The role of the central or lead agency is an important one: it needs to be clearly articulated, regularly reviewed and altered, if necessary, as the initiative develops.

Effective and authoritative brokering of cross-portfolio strategies by a lead or central agency is critical to success. This should be complemented by a clear understanding of the responsibilities of other participating agencies.

Key agency-based whole of government management mechanisms included:

• FaCS/Centrelink Steering Committee-(Deputy Secretary/Deputy CEO level): used to monitor milestones and for high-level policy resolution
• DEWR/Centrelink Steering Committee-(National Manager/Assistant) Secretary levels: focus as above
• DEWR/FaCS/Centrelink interdepartmental committee (Assistant Secretary and program manager levels): used for operational joint reporting
• FaCS/Centrelink Working Party: cross-program and crossmeasure dependencies
• AWT Evaluation Steering Committee: FaCS/DEWR coordinating group, involving PM&C, Treasury, Finance, DEST, ATSIC and Centrelink to support evaluation processes.

A project the size and complexity of AWT benefited from an integrated rather than a silo-based approach.

Communication and relationship management need regular attention and effort.

Multiple levels of managers needed to be actively engaged and managed to assist in the coordination process.

Agree on continuity of representation at the outset.

Put in place agreed procedures when new members attend meetings.

Level of representation should not be the key focus, but the capacity of the representative to participate constructively in meetings.

Consider introducing mechanisms for feedback on representation at meetings so issues can be resolved quickly.

A memorandum of understanding was used to define these in some instances, although this was not always observed.

Where confusion around roles and responsibilities continued, PM&C was asked to resolve any issues.

Early and open discussion with all agencies is essential in achieving a document that clearly sets out the responsibilities, aims and objectives of the taskforce. This should include explicit exploration of agencies' different agendas and expectations.

The role of the 'lead' agency in taskforce type structures is especially important to debate, clarify and agree the final make-up of responsibilities.

Consider the value of including all agencies in the initial role setting meeting, even if they may only be required at a later stage of the project-this can help avoid misunderstandings down the track.

Co-location had advantages and disadvantages. It offered the advantage of having a team working in close proximity able to produce outcomes quickly, together with good access to highlevel decision makers.

However, it also meant that employees were less closely connected with their home agencies. It also tended to isolate them from colleagues with responsibility for implementing new policy/programs.

Co-location can work better with small teams than with larger teams.

A concerted focus on team building may be needed.

Consider allowing teams made up of members of different agencies to remain in their home agencies rather than locating them together.

Use regular (but not too frequent) meetings and other approaches to build links.

Acknowledge, explore and address cultural differences openly at the outset. Consider the use of a professional facilitator or similar, if appropriate.

People with flexible, multi-dimensional skills are required on taskforces-those who can understand and manage complex issues and also distil a common goal without losing sight of broader objectives.

Provide training and development around working in a non-standard environment such as a whole of government team.

Direction from the top is needed to ensure there is a basis for a common understanding.

Ensure useability of highlevel communication security requirements. Have work-arounds in place, if possible.

Ensure communication and record keeping protocols are understood and agreed.

Processes were established to align with the broader business partnership agreements in place between client departments and Centrelink. These included:

• with FaCS, a business assurance framework for implementation, setting out key deliverables and sign-off points
• with DEWR, a relationship framework providing the context within which a business requirement statement was developed setting out process and system design requirements and sign-off points.

Establishing roles and responsibilities for each participant, and how these complement one another was essential.

Formal project management can be a constructive part of quality assurance and risk management processes.

The number and structure of committee processes need to be streamlined and kept under review.

A whole of government approach was taken in designing the AWT Evaluation Strategy:

• Arange of methodologies, including a mix of qualitative and quantitative data sources, was identified.
• Evaluation methods included case studies, qualitative research, longitudinal 'before and after' analysis, net impact studies etc.

Expert assistance from specialists, such as in Finance, can help ensure relevant issues are covered off.

Check funding models for consistency of approach.

Agencies need to be open to cross-portfolio funding arrangements.

Approaches to consultation included:

• 360 written public submissions were received-an internet-based feedback questionnaire was then used for all who had provided submissions
• focus groups were conducted with income support recipients
• focus groups were conducted with representatives from the community sector, employer and business peak bodies, academia and government
• bilateral meetings were held with peak bodies
• participants attended conferences and seminars.