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Last updated: 29 November 2007
Implementing Machinery of Government Changes: A good practice guide
Foreword
As many of us in the Australian Public Service know from experience, undergoing a machinery of government change can be challenging. Agencies are required to consider an enormous number of issues and deal with wide-ranging matters, some of which can be very complex and time-consuming. Affected staff need to be kept informed of what is happening; legislative and government policy requirements must be complied with; and for the process to work as smoothly as possible, actions should be undertaken with a cooperative ‘whole-of-government’ spirit.
This publication has been designed to provide practical guidance to help agencies implement machinery of government changes. It has been developed jointly by the Australian Public Service Commission, the Department of Finance and Administration, and the Department of Employment and Workplace Relations, in consultation with the Department of the Prime Minister and Cabinet and the National Archives of Australia.
The information contained in this publication was developed in consultation with Departmental Secretaries and draws on their extensive experience of machinery of government changes over the years.
I trust that managers and their staff across the Australian Public Service, particularly those undergoing machinery of government changes, will find this guide useful.
Ms Lynelle Briggs
Public Service Commissioner
Dr Ian Watt, Secretary
Department of Finance and Administration
Dr Peter Boxall, Secretary
Department of Employment and Workplace Relations
Contents
- Scope of publication
- Legislative and policy framework
- Legislation
- Relevant guidance
- Useful contacts and resources
1. Machinery of government process
- 1.1 Administrative Arrangements Order
- 1.2 General machinery of government changes
- 1.3 Post-election machinery of government changes
- 1.4 Governance arrangements
- 1.5 Name or title changes
- 1.6 Roles of central agencies
- 2.1.Whole-of-government.approach
- 2.2.Constructive.and.open.communication.with.staff
- 2.3.Accountability.and.compliance.with.legislation.and.policy
- 3.1 Establishing a steering committee
- 3.2 Due diligence framework
- 3.3 Communication strategy
- 3.4 People management strategy
- 3.5 Information and communications technology strategy
- 3.6 Records management strategy
- 4.1 Outcomes and performance information
- 4.2 Section 32 directions
- 4.3 Section 31 receipts
- 4.4 Superannuation costs
- 4.5 Special Accounts
- 4.6 Special appropriations
- 4.7 Delegations under the FMA Act
- 4.8 Assets and liabilities
- 4.9 Insurance
- 4.10 Reporting requirements for financial statements
- 4.11 Reporting requirements for annual reports
- 5.1 Induction of transferred employees
- 5.2 Legal framework
- 5.3 Staff follow function
- 5.4 Unresolved staffing action
- 5.5 Incomplete recruitment action
- 5.6 Conditions of engagement
- 5.7 Temporary movements
- 5.8 Review of actions
- 5.9 Classification, duties and the place duties are to be performed
- 5.10 Engagement of non-ongoing employees
- 5.11 Delegations and authorisations
- 5.12 Remuneration and other conditions of employment
- 5.13 Employee superannuation arrangements
- 5.14 Movement of APS employees to an existing APS agency
- 5.15.Creation of a new APS agency
- 6.1 National Archives contact points
- 7.1 Australian Business Numbers
- 7.2 Input tax credits
