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Security, Capacity and Post‐Market Reforms: Public Management Change in 2003
Author(s) -
Halligan John,
Adams Jill
Publication year - 2004
Publication title -
australian journal of public administration
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.524
H-Index - 41
eISSN - 1467-8500
pISSN - 0313-6647
DOI - 10.1111/j.1467-8500.2004.00362.x
Subject(s) - agency (philosophy) , public sector , ninth , public administration , government (linguistics) , public management , political science , product (mathematics) , business , management , economics , sociology , law , social science , linguistics , philosophy , physics , geometry , mathematics , acoustics
Public sector change in 2003 was a product of external demands and internal pressures for improvement. The specific areas addressed are responses to security threats in the international environment; strengthening internal capacity, particularly through whole‐of‐government approaches; and fine‐tuning the public management model in part through readjustments to the centre‐agency relationship and greater emphasis on horizontal structures and processes. This is the ninth year an administrative essay has been published in the journal since 1996. Earlier chronicles include: J. Stewart 55(1) 1996; S. Prasser 56(1) 1997; J. Homeshaw 57(3) 1998; J. Moon 58(2) 1999; J. Curtin 59(1) 2000; C. Broughton and J. Chalmers 60(1) 2001; N. Miragliotta 61(1) 2002; and J. Nettercote 62(1) 2003. In this issue two chronicles are published — the first, by John Halligan and Jill Adams, focuses on external security and internal capacity building. The second assessment by Scott Prasser takes a different view of compliant management, poor decisions and reactive change.