Power Without Responsibility?: Ministerial Staffers in by Anne Tiernan

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By Anne Tiernan

A raft of modern political scandals in Australia has generated common media and public curiosity within the function and responsibility of ministerial staffers, and their effect on kin among ministers and their public carrier advisers. Such scandals contain the infamous ‘Children Overboard’ affair and the more moderen AWB imbroglio. In strength with out accountability Anne Tiernan describes the modern operating setting of political staffers, their formal and no more formal roles, the demanding situations they face, and the forces that experience escalated the expansion of their numbers and effect.

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Additional resources for Power Without Responsibility?: Ministerial Staffers in Australian Governments from Whitlam to Howard

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In a further consolidation of prime ministerial authority over personal staffing arrangements, all determinations about MoP(S) staff terms and conditions are now made by the prime minister, who has delegated some of his powers under the legislation to the special minister of state (SMOS). 8 Prime ministers also set the tone for the culture within which ministerial staff work. They thus have a decisive influence on the shape and style of ministerial staffing arrangements although powerful and influential ministers, such as the treasurer, the minister for finance and administration and sometimes the government leader in the senate, have a degree of autonomy over the organisation and conduct of their offices.

Our roles are complementary. In the words of Public Service Commissioner, Andrew Podger, the two groups have ‘different responsibilities’ but share a ‘common commitment to serve the Minister’. The public service provides advice which is based on careful analysis, independent assessment and long experience which resides in large stable organisations. It should be responsive to the policy directions established by government but it is not party political. Complementarity has become the dominant account of core executive relationships in Australia.

But as will be seen in later chapters, recent controversies in which ministers have refused to take responsibility for the actions of their staff have called into question the validity of this assumption, raising concerns that staff are operating in a managerial and constitutional vacuum. Constitutionally, the lack of accountability of ministerial staff exposes the shortcomings of the convention of individual ministerial responsibility as a mechanism for regulating and governing their activities.

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