The aim of the issues paper series is to identify
and explore key emerging public sector governance issues and encourage
wider discussion and activity.
The series has been designed for public sector
practitioners and corporate governance 'enthusiasts' across the public
sectors. These papers are being produced by the researchers and industry
partners involved in the project.
Issues Paper No. 6 (.pdf) Participatory Governance
Issues Paper No. 5 (.pdf) (Word) Monitoring and Reporting Financial and Non-financial Performance of Australian
Government Organisations
Issues Paper No. 4 (.pdf)
(Word) Developments in the Role of the Chair in the Private and Public Sectors
Issues Paper No. 3 (.pdf)(Word) Appointments to Public Sector Boards in Australia: A comparative assessment
Issues Paper
No. 2 (.pdf)
(Word) Reforming Corporate Governance in the Australian Federal Public Sector:
From Uhrig to Implementation
Issues
Paper No. 1 (.pdf)(Word) Corporate Governance and Performance: An Exploration of the Connection
in a Public Sector Context
Disclaimer: Research is undertaken through the Corporate
Governance ARC Project however, the views expressed do not necessarily
reflect those of the organisations which have contributed funding to the
Project.
Edwards, Meredith (2006),Governments
and Communities - where do Academics fit in?,paper
presented to Governance and Communities in Partnership conference, Melbourne,
September.
Edwards, Meredith (2006), Public Sector Governance
and Performance: what is the relationship and can it be measured?
International Research Symposium in Public Management, Glasgow, April.
Edwards, Meredith (2006), Governance and Partnerships:
Pressures and Challenges, PPAM Annual Conference, Governments Supporting
Partnerships, Queanbeyan, August.
Edwards, Meredith (2004), Governance Attributes
and Organisational Performance: To what extent are private sector findings
applicable to the public sector?, presentation given at the Corporate
governance in the public sector: tensions, gaps and potential workshop,
University of Canberra, October.
Edwards, Meredith (2004), Governance Attributes
and Organisational Performance: An Exploration of the Connection in a
Public Sector Context, paper presented at the CRPSM seminar, University
of Canberra, 29 September.
Edwards, Meredith (2004), Performance and Responsibilities,
presentation given to the Business Compliance Masterclass, Melbourne,
2 September.
Edwards, Meredith (2004), Governance and Performance
of Public Sector Boards: What is the Connection? Presentation to
the IIR Conference, Canberra, 20-22 April.
Edwards, Meredith (forthcoming) Public Sector Governance
– Future Issues for Australia in Ron Hodges (ed) 'Corporate
Governance in the New Global Economy Governance and the Public Sector’,
Edward Elgar, Cheltenham.
Edwards, Meredith (2005), A Big Shift in Decision-Making,
The Canberra Times, Public Sector Informant, November.
Edwards, Meredith (2004) A Good Board: What Really
Matters? The ‘Public Sector Informant’, ‘The Canberra
Times’, December.
Edwards, Meredith (2004) Board Effectiveness: What
Really Matters? ‘Across the Board’ CCH Australia Ltd.,
23 November.
Edwards, Meredith (2004), Conflicts of Interest
on Public Sector Boards, ‘Across the Board, CCH Australia Ltd,
21 September.
Edwards, Meredith (2004) Public Sector Boards: International
Developments Challenge Australian Practice, ‘Across the Board’
CCH Australia Ltd., 21 September.
Edwards, Meredith (2004) Public Service: Enough
of the Board Game, ‘The Canberra Times’, Canberra, 1
August.
Edwards, Meredith (2004), Appointments to Public
Sector Boards in Australia: Cronyism or Competence?, Australian National
University Research School of Social Sciences publication, pp1-4. (Web-based
publication)
Edwards, Meredith, (2003), Review
of New Zealand Tertiary Education Institution Governance, The Ministry
of Education.
Edwards, Meredith, (2003), Conflicts
and Tensions in Commonwealth Public Sector Boards (with Geoff Nicoll
and Robyn Seth-Purdie), University of Canberra.
Edwards, Meredith, (2003), Participatory
Governance, Canberra Bulletin of Public Administration.
Edwards, Meredith, (2003), Current
Governance Issues, Current Issues in Public Sector Governance ,University of Canberra.
Edwards, Meredith, (2002), Public Sector Governance:
Future Issues For Australia, Australian Journal of Public Administration,
Vol 61, No. 2, pp. 51-61.
Edwards, Meredith, (2002), Ministerial Advisers
and the Search for Accountability, Canberra Bulletin of Public Administration.
Edwards, Meredith and Langford, John, eds. (2002),
New Players, Partners and Processes: A Public Sector Without Boundaries?
Edwards, Meredith, (2002), Boundary Spanning and
Public Sector Reform in Australia and Canada, (written with John
Langford), Optimum online, The Journal of Public Sector Management.
Halligan, John , Power, J. and Miller, R. (2006) Parliament
in the 21st Centry: Institutional Reform and Emerging Roles, Melbourne
University Press, Melbourne.
Halligan, John (in press 2005) Public Sector Reform
in Howard’s Second and Third Governments, Chris Aulich and
Roger Wettenhall (eds), University of New South Wales Press.
Halligan, John (ed.) (2003), Civil Service Systems
in Anglo-American Countries , Civil Service Systems in Comparative
Perspective Series, Edward Elgar, Cheltenham, London.
Ahn, Byong-Ahn, Halligan, John & Wilks, Stephen
(eds) (2002), Reforming Public and Corporate Governance: Management
and the Market in Australia, Britain and Korea , Edward Elgar, London.
Halligan, John, (forthcoming) Performance Management
and Budgeting in Australia and New Zealand, Patria de Lancer Julnes,
Fran Berry, Maria Aristigueta and Kaifeng Yang (eds), 'International Handbook
of Practice-Based Performance Management'.
Halligan, John,(2007) Reform Design and
Performance in Austrtalia and New Zealand in Tom Christensen and
Per Laegreid (eds) 'Transcending New Public Management', Aldershot: Ashgate
(in press).
Halligan, John, (2006) Interagency Management of
Service Delivery in a Complex Environment: The Case of Centrelink,
in Colin Campbell (ed) 'Comparative Trends and Smart Practices, Canadian
School of Public Service, Governance Research Program', Ottawa (in press).
Halligan, John (2005) Democratic Governance and
Social Integration, in Pan Suk Kim (ed) 'Towards Participatory and
Transparent Governance', Ministry of Government Administration and Home
Affairs, Seoul, pp. 25-36.
Halligan, John (2006) Performance: its measurement,
management, and policy, in B. Guy Peters and Jon Pierre eds, 'Handbook
on Public Policy', Sage, London, (with Geert Bouckaert).
Halligan, John (2005) Public Sector Reform,
in Chris Aulich and Roger Wettenhall (eds) Howard’s Second and Third
Governments, University of New South Wales Press, pp. 21-41.
Halligan, John (2006) The Reassertion of the Centre
in a First Generation NPM System, in Tom Christensen and Per Lægreid
(eds.),'Autonomy and Regulation: Coping with Agencies in the Modern State',
Edward Elgar, Cheltenham.
Halligan, John (2003), Paradoxes in Reform in
Australia and New Zealand, in Paradoxes in Public Sector Reform
, Joachim J. Hesse, Christopher Hood and B. Guy Peters (eds), Duncker
and Humbolt, Berlin.
Halligan, John (2003), Leadership and the Senior
Service from a Comparative Perspective, in Handbook of Public
Administration, Guy Peters and Jon Pierre (eds), Sage, London.
Halligan, John (2003), Public Sector Reform and
Evaluation in Australia and New Zealand, in Hellmut Wollmann (ed.)
Evaluating Public Sector Reforms , Edward Elgar, Cheltenham.
Halligan, John (2006), A Framework for Comparative
Analysis of Performance Management', European Group of Public Administration
Conference, Milan, September.
Halligan, John (2005) Repositioning Australian Public
Governance: Three Generations of Management Reform, Conference on
'The Repositioning of Public Governance – Global Experience and
Challenges’, International Conference Centre, Civil Service Development
Institute, Taipei, November 18-19.
Halligan, John (2005) Steering Models in the Australian
Public Sector and the Consequences for Autonomy in Public Sector Organisations,
Paper for presented at Panel on Autonomy and Steering Models of Public
Sector Organisations, 9th International Research Symposium on Public Management,
SDA Bocconi, Milan, 6-8 April.
Halligan, John (2005) The Reassertion of the Centre
in a First Generation Reforming System, Paper for presentation at
SCANCOR Workshop, Autonomisation of the State: From integrated administrative
models to single purpose organizations, Stanford University, April 1-2.
Halligan, John (2004) Developing Governance and
Leadership Performance in the Public Sector, CPA Australia, Public
Sector Governance and Accountability Symposium, 13 December.
Halligan, John (2004) International Public Services:
Challenges & Responses, Keynote Address, Institute of Public
Administration Australia, National Conference, Canberra, November.
Halligan, John (2004) E-Government in Australia:
the challenges of integrated services and customer collaboration,
International Institute of Administrative Science Conference, Seoul, July
(with Trevor Moore).
Halligan, John (2007) Reintegrating Government in
Third Generation Reforms of Australia and New Zealand,'Public
Policy and Administration', 22(2)(forthcoming).
Halligan, John (2007) Accountability in Australia:
Control, Paradox and Complexity, 'Public Administration Quarterly',
31(3), Fall (forthcoming)'.
Halligan, John (forthcoming) Advocacy and
Innovation in Interagency Management: The Case of Centrelink, Governance.
Halligan, John (2005) Towards Participatory and
Transparent Governance: Report on the Sixth Global Forum on Reinventing
Government (2005) 'Public Administration Review', 65(6) pp. 646-54
(with Pan Suk Kim, Namshin Cho, Cheol H. Ol and Angela M. Eikenberry).
Halligan, John (2005) Public Management and Departments:
Contemporary Themes – Future Agendas, 'Australian Journal of
Public Administration', 64(1), pp. 25-34.
Halligan, John and Jill Adams (2004) Security, Capacity
and Post-Market Reforms: Public Management Change in 2003, 'Australian
Journal of Public Administration', 63(1), 85-93.
Halligan, John (2004) The Quasi-Autonomous Agency
in an Ambiguous Environment: the Centrelink Case, 'Public Administration
and Development', 24(2), pp. 147-56.
Halligan, John and Horrigan, Bryan (2006) From
Uhrig to Implementation’, Issues Paper series No. 2 for
the Corporate Governance ARC Project, March.
Major Reviews
Halligan, John (2004), Overview, Australian
Government Information Management Office and Institute of Public Administration
Australia (ACT), Future Challenges for E-government, Vols. 1 and 2, Canberra
(with Trevor Moore).
Horrigan, Bryan (2004) Developing Governance and
Leadership Performance in the Public Sector Inaugural Public Sector
Governance and Accountability Conference, CPA Australia, Brisbane, December.
Horrigan, Bryan (2004) Linking Corporate Governance
and Corporate Social Responsibility – Regulatory Challenges,
ASIC video-link invitational seminar series, Canberra-Sydney-Melbourne-Brisbane,
March.
Horrigan, Bryan (2004) The Role of Disclosure in
Ensuring Boardroom Accountability, ASIC Summer School, Brisbane,
February.
Horrigan, Bryan (2003) Transforming Corporate Governance
Principles into Practice, CPA Conference (Melbourne) and ComCover
‘Getting Wired’ Seminar (Canberra).
Book Chapter
Horrigan, Bryan, (2005) Comparative Corporate Governance
Developments and Key Ongoing Challenges from Anglo-American Perspectives’,
in S. Tully (ed), Research Handbook on Corporate Legal Responsibility,
Edward Elgar, Cheltenham (UK).
Horrigan, Bryan, (2006) Submission to the Australian
Government's Corporations and Markets Advisory Committee Inquiry into
Corporate Responsibility.
Halligan, John and Horrigan, Bryan (2006) From
Uhrig to Implementation’, Issues Paper series No. 2 for
the Corporate Governance ARC Project, March.
Horrigan, Bryan,(forthcoming), Corporate
Social Responsibility, Directors' Duties, and the Anglo-Australian Reform
Landscape, Reform, Australian Law Reform Commission Journal, Summer
2005-2006.
Horrigan, Bryan, (2005) Cleaning up their act? Current
government enquiries, Precedent, Issue 70, September/October.
Horrigan, Bryan (forthcoming), Justice for All
– Law in Everyday Life , UNSW Press (final manuscript due to publisher
in January 2003).
Horrigan, Bryan (2003), Governance, Liability,
and Immunity of Government Business Enterprises and Their Boards,
in From Bureaucracy to Business Enterprise , M. Whincop (ed.),
Ashgate, Aldershot (UK) (accepted for publication early 2003).
Horrigan, Bryan (2002), Unconscionability Breaks
New Ground – Avoiding and Litigating Unfair Client Conduct After the ACCC
Test Cases and Financial Services Reforms, Deakin Law Review , Vol
7, No. 1, p. 73.
Horrigan, Bryan (2002), Fault Lines in the Intersection
Between Corporate Governance and Social Responsibility, UNSW Law
Journal, Vol 25, p. 515.
Nicoll, Geoff (2004) Developing Governance and Leadership
Performance in the Public Sector, Paper delivered at the CPA Australia-hosted
Symposium "Public Sector Governance and Accountability", Melbourne,
9 December.
Book Chapters
Nicoll, Geoff (2002), New Ownership Structures
and the Governance of Australian Corporations, in Reforming Public
and Corporate Governance: Management and the Market in Australia, Britain
and Korea , edited by Byong-Ahn Ahn, John Halligan & Stephen
Wilks, Edward Elgar, Cheltenham, UK, pp. 173-94.
