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This article analyzes what the Westminster system actually means for civil services in historical context and contemporary practice. It explores the way in which practitioners, both politicians and civil servants, interpreted Westminster's implications and used them as justification, defense, and sometimes camouflage for their administrative choices in a range of jurisdictions. The article then uses the example of senior appointments to show why these nuanced interpretations are significant. Its principal finding is that the continued value of Westminster lies in its ability to provide a framework and discourse without being prescriptive or precise for particular circumstances. It is sufficiently flexible to be able to evolve with the needs of each generation yet continues to frame a sense of identity and purpose in how it is applied in abstract and practice. [ABSTRACT FROM AUTHOR]

Objectives/Hypothesis The study objective was to generate pilot data to evaluate the effectiveness and safety of C1-esterase-inhibitor concentrate (C1-INH) compared to standard treatment in patients with angiotensin-converting enzyme inhibitor (ACEi)-induced angioedema affecting the upper aerodigestive tract. Study Design Proof-of-concept case series with historical control. Methods Adult patients with angioedema in the upper aerodigestive tract presenting to the emergency department were included. After establishing the diagnosis of ACEi-induced angioedema based on patient history and thorough clinical examination, all patients were administered 1,000 international units (IU) of C1-INH intravenously. A historical control group consisting of adult patients with ACEi-induced angioedema who had been treated with intravenous corticosteroids and antihistamines at the same institution over the past 8 years was used for comparison. The most important parameters assessed were the time to complete resolution of symptoms and the need for intubation or tracheotomy. Results Ten patients were included in the C1-INH group and 47 in the corticosteroid/antihistamine group. The time to complete resolution of symptoms was considerably longer in the historical control group (33.1 ± 19.4 hours) than in the C1-INH group (10.1 ± 3.0 hours). No intubation or tracheotomy was needed in the C1-INH group (0/10 patients), whereas three out of the 47 historical controls required tracheotomy and two were intubated (5/47). Conclusion The results suggest a role for C1-INH as an effective and safe therapeutic option in patients with ACEi-induced angioedema, which needs to be confirmed by further larger and double-blinded studies. Level of Evidence 4. Laryngoscope, 125:E198-E202, 2015 [ABSTRACT FROM AUTHOR]

The Private Government of Public Money, published by Hugh Heclo and Aaron Wildavsky, was a study of the working of the Treasury in Britain. Even if some of the detail is now dated, their bold and innovative approach, portraying Whitehall as a community, was an antidote to the rather formal descriptions that had been the standard early accounts. This article examines the approach they took, assesses its impact on future studies and asks whether they were pioneering the route for future interpretivist studies. It concluded that even if neither of the authors would have been comfortable to be categorised in those terms, they did open up the study of government in a way that has encouraged and enabled later interpretevist research. [ABSTRACT FROM AUTHOR]

Prime ministers often have to work with prime ministerial aspirants, senior ministers who regard themselves as possible successors. But can these challengers seize the job when the prime ministers are reluctant to stand down? Using evidence from Canada, Britain and Australia, the article explores the conditions in which successions have taken place and the capacity of the prime ministerial aspirants to expedite the process. It identifies three alternative strategies that are shaped by the party rules in the different countries. The aspirants may flee, fight or fulminate. Which strategy will best improve their chances of winning the top job depends on the traditional or developing modes of leadership election that their parties have adopted. Some processes provide the means to assassinate the leader. Others have no opportunity to act; rivals can do nothing but wait, either in or outside parliament. The article finds that the broader the constituency that elects the leaders, the more secure those leaders are when their reputation declines. [ABSTRACT FROM AUTHOR]

For the Department of the Prime Minister and Cabinet (PM&C) the year 1987 can now be seen as pivotal in marking a clear end to a period of transition in coordinating structures in the Australian Public Service (APS) that had lasted roughly 20 years. The abolition in 1987 of the Public Service Board, formerly a powerful coordinating agency, is the most obvious marker of the change. The PSB's departure left the Secretary of PM&C with a role that is now often described as 'head of the public service'. More broadly, the 1987 changes to the machinery of government both formalised and enabled a sea-change in PM&C's role. Before 1987 a large policy initiation and development project would usually have been considered as beyond PM&C's scope. Since then, extensive and direct policy development work by PM&C has become common. The continuing debates have been over whether PM&C actually delivers in these roles (an empirical question) and how far it should play them (a normative issue). In this article we itemise the capacity, both continuing and developing, which PM&C has to support policy development. Traditional coordination mechanisms are an important part of this armoury and PM&C has long experience of most of them. However policy initiation and development calls for other tools which PM&C has had to develop over the past few decades. There is scope for conflict between the coordination and initiation/development roles. Understanding how a central agency like PM&C carries out each of them and balances the two can potentially contribute to debates on organisational design. We also address the normative issue: whether the growth of prime ministerial impact is a result of an increase in public service support or a cause of its increase ( Walter and Strangio 2007 ) and whether it should be restrained. We accept that the new developments give prime ministers the capacity to oversee policy arenas where once they could not, but regard this as a consequence as much of demand from above as of ambition within the department. [ABSTRACT FROM AUTHOR]

Rod Rhodes spent 25 years as the Editor of Public Administration before he retired from that role at the end of 2010. These essays in his honour are intended to celebrate the achievement of those 25 years and reflect on his contribution to the worlds of public administration and political science. Rod has now consolidated the standing of the journal as one of the most significant locations for work on public administration. At the same time, over his career, he has prodded and probed, challenged and innovated, in a wide range of areas. The essays in this special edition have been designed around his intellectual interests over the 40 years of his career, from local government, and networks, to ethnography and narratives. Each author was asked, as appropriate, to identify Rhodes' impact and to assess the present state of the literature. Three articles consider the state of the discipline in the UK, the USA and in the world of comparative politics. Rod is then given the opportunity to reflect on his career and where his interests might lead. As ever he wants the last word! This introduction provides the context for his career and charts in broad terms his intellectual trajectory and contribution. [ABSTRACT FROM AUTHOR]

This article seeks to understand the operations of the World Bank by examining one particular group of players—the country directors (CDs). It argues that the analysis of international organizations (IOs), by focusing on the behaviour of their principals (states), as principal-agent analysts do, or on organizational cultures, as the constructivist approach does, is inadequate in explaining the operation and behaviour of IOs, which are themselves complex organizations with chains of cascading relationships. Country directors at the World Bank occupy a pivotal position in this chain: with executive directors and the president as their nominal and ultimate principals, vice presidents as their direct principals and client countries as informal principals. They are themselves principals to their country team and to some sector people. For both conceptual and empirical reasons, therefore, CDs deserve separate analysis. To explain the way these relationships shape the work CDs do and how they do it, this article examines three basic functions of country directors at the Bank: (1) representing the Bank to the client countries; (2) representing the country to the Bank; and (3) managing the country offices and country programmes. The empirical section of this article is based on interviews with over 80 officials in both Washington and field offices. We show that an understanding of the Bank and its operations requires an examination of its internal processes and its staff. [ABSTRACT FROM AUTHOR]

Chrik Poortman, an international civil servant, worked for the World Bank for more than three decades. This profile uses his career and experiences to illustrate the functions and roles played by World Bank staff at each level of its “flat” hierarchy and the capacities needed to face challenges that are unique to their ilk. Each section explores a different range of functions, including working as a country director, working as a vice president, and working as a member of the World Bank's senior management team. [ABSTRACT FROM AUTHOR]

International civil servants (ICS) are largely excluded from the analysis of International Organizations (IOs) because states are assumed to be the determining force in shaping their behaviour. Even principal-agent and constructivist analyses often treat an IO’s staff as a unit and are concerned primarily with states’ capacities to control IOs. Examining the opportunities of ICS, rather than the choices of states, provides a better means of understanding the capacities of ICS to contribute to the operation of IOs, and especially when they participate in multilateral negotiations. We suggest that structure, competence, legitimacy and culture provide a framework for analysing ICS variable capacity. We use the Secretariat of the WTO, known as a ‘member-driven organization’, to illustrate how ICS can play a critical role in achieving the IO’s objectives. A word on our title. It comes from Esse, non videri in the original, as quoted by a director at the WTO in an interview in April 2003. [ABSTRACT FROM AUTHOR]

Deals with the issue of academic study and research about federal power in Australia. Survey of the field of the core Australian executive; Comparisons with the state of research in Britain and Canada; Suggestions of what might be done and where the academics and practitioners might be able to collaborate.

This article will explore the proposition that cabinet government is dead by examining the different ways in which cabinet government is conceptualized and by suggesting that the lack of precision in the debates has undermined much of the criticism. It will seek to draw the strands of research together in a way that can emphasize how cabinet government has evolved while remaining at the core of government. The article will draw evidence from three countries, Australia, Canada and Britain, in each of which, despite the common heritage, cabinet has evolved in different ways. [ABSTRACT FROM AUTHOR]

The position of departmental secretaries has been under debate. There are claims they have been politicised; they have been placed on term appointments. This article examines the careers of departmental secretaries for the last 50 years. It illustrates the changes in their length of tenure, age of departure, mobility and qualifications. The recent profile shows the need for debate about the position and the future of departmental secretaries. [ABSTRACT FROM AUTHOR]

Assesses the changes brought about by the introduction of the private sector into the corrective system of Queensland. History of the prison system; Advantages of privately managed, medium to low security prison; Commercialization of the system; Accountability for prisons.

Machinery of government arrangements attract a diverse and detailed literature, but surprisingly little comparative research. This article provides a graphically presented indication of functional changes in the architecture of national government in Australia, Canada and the United Kingdom between 1950 and 1997. An analysis finds Interesting national differences, with sharp changes in practice in Australia and Canada, but more gradual incremental adjustment in the United Kingdom. The correlation between parties and machinery change is weak for Canada and the United Kingdom, but all countries demonstrate stronger links between elections, new prime ministers and machinery of government changes. Further, all tend to oscillate between many specialist departments and fewer, broader agencies. The explanation for such machinery change, we argue, is found in the political, policy and administrative calculations made by prime ministers in Westminster-style parliamentary systems. [ABSTRACT FROM AUTHOR]

This article describes the Australian process of policy advice as it relates to the civil service. Policy advice may be difficult to assess. It is, after all, eventually a matter of judgment, an art or craft rather than a science. It usually requires the reduction of a complex problem to a set of options, based on assumptions about causation, and compatible with government policies or directions. Since advice is usually confidential, there may be some problems in seeking to judge its quality. Ministers have many sources of advice and disentangling them is difficult, so there can be no certainty that the civil service's policy, for better or worse, was responsible for the outcome. Good advice is what ministers should hear. To avoid giving unpalatable information because that advice may be unwelcome is an exercise not in politicization but in servility. The working party emphasized that policy advising must be confidential, to protect the relationship between ministers and their advisers. Any review must appreciate this confidentiality which restricts the available options for evaluation and people who might be able to undertake them.

This report examines the conditions of appointment and termination of departmental secretaries in the APS and considers the impact of these conditions on: the secretaries themselves; the potential pool from which secretaries are drawn; and the likely continuing influence on the way in which the APS operates.The report is based on reviews of the literature on the appointments of departmental secretaries and of the legislative changes made in the last decades. It also draws from a series of interviews with 20 past and present secretaries. The interviews were conducted in October and December 1996, after a number of secretaries had been terminated by the new government but in most cases before the government paper on public service reform was released.The report is divided into two main sections: the first section analyses the changing conditions of service and tenure, the appointment and termination of secretaries and pay and conditions; the second section analyses the impact of the changes under three headings and explores the future implications. [ABSTRACT FROM AUTHOR]

Presents a policy management review of commonwealth-state reform processes in Australia. Organizational arrangements and processes adopted in policy reforms involving both commonwealth and state/territory governments; Key elements of good policy development; Implementation and monitoring.

The article offers an analysis on the different aspects of cabinet and prime ministerial government with respect to political leadership. This subject has been the center of debates among researchers over the years of which they conclude that this debate is inherently unresolvable. Still others believe that the argument about prime ministerial government is not only about the tasks of cabinet but as well as disciplined parties in parliament, the control over the civil service and the use of patronage. However, the author suggests that there is a need to identify clearly the structural characteristics of the cabinet system and the normative notions of how cabinet government should be run.

The article discusses the alleged politicization of the federal public service sector in Australia. It notes that partisan appointment, which occurs mostly in various federal positions, is one of the most common accusation cited by public authorities and educators. However, the study conducted by the British Royal Institute of Public Administration reveals that the charges cannot not be used as evidences to support claims. Rather, it maintains that continuity of federal experience is a notable trend which bears importance in the promotion of expertise.

Debates on ministerial responsibility have too often gone around in circles. The application of the principle is related to the incidence of resignations; analysis considers the reasons given for resignation or, rather more often, the reasons given for not resigning. The usual conclusions are that ministers resign occasionally when their personal involvement is unquestioned and when the prime minister determines that the political costs are less to let the minister go. But the ideas remain at a broad level because they relate to all the ministerial activities. This article seeks to disentangle these concepts, developing the ideas in Thompson and Tillotsen's article in this symposium, to see if a different set of concepts can better define this old notion. [ABSTRACT FROM AUTHOR]

Reflects on whether the concept of customers and clients can be applied to prisoners. Definition of customers and clients; Applicability of the concept of client to the corrective services system; Prisoners' rights; Characteristics disqualifying prisoners from client status.