IMPACT Snapshot 2019-20 - Owned by and working for the governments of Australia and Aotearoa-New Zealand - ANZSOG
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IMPACT Snapshot 2019-20
Owned by and working for the governments
of Australia and Aotearoa-New Zealand
CONTENTS PAGE 01 Message from the Dean 02 Key achievements 2019-20 04 Educate 05 Enrich 06 Inspire 07 Connect 09 Finances in brief 10 Workforce metrics 11 Who we are ANZSOG works for our government owners and with our university partners to lift the quality of public sector leadership across Australia and Aotearoa-New Zealand. Our work inspires and connects people across agencies, sectors, jurisdictions and nations.
MESSAGE FROM THE DEAN COVID-19 has simultaneously reminded us of the necessity of good government, resulted in significant increases in trust in many of our institutions, and exposed flaws and strengths in existing systems. It has also highlighted that ANZSOG’s mission to lift the quality of public sector leadership across Australia and Aotearoa-New Zealand is more important than ever. It has been a challenging year for us all. ANZSOG was not immune, but we have continued to work closely with our owner governments, member university networks and individual agencies. We are continuing our work with the First Peoples of Australia and Aotearoa- New Zealand to ensure that Indigenous knowledge and culture inform our work with all public services. We have also continued to strengthen the link between evidence and practice, through our focus on education, research and thought leadership. In response to the pandemic we have adapted and moved a range of education and thought leadership deliveries online, and we look forward to returning to face to face and blended learning formats when we can. Research activities, including The Bridge, and significant advisory work with governments, have been an important part of our work, and demonstrate our ongoing impact on the practice of public administration in Australia, Aotearoa-New Zealand and internationally. This report provides a snapshot of how ANZSOG has adapted to challenging circumstances, particularly in the first six months of 2020 to continue to deliver public value. Finally I would like to thank the ANZSOG staff and board for their work and support through very difficult times. Professor Ken Smith, ANZSOG Dean and CEO 01 ANZSOG Impact Snapshot 2019-20
KEY ACHIEVEMENTS
2019-20
“Taking an opportunity to
reflect on how you do
things, making sure you’re
connected to contemporary
management techniques
and leadership styles and
14,948
participants in
210,000+ 4.32/5
total downloads average overall
continually learning is really
important, and the difference
ANZSOG courses of ANZSOG/ANU evaluation score across with ANZSOG, and the value
and events Press titles all courses/workshops
of ANZSOG, is that it’s aimed
at the public sector.”
Ginna Webster, Executive Fellows Program
graduate 2016, Towards Strategic Leadership
graduate 2010 and Secretary of the
Department of Justice, Tasmania
718,724
total page views of
16,239
ANZSOG e-news
163,125
social media
the ANZSOG website subscribers engagements
02 ANZSOG Impact Snapshot 2019-20
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ANZSOG Impact
Impact Snapshot
Snapshot 2019-20
2019-20
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LEADING IN A CRISIS
In response to COVID-19, in early
2020 ANZSOG created and delivered
the Leading in a Crisis (LIAC) series.
This provided public sector leaders
grappling with the crisis with the
benefits of global expertise –
when they needed it. A series of
seven research papers synthesised
the latest information on crisis
management, leadership and ENCOURAGING
communications, and featured INNOVATION
contributions from academics in
Improving the public sector’s ability “In every subject they would throw you a
Sweden, the Netherlands, Australia,
to innovate is an important step to real-life policy issue from a government
Aotearoa-New Zealand and the USA.
improving public policy. In 2019
In addition, LIAC included a webinar,
Navigating leadership during
ANZSOG partnered with the department. You start thinking far more
Monash Sustainable Development
COVID-19, facilitated by LIAC curator
Institute (MSDI) and Professor broadly outside of your own organisation.
Professor Paul ‘t Hart and a post-
crisis masterclass for senior public
Beth Noveck’s US-based GovLab It taught me to better empathise with
to improve innovation in the public
managers and ANZSOG alumni.
ANZSOG delivered the series to
sector. The project began with an people and the work of other agencies.
Australia/Aotearoa-New Zealand
senior public sector executives
first survey of attitudes to innovation
Now whenever I’m making a decision
across Australia and Aotearoa-
New Zealand, and almost 20,000
among public servants and the about something, I always think about
publication of the “Today’s Problems,
unique visitors viewed the papers
Yesterday’s Toolkit” report, which who else might be impacted.”
on the ANZSOG website in just the
made recommendations for
first three months. Tracey Linford, Executive Master of Public Administration
governments wanting to improve graduate 2007, Executive Fellows Program graduate 2016
training in innovation. Professor and Deputy Commissioner Queensland Police
Noveck facilitated workshops with
public sector leaders in Melbourne
and Canberra, and she and MSDI’s
Professor Rod Glover are working
with ANZSOG to develop a new
course in public problem solving.
04 ANZSOG Impact Snapshot 2019-20
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“I just want to thank you for the
consistently high standard of relevant
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newsletters. I’m very impressed
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and have been finding them useful.”
ENRICH A BRIDGE BETWEEN
THEORY AND PRACTICE
Public managers value academic
Kellie William, Senior Project Officer Environmental Health,
Brisbane City Council
research but do not always have
time to read it. To help change this,
in March 2020 ANZSOG launched
The Bridge, a fortnightly e-newsletter
and series of research briefs, which
summarises the latest research and
delivers it straight to the inboxes
of public servants. Tackling topics HELPING WA GOVERNMENT “ANZSOG is really good at
including agile government, the DESIGN CAPABILITY bringing together the academic
dark side of public innovation, REVIEWS literature and people with lived
and understanding prevention and experience.”
ANZSOG partnered with the
early intervention in public policy. Dan Craig, Executive Master of
Western Australia Public Sector
The Bridge reaches a growing Public Administration student 2020
Commission to undertake
subscriber base of over 15,000 and Manager Kindergarten Reform
stakeholder engagement and
and the research briefs have been Implementation Division, Early
research to design a Performance
viewed by almost 8,000 people Childhood Education Group for the
Improvement Framework for the
(as of the end of June 2020). Victorian Department of Education
whole of the Western Australia
and Training.
public sector. This project was a
strong demonstration of ANZSOG’s
capability in drawing together
knowledge and experience globally
and across jurisdictions, as well
as the latest thinking and research
in public administration, to have
a significant impact on the Western
Australia public sector’s approach
to performance improvement across
the sector. ANZSOG will publish
a report and research findings
to ensure other jurisdictions
can benefit from the work.
05 ANZSOG Impact Snapshot 2019-20
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“Times may be challenging but I absolutely believe politics can
be a place for change, disruption, and ultimately a force for good.
Good government matters because government affects everything.”
Prime Minister of New Zealand Jacinda Ardern
JACINDA ARDERN ADDRESS
In July 2019 ANZSOG and the City of Melbourne hosted New Zealand Prime Minister Jacinda Ardern’s address
“Why does good government matter?” at the Melbourne Town Hall. This ANZSOG event was held with a diverse
invitation-only audience of 1700, including public sector leaders, community leaders and high school students.
The event attracted 25,000 views via ANZSOG’s Facebook livestream and coverage in media outlets across Australia
and Aotearoa-New Zealand. Ms Ardern thanked ANZSOG for the work it did to support public policy development
in Australia and Aotearoa-New Zealand. Later in 2019, ANZSOG’s annual Alf Rattigan Address was delivered by
former New Zealand Prime Minister Bill English, on “The limits of universal public services”.
“Specifying results in numbers gives politicians and public servants clear direction.
With data driven feedback loops, public servants have a consistent system of
measurement and accountability around which to organise. Results cut through
the fog of verbiage, good intentions, and useless statistics.”
Bill English, Former New Zealand Prime Minister.
NURTURING FIRST PEOPLES’ LEADERS
ANZSOG partnered with the Winston Churchill Memorial Trust in Australia
and the Churchill Trust in Aotearoa-New Zealand in 2019 to offer two
Indigenous fellowships as part of our commitment to building Indigenous
leadership in public services. The winners – Alphonsus Shields from the
Northern Territory Police Force and Dr Clive Aspin from the Aotearoa-
New Zealand Health Quality and Safety Commission – will travel overseas
to research community-based crime prevention and reducing rates of
suicide for Indigenous peoples.
06 ANZSOG Impact Snapshot 2019-20
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INDIGENISING CREATING A REGULATORS
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PUBLIC SERVICES COMMUNITY
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Recognising the value of First Peoples’ The ANZSOG/National Regulators
knowledge and culture is critical for Community of Practice (NRCoP)
public services if they are to work is an active network connecting
with Indigenous communities to Australian public sector regulators
deliver public value. Central to from all levels of government and
achieving this is employing and every regulatory sector, professional
retaining First Nations public background, role and level of
servants at all levels. ANZSOG’s seniority. In 2019-20 regulators in
2019 Indigenous Public Servant four chapters in Perth, Brisbane,
Forum brought together a group of Sydney and Melbourne enjoyed
23 senior Indigenous public servants face-to-face events plus the annual
from eight Australian jurisdictions forum, ‘The Intelligent Regulator’
and Aotearoa-New Zealand to in Melbourne, featuring leading
discuss how to improve Indigenous global thinker Bill Eggers. The onset
representation in the public sector. of the pandemic in early 2020
The group agreed to three priorities: resulted in a rapid pivot to a program
establishing a cross-jurisdictional of online webinars which have
community of practice; developing attracted participants from across
ways to shift the mindset of non- Australia, Aotearoa-New Zealand
Indigenous public servants; and and internationally. Speakers have
examining ways to support Indigenous included Professor Cory Coglianese
staff to succeed in the public sector and Simone Jackson. BUILDING TIES WITH INDIA
while staying on Country. The first annual survey of NRCoP ANZSOG is building links between Department of Premier and Cabinet
participants found that: Australia, Aotearoa-New Zealand commissioned ANZSOG to deliver
“The EMPA has helped me see the importance • 86% had shared insights
and India through international the three-year Victoria India
programs. In 2019, 20 senior Indian Government Exchange Program to
of building trust. Nothing we do from a policy with others in their workplace
officials visited Sydney, Melbourne raise awareness of Victoria in India
and/or networks
or program perspective in government will • 72% had been able to apply
and Wellington, as part of the and build enduring partnerships.
India Advanced Leadership The first year saw six senior
work if we don’t invest in relationships – insights gained from seminars
Program, to meet and learn from Victorian leaders travel to the
developing trust with community and with to their work as a regulator.
senior officials, with the aim of Indian state of Karnataka for
other critical stakeholders.” building greater understanding four-days to establish relationships
and productive relationships. with their counterparts, identify
Wendy Ah Chin, Executive Master of Public Administration graduate 2017 The program was led by shared policy challenges and
and Branch Manager, National Indigenous Australians Agency Dr Pradeep Philip, Dr Jeff Harmer generate a constructive forward
and Jan Henderson. The Victorian work agenda.
07 ANZSOG Impact Snapshot 2019-20
08 ANZSOG Impact Snapshot 2019-20
Executive Master Contributions
Member of 6% Public Admini
Public Administration 21% Investment 14%
Investment 24% Executive Master of Executive Fell
Executive Fellows Program 10%
Other Income Sources 9% Public Other Income25%
Administration Sources 10% Towards Strat
Towards Strategic Leadership 4%
Executive Fellows Program 14% Executive Edu
Executive Education 20%
Towards Strategic Leadership 3% International
FINANCES
International Programs 6%
Executive Education 20% Research and
Member Contributions 6%
International Programs 8% Admin, Board
Investment 24% Marketing and
Member Contributions 8%
Other Income Sources 9% Development
Expenses 2019 Investment 14%
IN BRIEF Income 2019
Income 2020
Executive Master of
Public Administration 21%
Other Income Sources 10%
Executive Master of
Public Administration 15%
Other Expend
Strategy Expe
Executive Master of Executive Fellows Program 7%
Executive Fellows Program 10%
Public Administration 25% Towards Strategic Leadership 3%
Towards Strategic Leadership 4%
In the 2019-20 financial year Income
Income2019 Income 2020 Executive2019
Expenses
Expenses Fellows Program 14% Executive
Expenses Education 15%
2020
Executive Education 20%
ANZSOG: Towards Strategic Leadership 3% International Programs 5%
International
Executive Master of Programs 6% Executive Master and
of Case Program 5%
• Deferred programs in Executive
Executive Master ofEducation 20% Research Executive Mas
Member Contributions
Public Administration 21% 6% Public Administration Public Administration 15% Public Admini
response to the impacts International 25%
Programs 8% Admin, Board, & Governance 11%
Executive Fellows Program
Investment 24% 10% Executive Fellows Program 14% Executive Fellows Program 7% Executive Fell
of COVID-19 resulting in Member Contributions 8% Marketing and Business
TowardsOther
Strategic Leadership
Income 4% 9%
Sources Towards Strategic Leadership 3% Towards Strategic Leadership 3% Towards Strat
reduced revenue of $2.17M Development 8%
Executive Education 20% Investment 14% Executive Education 15% Executive Edu
Executive Education 20% Other Expenditures 25%
• Targeted reduction in 2019 2020
International Programs 6% 2019
Other Income Sources 10%
International Programs 8% 2020
International Programs 5%
Strategy Expenditure 6%
International
expenditure of $1.96M to Member Contributions 6% Research and Case Program 5% Research and
$19,689,079 $14,931,629 $20,187,339
Member Contributions 8% $19,415,498
mitigate revenue reduction Investment 24% Admin, Board, & Governance 11% Admin, Board
Investment 14%
• Incurred an additional Other Income Sources 9% Marketing and Business Marketing and
Other Income Sources 10%
Development 8% Development
$1.19M expenditure on
Other Expenditures 25% Other Expend
strategic growth initiatives Strategy Expenditure 6% Strategy Expe
•Income 2019 of
Saw a reduction Income 2020 Expenses 2019 Expenses 2020
investment income of
$2.59M due to adverse Executive Master of Executive Master of Executive Master of Executive Master of
market conditions. Public Administration 21%
Expenses 2019
Public Administration 25% Public Administration 15% Public Administration 16%
Income 2020
Executive Fellows Program 10% Executive Fellows Program 14% Executive Fellows Program 7%
Expenses 2020 Executive Fellows Program 8%
Executive Master of
Towards Strategic Leadership 4% Towards Strategic Leadership 3% Towards Strategic
Public Administration 15% Leadership 3% Towards Strategic Leadership 2%
Executive Master of
Executive Education 20% Executive Education 20% Executive
Executive Education
Fellows Program 7% 15% Executive
Executive Education 19%
Master of
Public Administration 25%
TowardsInternational
Strategic Leadership
Programs Public Administration 16%
International Programs 6% International
Executive Programs
Fellows Program 14% 8%
3% 5% International Programs 5%
Executive Education Executive Fellows Program 8%
Member Contributions 6% TowardsMember
StrategicContributions
Leadership 3% 8% Research and Case Program 5%
15% Research and Case Program 7%
International Programs Towards Strategic Leadership 2%
Investment 24% Executive Education 14%
Investment 20% Admin, Board, 5%
& Governance 11% Admin, Board, & Governance 10%
Research and Case Program 5% Executive Education 19%
International Marketing and Business Marketing and Business
Other Income Sources 9% OtherPrograms
Income 8%
Sources 10% Admin, Development
Board, & Governance International Programs 5%
Member Contributions 8% 8% 11% Development 6%
Marketing and Business Research and Case Program 7%
Investment 14% Other Expenditures 25% Other Expenditures 15%
Development 8% Admin, Board, & Governance 10%
Other Income Sources 10% Strategy Expenditure
Other Expenditures 6% Strategy Expenditure 12%
25% Marketing and Business
Strategy Expenditure 6% Development 6%
Other Expenditures 15%
Strategy Expenditure 12%
Expenses 2019
Income 2020 Expenses 2019 Expenses 2020of
Executive Master
Expenses 2020
Public Administration 15%
Executive Master of Executive Master ofFellows Program 7%
Executive Executive Master of
Public Administration 25% Public Administration 15% Executive Master of
Towards Strategic Leadership 3% Public Administration 16%
Public Administration 16%
Executive Fellows Program 14% Executive Fellows Program 7%
Executive Fellows 8%
Program 8%
Executive Education 15% Executive Fellows Program
09 ANZSOG Impact Snapshot 2019-20 Towards Strategic Leadership 3% Towards Strategic Leadership 3%
International Programs 5% TowardsTowards
StrategicStrategic Leadership
Leadership 2% 2%
Executive Education 20% Executive Education 15%
Research and Case Executive
Executive Education
Education
5% Program 5%
19% 19%
International Programs
International Programs 8% International ProgramsPrograms
International
Admin,
Research Board,
and Case & Governance
Program 5% 11% 5% 5%Female
69%
26%
GENDER YEARS OF SERVICE GENDER BY BAND
AGE SALARY
GENDER BAND BY GENDER
10% 11%
0-3 21-30
Male
3-7 10% 31-40
31% 29% Band 4
14% 7+ 18% 41-50
13% 50+
Band 3
62 10%
staff Band 2
6%
23%
34%
2%
Female Band 1
19%
69%
74%
26% %0 20 40 60 80 100
Male Female
GENDER AGE
GENDER AGE
AGE 11%
21-30
YEARS
Male OF SERVICE 11% 21-30 GENDER BY BAND
Male 31% 29% 31-40
31% 29% 10% 31-40
41-50
41-50
0-3
50+
3-7
50+ 10%
62 14% 62 7+
Band 4
18%
staff 13%
staff Band 3
10%
34%
34%
Female 6%
Female Band 2
69% 23%
WORKFORCE
69%
26%
26% 2%
Band 1
19%
74%
%0 20 40 60 80 100
METRICS YEARS OF SERVICE
10%
YEARS
YEARS OF
GENDER
SERVICE
OFBY
SERVICE
BAND
10%
0-3
GENDER BY BAND
Male Female
0-3 10%
3-7
3-7 10% Band 4
Band 4
14% 7+ 18%
14% 7+ 18%
WORKFORCE COMPOSITION Band 3
13% Band 3
13%
10%
(PROFESSIONAL STAFF) 10%
6%
6% Band 2
Band 2 23%
23%
2%
2% Band 1
Band 1 19%
19% 74%
74% %0 20 40 60 80 100
%0 20 40 60 80 100
10 ANZSOG Impact Snapshot 2019-20 Male Female
Male FemaleWHO WE ARE
Created by government for government, ANZSOG works with our owner governments and partner universities
to strengthen the quality of public sector leadership in Australia and Aotearoa-New Zealand. We provide unique
education programs, thought leadership and government-focused research that meet the contemporary challenges
faced by public services. Our work inspires and connects people across agencies, sectors and jurisdictions.
Everything we do is designed to deliver better government and better outcomes for the public.
ON 30 JUNE 2020, THE BOARD OF DIRECTORS COMPRISE: MEMBER UNIVERSITIES AFFILIATE PARTNERS
• Mr Peter Hughes CNZM (Chair): Public Service Commissioner and Head of Service, • Australian National University • Analysis & Policy Observatory
Te Tumu Whakarae mō Te Kawa Mataaho • Carnegie Mellon University, (APO)
• Professor Ken Smith: CEO, ANZSOG Australia • China Executive Leadership
• Mr Chris Eccles AO: Secretary, Department of Premier and Cabinet (VIC) • Charles Darwin University Academy Pudong (CELAP)
• Professor Margaret Gardner AC: President and Vice-Chancellor, Monash University • Curtin University • Department of Personnel and
Training, Government of India
• Ms Kathrina Lo: NSW Public Service Commissioner • Flinders University
• Organisation for Economic
• Dr Girol Karacaoglu: Head of School of Government, Victoria University of Wellington • Griffith University
Co-operation and Development
• Ms Robyn Kruk AO: Board member, ANZSOG • Melbourne Business School (OECD)
• Ms Jodie Ryan: CEO, Department of the Chief Minister (NT) • Monash University • Singapore Civil Service College
• Mr Robert Setter: Commission Chief Executive, Queensland Public Service Commission • University of Melbourne • Lee Kuan Yew School
• Dame Karen Sewell DNZM, QSO: Board member and consultant, ANZSOG • University of New South Wales of Public Policy
• Professor Deborah Terry AO: Vice-Chancellor and President, The University of Queensland • University of Queensland • Razak School of Government
• Mr Peter Woolcott AO: Australian Public Service Commissioner. • University of Sydney
• University of Canberra
GOVERNMENT OWNERS • University of Tasmania
• Victoria University of Wellington
11 ANZSOG Impact Snapshot 2019-20We acknowledge the Aboriginal and Torres Strait Islander peoples as First Peoples of Australia, and Māori as tangata whenua and Treaty of Waitangi partners in Aotearoa-New Zealand. ANZSOG.EDU.AU Follow us 12 ANZSOG Impact Snapshot 2019-20
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