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10.03.2016
Information for APS managers and HR Professionals looking to fill vacant positions in the APS.
The APS is transforming the way it does business in order to remain relevant and continue to offer the best policy advice and service. The APS is committed to employing people with disability and creating inclusive work environments that reflect the diversity of the Australian community. My responsibilities as Public Service Commissioner encompass fostering leadership in the Australian Public Service (APS). Prominent examples in the media of private and public sector organisations losing their way have shifted governance into the spotlight. The challenge for public servants is understanding the full responsibilities of good governance.
When I talked with public service senior executives about what guidance and advice would be most helpful to them, the overwhelming preference was for practical, directly relevant and common sense examples about what agencies were actually doing—in other words why, how and what worked.
Secondly, governance can only work if it is part and parcel of the culture of the organisation—it needs to be actively upheld and implemented by every person in the organisation. I would like to acknowledge the Department of Finance and Administration for its advice during the development of this publication and staff of all the agencies who gave their time in helping us compile the case studies. It also encompasses the important role of leadership in ensuring that sound governance practices are instilled throughout the organisation and the wider responsibility of all public servants to apply governance practices and procedures in their day-to-day work. This means that, on a daily basis, governance is typically about the way public servants take decisions and implement policies.
Agencies need to have an approach to governance that enables them to deliver their outcomes effectively and achieve high levels of performance, in a manner consistent with applicable legal and policy obligations. The Public Service Commissioner has identified achieving excellence in governance as a key challenge for the Australian Public Service (APS).6 Quality governance processes are essential to the APS as they provide the framework within which agencies can operate effectively.
Approaches or models for building better governance differ considerably depending on agency size, complexity, structure and legislative background.
However, strong governance models are of little value if agencies do not encourage employees to take responsibility for issues within their control and to actively deal with matters as they arise. It is also vital that agencies have well-established processes for monitoring all aspects of their corporate health and for escalating issues of significant risk, and that they do not sweep bad news under the carpet, but ensure it is resolved by the right people at the right time. While there is no ‘one size fits all’ approach, the case studies in Part Three illustrate common themes that are fundamental to successfully implementing better governance. Line managers also need to consistently and regularly send the same messages to reinforce the organisation’s governance approaches.
Agencies need to demonstrate to staff how governance systems help improve performance and achieve goals.
As part of a sound ethical culture, staff should clearly understand their responsibilities under the Public Service Act 1999 to abide by the APS Values and Code of Conduct.
Communication to all staff about their objectives and responsibilities must be ongoing, consistent and part of all senior management communication to staff including in everyday situations. Good governance requires all employees to think carefully about their decisions and actions, and to be interested and active players in their agency’s management and outcomes. It is essential to provide ongoing training and support for staff responsible for decision- making, programme implementation and financial management. All agencies use committees to support the agency head in decision-making and governance arrangements.
The appropriate committee structure for an agency depends on its size, the breadth and diversity of its functions, the complexity of its responsibilities, the nature of its business and its risk profile. Occasionally, the operation of committees can create confusion regarding accountability issues. There may also be frequent and regular formal meetings between the agency head and deputies (or their equivalents) and division heads to identify and manage ‘hot’ issues and progress against objectives. Appendix B depicts an example of a typical governance committee structure and its interaction with the planning processes and day-to-day operation of the agency.
In addition to the typical committee structure, agencies examined in the case studies had implemented a range of other oversight or coordinating committees, many of which were sub-committees of the senior executive committee. In some cases, these committees are established to implement specific Government initiatives or complex work cutting across the agency.
It is possible for agencies to appoint external members to their committees to provide a broader perspective. Appendix C provides examples of the internal governance committee structures of some of the case study agencies. The review of Department of Defence management released in early 200722 provides some commonsense advice about committees and how to use them most effectively. The review notes that the committee system plays a major role in binding together a large and diverse organisation. The review recommends that, while the agency head is the ultimate decision-maker, a top executive committee should set the strategic direction of the agency, advise on significant management and investment decisions, and monitor financial performance and compliance standards. The review considered that core sub-committees in the Defence context included audit, people management, OH&S and risk management committees.
The review also recommended that rather than seeking representational membership, committees limit membership to those who are essential to reaching informed decisions.
Clear and unambiguous lines of reporting, accountability and responsibility, both within the organisation and with its stakeholders, are critical to effective governance. In its response to the Uhrig Review, the Government agreed to a central area providing advice on appropriate governance and legislative structures when establishing or reviewing statutory authorities. Some agencies have established a particular branch or unit charged with the overall strategic governance of the organisation. A key governance process is the agency’s relationship and communication with the Minister and his or her advisers.
The accountability relationship between the Minister, the head of the portfolio and agency heads is particularly important. In his review of statutory authorities and office holders, John Uhrig identified a number of factors causing ineffective governance in some authorities, including ‘unclear boundaries in their delegation, a lack of clarity in their relationships with Ministers and portfolio departments, and a lack of accountability for the exercise of their power’. Clearly articulated responsibilities and lines of reporting are required, along with communication through both formal and informal mechanisms. APS agencies are accountable to the general public through the Parliament as well as to the Government. Agencies need to ensure that they can explain and defend their decision-making and that they have clear procedures for dealing consistently and equitably with stakeholders. Whole of government approaches require management and coordination of governance, particularly accountability arrangements, across a range of boundaries, especially agency boundaries and sometimes state or local government sectors. Agencies should develop written protocols or Memoranda of Understanding to document the responsibilities of the various parties. There is a need for careful choice of the appropriate structures to support whole of government work, and these are discussed in the Management Advisory Committee report on Connecting Government32. Cross-portfolio work can particularly challenge the budgeting and accountability framework.
Agencies increasingly deliver services with and through non-government bodies or networked government arrangements with the states and territories. At an operational level, agencies involved in such arrangements have devised and implemented a number of control mechanisms to assist them to meet their own accountability requirements as well as the Government’s accountability to service users and the general community. It is important, however, that performance measures, especially lower level indicators, are set in such a way that they do not undermine the responsiveness of more complex devolved governance arrangements. Agencies should recognise the importance of having flexible compliance, decision-making and risk management systems to allow for changes in leadership, objectives, direction, resources and risk.
All agencies need to establish and implement sound systems for risk oversight and management and internal control, and these systems should be integrated into the business planning process. Agencies examined in the case studies incorporated risk management as a key component of good governance.
While the risk management system should be comprehensive—and the recordkeeping system appropriately detailed—regular, concise reports on how the agency is tracking in key risk areas should also be provided to the agency’s senior executive. Under the Financial Management and Accountability Act 1997 (FMA Act) and the Commonwealth Authorities and Companies Act 1997 (CAC Act), each agency must establish an audit committee to independently review and consider its operations and competence as well as the integrity of its accounts. Agencies can introduce a range of tools and systems to enhance their compliance and decision-making processes. Chief Executive’s Instructions (CEIs) are a particularly useful tool to ensure that the agency’s financial accountability and governance arrangements are aligned to its operational and legal needs.
Documenting protocols and procedures can be particularly important even when agencies have long-standing, highly experienced staff.
Strategic planning and performance monitoring, reviews and evaluations are all essential tools for ensuring agencies regularly ‘reality check’ their governance systems and identify potential risks that could affect their ability to achieve outcomes. An agency’s characteristics—its budget, staff, culture, objectives and environment—may change over time, even without significant events such as changes of policy or Government. Performance measures should cover the effective and efficient delivery of Government policy and programme objectives as well as the internal management of the agency. An agency’s monitoring and evaluation plan should be a rolling schedule which supports regular reviews of programmes and policies to inform future funding requirements. Programmes, procedures and policy—including operational policy—should also be regularly reviewed to gauge their effectiveness in delivering desired outcomes, and to ensure that they are operating efficiently. Processes for monitoring corporate health need to be an integral part of an agency’s governance framework. Six broad areas of corporate health are central to the early identification of agencies at risk of poor performance.
Against each of these areas there are key indicators of corporate health associated with organisations that perform well, and with agencies at risk of poor performance. The Commission’s publication Agency Health—Monitoring Agency Health and Improving Performance43 deals with these issues in more detail and provides a checklist to facilitate agency discussions on corporate health. Rules are necessary, but an organisation that is strictly bound by rules may not be able to respond appropriately to unusual, complex or new circumstances.
The case studies highlight the potential benefits of a stronger focus on a principles-based approach, leading to greater flexibility and responsiveness to Government needs. The need for a flexible approach to traditional governance arrangements is most clearly highlighted in dealing with what are sometimes called ‘wicked’ policy problems. Very often, part of the solution to wicked problems involves achieving sustained behavioural change by some groups of citizens or by all citizens.
For wicked problems to be handled successfully, governance structures need to support holistic approaches, focus accountability on the whole of government outcomes the Government is seeking, and allow for the engagement of stakeholders and citizens. There are no easy answers as to what the best governance arrangements for dealing with wicked problems are.
In late 2006, the Australian Public Service Commission and the Department of Finance and Administration held consultations with all APS departments to seek their views on governance in the public sector. The case studies highlight the point that, while approaches to governance issues vary or different issues may dominate, there are several important common themes. Over time, the aim is to add further case studies to show the ways in which different agencies approach the practical implementation of good governance. How changes in governance brought together a range of disparate service delivery agencies into a holistic service delivery system which is responsive and accountable to both the Government and the public. The entire Socotra Archipelago is considered by the Government of Yemen and the Socotris as a special conservation area of high global importance. The Zoning Plan focuses on the preservation of existing traditional uses and practices of the local Socotri communities to ensure future sustainable use of natural resources.
To protect and maintain the unique biological diversity of the Socotra Archipelago, as well as other natural, cultural and landscape values of the area in the long term.
Areas managed to ensure long-term protection of the unique biological diversity of Socotra Archipelago, while providing at the same time, a sustainable flow of natural products and services to meet community needs. To allow for the development of essential infrastructure required to improve the standard of living of the local community (i.e. To focus infrastructure & commercial development efforts in roads, power lines, transportation & health facilities, etc.). To regulate and guide infrastructure and commercial development, so as to minimize environmental damage to neighboring protected areas and natural landscapes as well as to minimize negative impact on natural terrestrial and marine habitats (i.e.
These areas fall within the National Park Zones and contain the highest concentration of rare and endemic plants of the Archipelago.
To maintain the essential natural attributes and qualities of the environment over the long term. These are areas of unmodified or slightly modified land and sea that retain their natural character and influence without permanent or significant human habitation that will be protected and managed so as to preserve natural or near-natural conditions. Nature Sanctuaries are susceptible to degradation by natural events or human activities, and the risk of irreversible environmental damage is high unless the site is strictly protected. The Zoning Plan was prepared on the basis of all previously existing studies on the archipelago and extensive fieldwork as well as data collection carried out on-site by the GEF Socotra Project.
Over 60 Yemeni and international experts from a wide range of regional and international institutions joined forces with the project team in what was the largest effort ever performed towards the inventory and mapping of terrestrial and marine biodiversity of the archipelago. The GEF Socotra Project recruited thirty-four Socotri environmental extension officers from all parts of the archipelago who served as a constant direct link between the Project and the local communities.


An international expert assisted in the development of a draft ecotourism development plan. The first draft of the Zoning Plan was used as a basis for extensive consultation with local community leaders in Socotra.
The UNESCO underlined the importance of protecting the Socotra Archipelago through the establishment of a Man and Biosphere Reserve and placed Socotra at the top of the agenda for declaration (UNESCO, 1994, 2000). The Global Environment Facility (GEF) and the UNDP assisted the Government of Yemen in the formulation of a comprehensive Biodiversity Conservation Zoning Plan, which represented the essential pre-condition for the declaration of the Socotra Archipelago as a UNESCO Man and Biosphere reserve issued later in 2003. The Zoning Plan was a pro-active response of the GEF Socotra Biodiversity Project to the opening an airport in Socotra in 1999.
The Government of Yemen ratified the International Convention on Biodiversity in February 1996. In mid-1997, the GEF agreed to fund a project called the "Conservation and Sustainable Use of the Biodiversity of the Socotra Archipelago," that was jointly managed by the EPA and the United Nations Office for Project Services (UNOPS). The project, which was implemented at the end of 1997, had technical supervision from the UNDP and the GEF.
In June 2009, the new Socotra Biodiversity and Governance Project (SBGP) focused on mainstreaming biodiversity management considerations into Socotra’s local governance. The Indian Ocean on the southern coast of Socotra is so rough that fishermen needed to build special landing sites for their boats to be able to land there. Majority of organization have diverse information systems, different definitions and structure of data entities, decentralized data governance model or transactional data lying on individual data sets in an island system. Master data management (MDM) is the creation of a single, accurate and unified view of corporate data, integrating information from various data sources into one master record. ITC Infotech, a consulting partner of SAP, provides its customers: Data Modeling, and Data Governance, Master Data Consolidating services, Integration of Applications and Deployment of MDM Architecture by offering best-of-breed Master Data Management (MDM) solutions for managing master data across the enterprise. Our reliable, scalable application management services support availability, deliver rapid responses, and provide experts skilled in MDM. ITC Infotech’s SAP MDM global Competency centre has been assisting clients across the globe in their quest towards complete, clean & consistent master data. Whether it is recommending the best-in-class asset management systems, our project management methodology, the recruitment and nurturing of the specialist staff or the partners we choose – everything we do is with best practice as the driver and technology as the enabler.
Consulting is the starting point for creating a long term solution driven partnership that focusses on the outcomes you need to achieve.
We also have the experience to navigate complex business relationships, internal politics, external opportunities and challenges that come out of left field. What are your strategic objectives and are your assets performing at an optimised level to assist you to meet your objectives? Tolerro is a learning organisation and can transfer to you valuable lessons gained across multiple asset management implementations.
You can be assured of a proven and systematic approach, broadly based on PYMBOK project management methodology which keeps your implementation on track to deliver you solutions on time and on budget. The following process broadly maps the methodology we use for asset management implementations.
Confirm business requirements, review of existing system and workflow mapping, codes, standards and user access. Assumptions, dependencies, constraints, architectural strategies, policies, engineering trade offs, risks and issues. Detailed design recommendations.
System configuration, data migration, customisation, security administration, training plan and training materials. User Acceptance Testing, business verification, load testing, integration  testing and data validation. In addition to the major steps, the process includes ongoing communication and a change management plan, including reporting and feedback to the leadership team, project sponsor, project manager and project team. The right training is the key to getting the best return on investment from the systems you implement.
Tolerro is a full service consultancy, offering training as part of system implementation and can educate your workforce on how to best adapt to new systems and work processes. We provide comprehensive training for existing users of IBM Maximo, SAP Syclo, Sharperlight and other systems we supply. The delivery of training can be formal classroom, interactive workshops, webinars or one-on-one training.
Perhaps you have new users to your system, have just added more functionality to your systems or simply see that greater user knowledge will yield you greater returns.
Our clients tell us that Tolerro’s SOS Support provides the best and fairest packages on the market. Support agreements from other providers often force you to pay for a service you are not using, and then when you really need a concerted effort to get a problem solved they charge you for every extra hour used.  Often these support agreements also bundle in costly additional features that you simply don’t need. By listening carefully to our customers, we have designed the SOS Service Level based Support Agreement.  It accommodates the ebbs and flows of your business cycle and support needs, can be tailored to your required support hour coverage and is scaled to meet your actual needs. We offer a choice of standard hours and extended hours packages up to a 24 x 7 x 365 full cover support agreement.   For specialised support requirements we are also happy to develop specific service level agreements to cater for specific industry needs. Included with Tolerro’s SOS is an industry leading, award winning support environment called JIRA. Over our 11 years delivering asset management solutions Tolerro have built a knowledgebase full of expert asset management experience.
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A blog devoted to SharePoint Taxonomy and Governance best practices and just generally doing SharePoint on purpose!
Instead of numerous slips of paper and a list of instructions a mile long, the student was able to gain access to personally relevant and tailored information with a single sign-on. With the support of the proper taxonomy and governance model, My Sites empower the user to focus on their jobs rather than trying to work around their tools.
During my Governance and Taxonomy Workshop, I make sure you understand the role and placement of My Sites within your taxonomy plan. Imagine how successful your project can be if you walk out of the Governance and Taxonomy Workshop with the above stakeholders in total agreement and in support of the above documents!
ITIL is a set of definitions and relationships that provide a framework for organizing IT operations. It turns out that SharePoint is very good at redacting information based on multiple taxonomies so that only context-appropriate information is viewed during a web session. In my workshops I use these concepts, and actual examples of successful business taxonomies, to help you and your team develop a stable and effective taxonomy for your organization. Organizational Change Best Practices Slide Deck, 2008 Best Practices Conference, Washington D.C.
The key to a successful project are the project planning activities  as it will save time, money and solve many problems if done correctly at the beginning of a project. Project planning includes activities such as determining what needs to be done and how this will be done. Develop the schedule once the required resources are understood and the estimated effort for each work task, the relationship between these tasks can be identified and a schedule developed. By completing all these project planning activities you will ensure a successful outcome for your projects. A business focused Senior Program Manager & PMO Manager with a wide experience of application, infrastructure, governance, regulatory and innovation projects primarily in financial services and insurance in Europe, USA and Asia.
Do You Know That Cloud Based SharePoint Offers A Cost Effective Enterprise Approach For A PMO Tool? Do You Know That Human Capital Management Offers Great Business Benefits With Business Process Outsourcing? Would A One Page Overview of The Reasons, Value And Approach For Setting Up a PMO In Your Organisation Be Useful? What Project Selection Criteria Does Your Organisation Use For Your Project Portfolio Management? Do You Know These Best Practices To Scale Agile Program Management into a Large Organisation? Would A One Page Overview of Best Practices for a Successful Data Migration Project Be Useful?
Would a One Page Overview Be Useful on How Your Enterprise PMO Successfully Can Deliver Business Centric Change? Do You Know This Powerful Remote PMO Services Solution Using a Cloud Based PM Reporting Tool? A central responsibility of APS leaders is to ensure that sound governance policies and practices are embedded in their agencies. Achieving excellence in governance was identified as a key issue in my 2005–06 State of the Service Report. The Constitution, common law, specific public sector legislation, guidelines, conventions and agreements state the ‘must do’ elements of governance. Building Better Governance, while covering some of the ‘musts’, focuses on providing guidance about the ‘shoulds’. Part One articulates what we mean by governance in the public sector and why good governance is important. The online version of these guidelines will be refreshed from time to time as new, interesting case studies emerge. They also affect public confidence in the APS’s capability and integrity, as well as its employees’ satisfaction levels.
Agencies striving for better governance should constantly test and adapt their models to meet changing circumstances. A strong focus on building and sustaining effective governance frameworks and on detecting signs of poor governance or failing corporate health can help agencies deal with problems before they develop into serious performance issues. These building blocks reinforce the elements contained in the Australian National Audit Office (ANAO) ‘house of public sector governance’ (see Appendix A).
The case studies highlight the importance of strong leadership by heads of agencies and senior management. All employees must be encouraged to take their governance responsibilities seriously, and be active participants in the agency’s governance processes. They are ‘on the ground’ and can see where things need to change, what’s going wrong or who is doing the wrong thing. Clear and ongoing communication about the agency’s governance requirements needs to be coupled with strategies that encourage cultural change where required.
It is also important that everyone understands the governance system and their responsibilities for contributing to a sound governance culture. Agencies should also have well-understood procedures for dealing with problems or complaints raised by citizens and staff, including whistleblowers’ reports. Information can be made available through speeches, staff meetings, articles in newsletters and on the intranet, performance appraisal discussions and regular discussions about policy and programme development.
It is not an ‘us and them’ situation with only executives and managers responsible for governance matters—everyone in the agency is responsible. The level of training and support needs to be commensurate with the level of responsibility devolved to staff and the complexity and risk of the decision-making context. These define the standards of behaviour required by APS staff and cover issues related to governance such as recognising conflicts of interest, maintaining confidentiality, complying with the law and agency directions, and reporting unlawful or unethical behaviour through proper channels. Some committees are mandatory (such as those for audit and occupational health and safety) while others are of an advisory nature only. Group managers or division heads may meet face-to-face with the agency head (and their deputies) on a weekly or fortnightly basis to raise and deal with matters—requiring only a small number of committees across the agency. Larger agencies may grapple with ensuring that many divisions with devolved responsibilities (and sometimes with very different objectives, stakeholders and cultures) operate within a clear, cohesive and integrated governance framework. In other cases, they are formed to oversee programmes or policy areas identified as key risks. Although the advice is specifically directed to Defence, it is generally relevant to all agencies, particularly large organisations. The review recommends that the guiding principle for committees is to establish and retain only those that contribute to the effective and efficient running of the organisation, and also reduce the pressure and workload on senior staff. It strongly recommended that committees established for specific purposes or projects should have a sunset clause at which time their existence should be reconsidered.
Several of the case study agencies had recently reviewed and realigned their organisational structure to achieve this. In this context, the Department of Finance and Administration published whole of government guidance entitled Governance Arrangements for Australian Government Bodies23 in August 2005, to provide a solid platform for informed discussion on governance. The Australian Public Service Commission provides examples of good practice protocols for dealing with Ministers in Appendix 3 of Supporting Ministers, Upholding the Values: A Good Practice Guide25. The exact nature of that relationship is generally defined by the legislative framework surrounding the establishment and operation of the portfolio entities, but within any framework sound communication plays a central role. Written protocols can assist by detailing the processes for identifying high risk problems and notifying the departmental Secretary and Minister of pertinent issues. The success of relationships that agencies develop with stakeholders, including the public, is affected by the agency’s reputation of integrity, openness and accountability.


Agencies can develop organisation-wide protocols and checklists for dealing with external stakeholders. The Department of Finance and Administration should be consulted at an early stage in the development of major cross-portfolio initiatives to ensure that the flexibility that is possible in the existing outcomes and outputs budget framework is maximised and used to facilitate a cross-portfolio approach. While the actual service delivery may be outsourced, accountability and risk management cannot be outsourced— ultimate responsibility lies with the APS agency concerned. The standards are enforced through administrative review and performance management regimes.
Broadly, these control mechanisms are intended to leave the provider free to manage the delivery process but still be accountable to public servants for specified outputs and for meeting targets or indicators.
There is a danger that excessive direction and compliance can stifle innovation and flexibility. Without inbuilt flexibility, there is the possibility that agencies may simply use a ‘tick-box’ approach which could encourage complacency followed by major problems. An important responsibility of any Government body is the effective and efficient use of Commonwealth resources. Systems should be designed to identify, assess, monitor and manage risk throughout the agency. Some agencies have adopted a one-page reporting format, with further detail available if required. Generally they are responsible for overseeing an agency’s risk management and internal control framework, its external accountability and other legislative compliance responsibilities. These include written guidelines and protocols, checklists, and help and advice from corporate areas. Their knowledge can be taken for granted and, as a result, knowledge transfer and recording of procedures can be neglected. Agencies should have an integrated framework for business planning which cascades from strategic priorities to divisional priorities and activities. This allows every employee to see exactly how their individual work affects their team goals, their division’s goals and their agency’s goals.
This includes internal audits and reviews of processes to ensure accurate information and quality assurance against agreed performance measures.
Assessing corporate health goes beyond measuring the current effectiveness of the agency in meeting its agreed performance measures. These areas cover the broad spectrum of governance issues and include organisational direction, leadership, organisational capability, corporate governance processes, relationships and integrity, and organisational culture.
For example, in an agency with high levels of corporate health, there is likely to be an awareness of, and focus on, core business throughout the organisation. The checklist provides a detailed list of corporate health indicators associated with organisations that perform well, and those associated with agencies at risk of poor performance. An understanding of the policies and objectives behind the rules allows sound decision making rather than decision making by a ‘tick-box’ approach alone.
This also increases senior management’s ability to apply a broader, future-oriented strategic approach, including to whole of government issues.
These problems share a range of characteristics—they go beyond the capacity of any one organisation to understand and respond, and there is often disagreement about the causes of the problems and about the best way to tackle them. There are numerous examples including dealing with obesity, climate change, Indigenous disadvantage or land degradation. Performance measurement and evaluation needs to avoid a narrow ‘bean counting’ approach to whether the government’s objectives are being met, and take into account the likely need for longer time frames for results to become apparent. It is important for agencies to look for a balance between achieving necessary levels of accountability and ensuring that governance arrangements do not stifle flexibility, innovation and collaboration. It was agreed that it would be useful to provide agencies with a ‘road map’ of governance references and information. That’s why it is important to focus on the building blocks to good governance in Part Two of this document.
The people of Socotra have lived in a sound balance with their environment for centuries and until recent days effectively conserved the biodiversity upon which they depend. In most cases, traditional practices are highly compatible with the objectives of biodiversity conservation. Within the Resource Use Reserve, traditional practices are in place, for the sustainable use of natural resources. For the marine component, all waters within the 12 nautical miles around the archipelago form the Resource Use Zone. Special attention is paid to the conservation of this unique heritage by assigning priority to the management and protection of these areas.
These sites are strategically located for the recruitment of plants and animals into other areas through the dispersal of seeds, eggs, and larvae by wind and water.
This research ran parallel to an extensive consultation process with local communities throughout the archipelago. A total of 14 large meetings, which involved approximately 500 local sheiks, muqaddams, and local government representatives, were held throughout the islands.
The President of the Republic of Yemen, Ali Abdallah Saleh was on board of the first Yemenia Airline Boeing 737 that landed in Socotra. The Government of Yemen approved the Plan in April 2000, by Prime Ministerial Decree, and then ratified the decision by Presidential Decree no.
In the same year, Government Decree IV declared Socotra as a special natural area in urgent need of protection. Phase one was completed in 2001 and a second phase with support from the Government of Netherlands was successfully closed in 2003. These are some of the problems that organizations face when they try to integrate their critical master data.
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Establish a process in advance to track these issues and a procedure to escalate any critical issue to the appropriate management stakeholders. A range of documents, such as Foundations of Governance published by my Commission and numerous publications by the Department of Finance and Administration and the Australian National Audit Office, cover off the ‘musts’. While there are common elements, themes and models, agencies need to develop systems that meet their specific circumstances and be prepared to adapt and evolve their governance arrangements to meet changing needs.
For example, several agencies cite the clear direction and support of their Secretary as a crucial success factor. One way to ensure that a constant and consistent message is sent to all staff is to make a specific area of the agency responsible for governance-related communication. The quality of the agency’s governance relies on each employee taking individual responsibility as well as a team effort.
Otherwise it is difficult to ensure compliance even with the best-designed governance model. The case studies include examples of agencies that allow for high levels of devolution but within a structured and centrally controlled framework. For example, one department issued General Principles for the Preparation of High Quality Advice to Ministers, and another department prepared documentation setting out the regular meetings that occur between agency officials and the Minister, and how these work. On a practical level, stakeholders need to trust that decisions affecting them are made consistently and openly, and that they will be dealt with in a consistent way by all parts of the agency. Protocols may include service standards or charters, and systems for monitoring complaints and identifying systemic issues. For example, if there is deep contention between portfolios, or in the community, and tight timeframes are involved, a dedicated taskforce under strong leadership and working directly to the Prime Minister, a senior Minister or a Cabinet committee may produce better outcomes than a more standard interdepartmental committee. The APS, in turn, is accountable for setting and monitoring these indicators, and should build evaluation and review into contracts and regulations to ensure accountability frameworks are rigorous.
A balance needs to be struck between proper levels of accountability and allowing third-party providers some measure of flexibility and responsiveness to their clients. Several agencies examined in the case studies had developed organisation-wide written protocols for dealing with issues such as financial management, procurement and programme management.
The Management Advisory Committee’s review of red tape in the APS38 highlights theimportance of reviewing and simplifying CEIs to ensure they are readily understood and adopted throughout the agency. Detailed documentation of procedures is equally important where there is high staff turnover.
Conversely, in an agency at risk of poor performance, there may be poor communication of organisational purpose, strategies and vision.
For these problems, a traditional approach to governance which attempts to clearly identify specific outcomes and outputs, implementation plans and performance targets may lead to these types of wicked problems being handled too narrowly or the emergence of unintended consequences. The Commission’s Tackling Wicked Problems— A Public Policy Perspective44 publication also deals with these issues. It was also felt that it would be particularly valuable for agencies to share stories about their own governance experiences, as a way for others to gain useful insights and ideas that they may implement.
Such practices are effectively enforced by the community itself, and will be supported by the establishment of the Reserves. Other areas of high conservation importance for key zoological groups fall within the boundary of the National Park, and will be mapped in detail later.
The Decree also called for assistance to formulate a Master Plan for Development of the Socotra Archipelago. We specialize in SAP NW MDM configuration and set up as well as migration of data from legacy to MDM.
Our refined standards and processes, seasoned know-how, proven track record and asset management specialisation means that choosing us could literally save you millions. Our consultancy assists you to assess, plan and maintain your assets through proven technologically driven solutions, in-house and on-site support and training. Every project is different and we tailor our methodology to meet the objectives set by you. It is therefore a natural extension to apply this know-how to deliver expert training as a stand-alone service. However, these guidelines are rightly dominated by Part Three which consists of case studies provided by a range of agencies of varying size and complexity. They should not assume ultimate decision-making power, which is the responsibility of the agency head or chief governance team. For example, if a critical role is to ensure a consistent approach is taken across the agency, representational membership may be appropriate.
There is no one appropriate governance arrangement, but rather a spectrum of control possibilities, against which agencies will need to develop the arrangements that are particular to their situation.
To increase the likelihood of achieving desired outcomes, informed decisions should be made based on evaluation of the associated risks.
It includes issues such as how an organisation is managed, its corporate and other structures, its culture, its policies and strategies, and the way it deals with its various stakeholders. We explore your objectives, key challenges, systems, processes and gain a full understanding of your operations and people.
However, best practice dictates that a thorough methodology is employed to ensure quality outcomes are delivered. They illustrate a variety of systems, tools, approaches and cultures developed to meet the specific needs of each agency.
Senior managers must ‘walk the talk’— modelling good governance behaviours and demonstrating a commitment to achieving Government objectives through accountable processes. A focus on genuine outcomes rather than narrow targets, however, is likely to be appropriate.
Monitoring the health of an agency allows agencies to ‘take the pulse’ of their organisation, and to identify early warning signs that they may be at risk of poor performance. From there we recommend the right mix of solutions to get the best return on investment from your assets.



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