its unique context, the utility of generic literature and approaches to cultivate leadership and develop leaders can be limited when applied to the public sector.

Relational Leadership: an approach to public service capability development

ANZSOG is collaborating with the Queensland Public Service Commission (QPSC) and the Business Impacts Unit (BIU) at the University of New South Wales (UNSW) on a research project to address system-wide challenges of leadership development, including career transitions and generational transformation in the context of capability planning for the QPSC.

This final report from the project aims to help the QPSC to understand contemporary leadership science including the latest, evidence-based, conceptualisations of leadership. It proposes an architecture of leadership, based on the Wallace 2D leadership framework, which has the potential to provide opportunities for all members of the Queensland public sector community and beyond, to identify with a leadership journey that works for them, and has relevance to other jurisdictions.

By distilling contemporary thought and research in leadership, the report provides guidance that reflects the evidence, and will work for Queensland and have relevance to other jurisdictions.

The project team has previously conducted an evidence review that compares leadership enablement approaches from across several jurisdictions, as well as gathering insights on QPS’s existing leadership foundations.

Practitioner-Led Learning for the Australian Public Service

The Australia and New Zealand School of Government (ANZSOG) was commissioned in 2022 by the Australian Public Service Commission (APSC) Academy to explore Practitioner-Led Learning (PLL) as a strategy for professional development. PLL is an established approach that takes various forms and names but is grounded in the core principle of learning from those with relevant expertise and experience. It is widely recognised as a key component of workplace and professional learning, contributing to a culture of continuous learning across the Australian Public Service (APS).

This literature review examines core concepts of learners and learning, with a focus on adult education (andragogy) and professional development. It also identifies common challenges and enabling strategies for implementing PLL in the public sector. By drawing together diverse perspectives, the review highlights the evolving relationship between theory and practice in practitioner-led learning and offers guidance for supporting professionals in their development.

Bridging Public Opinion and Data Key Insights from a Mixed Methods Analysis

Using Public Opinion Data (POD) to shape government policy is part of the crisis response toolkit and has a legitimate place in policymaking during ‘business as usual’. This ANZSOG Report, co-funded by the Australian Public Sector Commission (APSC) and undertaken by Monash University’s Sustainable Development Institute, is the fourth and final output from an ANZSOG Research Model Project on the use of POD. It uses interviews with senior policymakers and social researchers to examine how POD was used in Australia during COVID-19 and the use case for POD in crisis and normal contexts. The report includes a Practice Note outlining key considerations in the design and use of POD instrument, including how to manage political and communication risks.

Public Opinion Data and Policymaking During COVID-19 and Beyond: Insights from Interviews Across Policy and Politics

ANZSOG’s Research Model project Trust, Transparency and the Use of Data in Informing Policy Responses, co-funded by the Australian Public Sector Commission (APSC) and undertaken by Monash University’s Sustainable Development Institute, is developing  best practice guidance for public sector collection, evaluation, and use of Public Opinion Data (POD), for the purpose of developing public policy that integrates, and gives proper weight to, the opinions of those affected by it.

This practice review is one of the four key research activities of the initiative. It explores the practical applications of POD in policymaking during the COVID-19 pandemic, and in business-as-usual scenarios, by capturing high-level insights through semi-structured interviews with eight senior decision makers from different jurisdictions and various parts of government.

Brokering knowledge, brokering relationships: Improving research-practice collaboration in support of public sector reform

This report, produced by ANZSOG and the Crawford School of Public Policy at the Australian National University, explores how knowledge brokering works to bridge institutional boundaries to connect research and practice and promote new approaches to evidence production and use.

Knowledge brokering works to close the gap between research and public sector practice, and is an important part of efforts to drive public sector reforms that support governments to partner more effectively with other sectors and lead to higher quality advice and better outcomes.

This report explores how knowledge brokers establish research-practice collaborations and opportunities to enhance public sector reform in Australia and Aotearoa New Zealand. It includes a review of the international literature and analysis of 24 interviews with individuals from government, universities and intermediary organisations who are engaged in knowledge brokering activities.

It provides advice on how a range of mechanisms and good practice principles can be implemented to help establish better research-practice collaborations.

Insights to Action: An Analysis of the COVID-19 Pulse Survey

ANZSOG’s Research Model project Trust, Transparency and the Use of Data in Informing Policy Responses, co-funded by the Australian Public Sector Commission (APSC) and undertaken by Monash University’s Sustainable Development Institute, is developing  best practice guidance for public sector collection, evaluation, and use of Public Opinion Data (POD), for the purpose of developing public policy that integrates, and gives proper weight to, the opinions of those affected by it.

This report from the project analyses data collected by the Department of Prime Minister and Cabinet’s COVID-19 Pulse Survey between March 2021 and March 2022, capturing changes in vaccine hesitancy across different demographics. The survey was designed to quickly capture public attitudes during the COVID outbreak, and the report finds that  policymakers must balance agility and innovation against deliberate, methodical and credible processes that align POD instruments with the needs of policymakers  – even during a crisis contexts.

Use of Public Opinion Data to Inform COVID-19 Policymaking

ANZSOG’s Research Model project Trust, Transparency and the Use of Data in Informing Policy Responses, co-funded by the Australian Public Sector Commission (APSC), is being undertaken by Monash University’s Sustainable Development Institute This project, to be completed in late 2024, will develop best practice guidance for public sector collection, evaluation, and use of public opinion data, for the purpose of developing public policy that integrates, and gives proper weight to, the opinions of those affected by it.

The first output from the project is the Use of Public Opinion Data to Inform COVID-19 Policymaking rapid evidence review on the utility of public opinion data, within the context of decision-making during the COVID crisis. This review aimed to address the question: How was public opinion data (POD) used to inform policy responses during the COVID-19 pandemic? It examined approximately 20 studies that have in some way drawn upon public opinion, and during crises – an acute context for decision making.

Leadership Capability Framework for the Queensland Public Sector – Interim Evidence Review

As the public sector environment becomes more complex the issue of leadership development becomes more important for public services that want to increase their capability.

Through its Research Model, ANZSOG is collaborating with the Queensland Public Service (QPS) and the Centre for Social Impact (CSI) at the University of New South Wales (UNSW) on a research project to address system-wide challenges of leadership development, including career transitions and generational transformation in the context of capability planning for the QPS.

This interim evidence review compares leadership enablement approaches from across several jurisdictions, as well as gathering insights on QPS’s existing leadership foundations.

The Purpose of Small Statutory Agencies: Insights on their Functions, Form, and Practices

This original ANZSOG research examines the complex authorising environment of small statutory agencies and demonstrates the importance of them interpreting their formal independence and their practical reliance on larger government departments.

It provides practical guidance about the establishment, governance, and operations of this increasingly important part of the machinery of government, and the realities involved in effectively balancing functional relationships.

It was produced as part of a larger project, commissioned by ANZSOG in partnership with the Public Sector Commission of Queensland and the Public Sector Commission of Western Australia, investigating the governance and operations of small statutory agencies.

Would adopting more co-governance arrangements with communities build trust?

This scoping study is the first component of a larger ANZSOG-sponsored research project examining co-governance practices and especially trust between governments and communities.

The project is being undertaken by the Social Policy Research Centre (SPRC), UNSW Sydney, funded by ANZSOG and key NSW Government Agencies (the NSW Department of Premier and Cabinet, as well as Customer Service, Regional NSW, and the NSW Public Service Commission).

The purpose of this scoping study is to identify methods to operationalise and implement co-governance, and expectations of co-governance outcomes. This report presents the findings of the scoping study and is informed by a search of the literature (both academic and practice). It identifies general principles that can be applied to different contexts, and includes illustrative examples of co-governance in specific jurisdictions and policy areas.

The Governance and Operation of Smaller Statutory Agencies – Evidence Review Report

ANZSOG has partnered with the public sector commissions of Queensland and Western Australia to commission a research project investigating small statutory agencies, with the goal of producing best practice guidance for establishing, governing and operating these increasingly important and numerous arms of government.

Research for this this paper was undertaken by the University of Western Australia’s Public Policy Institute. It is the first output from the project. The paper reviews some relevant scholarly and grey literature and finds that while there has been significant consideration of governance issues in general, there have been fewer studies aimed at the interaction of these issues with the size of agencies.

This analysis summarises the literature and its contribution to identifying issues facing small agencies, and also reveals critical gaps which will provide future directions for this research project and the field more broadly.

Flexible working in the Australian Capital Territory Public Service (ACTPS)

The COVID-19 pandemic accelerated adoption of flexible work amongst public sector workers and the ACTPS has positioned flexible working as central to their vision to be the most progressive Australian jurisdiction for workplace practices and an employer of choice for employees seeking flexibility. This report, undertaken by the University of NSW’s Wales’s Public Service Research Group and funded by ANZSOG in partnership with the ACTPS, examines the impact of flexible working on productivity, wellbeing and effectiveness, and identifies factors that can lead to more effective flexible working. The report contains detailed insights for any agency trying to develop optimal ways of managing a flexible workforce. It finds there are four essential elements needed for effective flexible working: an outcomes-oriented approach to working, a purposeful approach to working from the office, a team-based approach to working, and improved managerial support and development. The ACTPS will draw upon the findings to inform and confirm its flexible work policies and practices.

Research Paper for Victorian DTF: Implementing the Early Intervention Investment Framework

The Victorian Department of Treasury and Finance (DTF) is implementing the Victorian Government’s Early Intervention Investment Framework (EIIF), a new budgeting tool designed to guide investment in early intervention initiatives with rigorous quantification requirements, and engaged ANZSOG to develop a research and practice paper to aid in the refinement and implementation of the EIIF. The origins and goals of the EIIF are discussed in this DTF paper The Early Intervention Investment Framework which looks at the importance of measuring impact through outcomes and avoided costs, and how the Victorian Government is continuing to grow EIIF’s effectiveness and re-balance the system toward more early intervention over time.

This ANZSOG paper considers what the most effective features are for the EIIF to support budgetary decision making on long-term social services investments, and what is required to realise this. It does so with a focus on the feedback loop that exists between the technical aspects of the EIIF – the systems and tools within the budgeting process and broader government – and organisational and individual behaviours and attitudes, as well as the changes that will support the implementation of the EIIF and continue to build it long-term.

Senior Executive Service Case Studies

These Research Insights papers are a series of eight case studies which summarise how senior executive arrangements in the public service have evolved since the 1980s in Australia. The series includes the Commonwealth, all six states and the Northern Territory. The papers cover the legislative and policy changes that have influenced the work of each public service over recent decades, and provide a snapshot of recent arrangements for senior public servants in each jurisdiction through to around 2021.

They are being published as a resource that may assist students and researchers who want to understand more about the comparative arrangements across jurisdictions. The papers were compiled by a research team led by Brian Head, Professor of Public Policy at the University of Queensland, and Linda Colley, Professor of Work and Employment at CQUniversity. Valuable research assistance was provided by Shelley Woods, Chris Salisbury and Prue Brown. The production of these reports has been made possible by funding from the Australian Research Council.

Queensland Building and Construction Commission: An analysis of governance, regulatory approach and capability

As part of our advisory work, ANZSOG was commissioned to provide independent research to inform a review into governance arrangements for the Queensland Building and Construction Industry.

The research covers the background and context for regulation of the building and construction sector in Queensland, sets out comparative practices in other jurisdictions and best practice evidence drawn from OECD research. Consistent with the brief, ANZSOG has not put forward recommendations in this report, but instead offered a number of observations for further consideration in the review process, which we believe have relevance in other jurisdictions considering reform in this area.

How do place-based services evolve in a world of virtual, physical and hybrid service delivery?

These papers outline the findings of an ANZSOG research project, co-sponsored by the NSW Department of Premier and Cabinet (NSW DPC), to identify the emerging considerations for governments in designing and delivering hybrid (i.e. virtual and face-to-face) services and hybrid place-based initiatives (PBIs) – specifically those relating to social services.

The research was carried out by a team from the University of New South Wales’s Social Policy Research Centre (SPRCS) and draws on the recent experiences of governments in finding new ways of working in response to the COVID-19 pandemic. It examines the effect of using virtual and hybrid modes of service delivery on stakeholders, and identifies the policy settings and resources that will support the ongoing transformation of place-based service delivery.

Building strategic policy capability – the vision, the journey and lessons learnt

This paper, written by Peter Meere from the South Australian Department for Education, outlines how the Department developed and implemented a best-practice, repeatable and scalable model for strategic policy development, as part of its 10-year vision to provide a ‘world-class’ education system. It outlines the process of diagnosing existing capability, developing a Strategic Policy Model and related tools, and the deliberate approach to governance, collaboration and co-design to ensure take up and use of the Model. This work was done with assistance from ANZSOG and this Research Insights paper is published, with the permission of the Department, because ANZSOG believes it has broader application across jurisdictions as an example of how a model for strategic policy can be designed, implemented, and used to drive an agency’s long-term strategic goals.

Developing Agency Capability

This paper, by Donald Speagle, Shaun Goldfinch and Rory Dufficy, is based on a report commissioned from ANZSOG by the Western Australian Public Service Commission to assist them to implement a program of reviews in Western Australia. ANZSOG acknowledges with gratitude the willingness of the WA PSC to allow us to share with other governments and with scholars what we learnt in the course of that project.

Changing Experiences of Virtual, Physical and Hybrid Service Delivery across the Social Care (Child and Family Services) Sector

This rapid evidence review was conducted to inform a study on how place-based services evolve in a world of virtual, physical and hybrid service delivery. The review sought to identify innovations and attempted enhancements facilitated by changing technologies, and unplanned changes brought about by COVID-19 and the responses of different agencies and services.

ANZSOG/Central Party School COVID-19 Dialogue Papers: How has technical and expert policy advice been used for rapid response decision-making in Australia?

This paper, written by Professor Allan McConnell, was commissioned for ANZSOG and China’s Central Party School’s joint dialogue: Public administration reflections on the COVID-19 response in China, Aotearoa-New Zealand and Australia, which was held in October 2020

ANZSOG/Central Party School COVID-19 Dialogue Papers: How effective have localised community action and targeted messaging about policy decisions been?

This paper, written by Dr Barbara Allen, was commissioned for ANZSOG and China’s Central Party School’s joint dialogue: Public administration reflections on the COVID-19 response in China, Aotearoa-New Zealand and Australia, which was held in October 2020

10 pillars of Youth Justice

A research paper prepared by independent expert Lisa Ward for an ANZSOG cross-jurisdictional Problem Solving Workshop on youth justice held in November 2019

In 2018, ANZSOG was commissioned by the Independent Review of the Australian Public Service (the Thodey Review) to provide a range of research papers on key issues facing the APS over coming decades. We engaged our network of academics and practitioners to produce papers which drew together research and provided up-to-date expert perspectives on these issues. The papers represent the opinion of the authors and the authors alone, and are not official views of the Review Panel, of the Review Secretariat, of any member of the expert reference panels, or of ANZSOG. 

Ensuring a world-class Australian Public Service: delivering local solutions

Investigates the strengths and weaknesses of the APS’ current approach to delivering local solutions to communities. The authors argue that a range of services need to be shaped with communities in new, co-governed ways, if we are to see any substantial and sustained improvement in local solutions.

Working better with other jurisdictions

An appraisal of the way in which the APS partners with other jurisdictions, and Australia’s First Nations. The authors argue the APS  needs to develop the capability and trust to support developing national approaches in which each participating jurisdiction makes a contribution, conscious that it is operating as part of an overall national endeavour in a federated Australia.

2030 and beyond: getting the work of government done

This paper explores APS commissioning and contracting and how it deploys these tools to pursue outcomes. It sets out a vision for an APS that has transitioned from a procurement mindset and adopted approaches that allow it to fully leverage the potential within the APS, and has the capability to design and steward complex systems, in pursuit of better outcomes.

Being a trusted and respected partner: the APS integrity framework

The APS can be a true, global leader and a trusted and respected partner by establishing a pro-integrity framework that specifically promotes ‘institutional integrity’. The core of such a framework is the promotion of four institutional qualities: purpose, legitimacy, fulfilling commitments, and robustness. This paper examines the concept of integrity and the possibility of developing a framework that integrates performance, capability and effectiveness with integrity.

Being a trusted and respected partner: the APS’ relationship with Ministers and their offices

One of the key functions of the APS is how it interacts with ministers, and the nature and quality of that relationship affects the quality of public administration. This paper explores those interactions, how they have changed over time, and explores a new vision of the APS which is open to the community and synthesises and communicates information drawn from all stakeholders to Ministers and government. Under this model there will be clearer lines of distinction between politics and public administration but, because the APS will be smart, innovative, imaginative and adaptive, it will also more effectively engage in the business of government.

Evaluation and learning from failure and success

A systematic approach to high-quality evaluation of policies and programs embedded in APS agencies, and learning from their own and others’ successes and failures, is pivotal to effective and efficient public sector management. This paper discusses the evaluation capacity and capability of the APS and how it can adopt a sustained approach to learning from successes and failures. It outlines the need for a cultural shift and an institutional framework that embeds the strategic importance and processes of institutional learning.

Evidence Base was ANZSOG’s peer-reviewed journal. It was published between 2012 and 2021 with a focus on reviewing evidence for ‘what works’ in public administration. The archive contains research on a variety of public policy areas including health, education, disaster recovery, economics and public management. 

View research publications from 2005-2015