Over the past decade, the Australian labor Government has cut the size of the Australian federal budget sector from some 32% to around 24 % of Gross Domestic Product. This cut in public sector intervention in the market-place has been achieved while the Government has continued to focus on achievement of its social justice objectives. Central to those changes has been the Financial Management Improvement (FMIP), initiated in 1984 with the establishment of a small management reform team drawn from the department of Finance and the public service board. Fundamentally, the FMIP sought to effect a change in bureaucratic and government culture, shifting the prevailing paradigm from input accounting to output and outcomes management. In responding to this challenge, the FMIP unit in the Department of finance adopted a 'systems thinking' approach, initially using qualitative casual loops analyses and subsequently dynamic simulation modeling, to identify high value leverage points in bureaucratic government. processes. Qualitative and quantitative system dynamics modeling is now starting to be used in the broader policy advising areas of government. This paper presents an overview of key elements of the Australian federal public sector reforms from the perspective of systems thinking and summarizes significant recent uses of system dynamics modeling in public sector management and policy analysis.

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Date created

• 1994

Type

• Document

Processing Activity

• Processing documentation available at: https://wiki.albany.edu/display/SCA/Processing+Ingested+Digital+Files

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• Creative Commons BY-NC-ND Attribution-NonCommercial-NoDerivs 4.0 International

  
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fe35db792b573af835d96e6eba4759cd

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Collection

System Dynamic Society Records

Scope and Contents

Collecting area

• This collection is part of the University Archives