Presenters Managing Public Services in

Challenging Times: Imperatives & Strategies

A Non-Award Professional Development Course

Dr Cassandra Star Associate Professor Gerry Redmond Associate Professor Janet McIntyre
Senior Lecturer in Public Policy Director, Flinders Institute of Public Policy and School of Social and Policy Studies
School of Social and Policy Studies Management Flinders University
Flinders University Flinders University

The public sector around the world is going through a challenging

and at times difficult period. Driven by a host of ideological, socio-
Associate Professor Lionel Orchard Dr Noore Alam Siddiquee Professor Adam Graycar economic and technological factors the public sector context has
School of Social and Policy Studies Senior Lecturer & Head Strategic Professor in Public Policy changed and is changing constantly. A key feature of the current
Flinders University Discipline of Politics & Public Policy School of Social and Policy Studies context is that the leaders and mangers of the public sector are
School of Social and Policy Studies Flinders University
Flinders University
under considerable pressure to improve performance and/or to
produce ‘results’.
Citizens are far more informed and assertive than ever before; they demand higher About the Course
levels and quality of services from relevant state institutions. Their expectation Managing Public Services in Challenging
Times is a short professional development
of the quality and range of services that the government should deliver and how
program designed to provide a broad
is shaped by what is currently available in other contexts. This aside, the growing overview of the current trends in public
number of complex social, economic and environmental problems confronting sector management and to help the
governments across the globe require the public sector to be dynamic and creative participants learn the key concepts,
in tackling these challenges and meeting demands. This is more so as the public principles and skills needed. In particular,
Professor Fiona Verity Associate Professor Jo Baulderstone Mr Tim O’Loughlin
School of Social and Policy Studies School of Social and Policy Studies School of Social and Policy Studies sector is already faced with strict financial constraints further complicated by the it seeks to familiarise the participants with
Flinders University Flinders University Flinders University current political climate that is generally hostile to taxation where the citizens are some of the contemporary developments in
opposed to paying higher taxes to fund public services. In short, the public sector the field and key competencies required by
finds itself under increasing pressure to do ‘more with less’. There are further practicing managers to be effective in their
respective roles. Participants would learn
pressures due to rising expectations that public institutions would be efficient, offer
and improve their technical, managerial
value for money and demonstrate higher levels of accountability and responsiveness and leadership skills through a series of
in their operations, policies and performance. workshops and interactive sessions drawing
While some of the contemporary reforms introduced under the New Public on cases and best practices from Australia
and other contexts. The workshops would be
Management and other models were broadly aimed at achieving such goals,
facilitated by scholars and professionals with
Dr Michael Bell paradoxically these reforms have given rise to a new set of challenges. They have substantial experience in teaching, research
Senior Lecturer redefined the role of government/ the public sector requiring public managers and management in the public sector.
School of Education to work across boundaries and forge new relationships with private agencies and
Flinders University NGOs. The transformation of the public sector from a ‘provider’ to a ‘purchaser Who Should Attend
and regulator’ of services delivered by a mix of agencies means that public The course is suitable for mid-and senior
managers need to possess new skills and competencies to be effective in their level officers in the public and non-profit
new roles. While the current capacity in the public service is mostly inadequate organisations. It would be particularly
to meet the demands of the changed situation, it is being compounded further by useful to all those who are in leadership
Managing Public Services in the fact that the public service finds it difficult to attract and retain the best - often and management roles at various levels and
those who wish to strengthen their technical,
Challenging Times: Imperatives & Strategies due to poor image and the absence of meritocracy, among others. It is in this managerial and leadership skills in areas of
A Non-Award Professional Development Course context that there is an urgent need to enhance the current capacity and skills in contemporary public sector management.
public management through appropriate and continuous training.

Course Details Venue: Flinders University Adelaide, Australia Dates

TBA
Course Fees: TBA
Duration: 2 weeks Contact Us
Mrs Sharon Huckel, School Manager
Contact Us Class Size School of Social and Policy Studies
Mrs Sharon Huckel, School Manager, School of Social and Policy Studies Minimum 15, maximum 25 participants sharon.huckel@flinders.edu.au
sharon.huckel@flinders.edu.au, +61 (8) 82015835
Our Profile
Flinders University has a long history and strong reputation in teaching, research and professional training in public sector
management. The Flinders Institute of Public Policy & Management (FIPPM) located within the School of Social & Policy Studies has
extensive experience in designing and delivering such training to suit the demands of client institutions. Besides running the Public
Sector Management Program (PSMP) – the Australian Public Service Commission’s leadership training program for the past five years,
FIPPM has conducted training courses of different durations for various client organisations locally and internationally. FIPPM is also the
trainer of choice for the Institute of Public Administration, Australia (IPAA) - SA branch.

Schedule
The schedule of the course – as outlined below - is indicative and flexible. Modules may be selected individually or may be selected Managing Accountability, Ethics & Good Governance
in relation to need, i.e., it is possible to make adjustments to the content and select specific modules for depth and coverage in • Centrality of accountability in the public sector
accordance with specific requirements of the clients. • Upward, downward and outward accountability
• Current accountability challenges and ethical dilemmas
The Public Service Context: Continuity & Change • Market reforms and accountability
• Overview of public management & its context • Accountability for process vs accountability for performance
• Forces driving the change in the public sector • Strengthening internal oversight, whistle blowing
• The New Public Management • Lessons from Australia
• The Public Value & Whole of Government approaches
Managing Risks and Uncertainties
• Privatisation and outsourcing of service delivery
• Conceptualising Risk
• Public–private partnerships
• Assessing the impact of risks
• E-government and service delivery
• Basic risk management process
• Management implications
• Organisational risk management framework
Leading and Managing Change • Monitoring risks
• Understanding change • Risk management as a strategic tool
• Strategic planning – what and why • Risk management vs. crisis management
• Strategic planning and change management
Contemporary Public Policy Issues
• Building blocks of strategy, strategic planning
• The public policy cycle
• Executing strategy, when and why strategies fail
• Constraints on public policy
• Changing organisational culture
• Tools for public policy
• Leadership & change management
• Innovations in public policy
• Leaders, managers and administrators
• Approaches to policy evaluation
Managing People: The Human Resource Management Monitoring & Evaluation Methods
• The legal and regulatory framework • Theories and approaches to evaluation
• Getting the right people- recruitment , selection, induction • Qualitative evaluation- case studies, analytical frameworks
• Getting the work done- reward and recognition, coaching and mentoring • Quantitative evaluation
• Building career paths • Cost-benefit analysis
• Dealing with poor performance • Rainbow framework of evaluation
• Managing diversity and conflicts • Managing evaluation in the public sector
Managing Performance in the Public Sector Field Visits
• Significance of performance management Tentative visits would include-
• Performance appraisal vs performance management • Guided Tour to Victor Harbour
• Efficiency, effectiveness, output and outcome dimensions • Department of Premier & Cabinet
• Problems with performance measurement • Department of Further Education, Employment, Science and Technology
• KPIs & Performance measurement • City of Marion (Local government)
• Performance-related pay
The Course will include
Managing Quality & Innovations • Airport welcome and transfer to accommodation
• Concerns about quality • Airport and hotel pick-ups
• Contemporary developments: Charters, Best Value, Value for Money • Formal welcome lunch
• Other developments: TQM, Benchmarking and ISO • City orientation tour
• The systems approach to quality • Professional learning program
• Quality vs. Innovations • Any transfers between campuses
• Creating the culture of quality and innovation • Social and cultural tours
• Access to internet on campus
• Translation support in workshops if required
• Transport for academic program, field visits and cultural activities
• Course completion dinner