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What are the reasons for developing public sector focused options?
More than three years ago, CSA took the strategic decision to ensure that our leadership in governance extended clearly to the public sector. We have always had people from various parts of the public sector studying our postgraduate course in governance and undertaking risk and compliance training with us, but we made the conscious decision to ensure that the content and structure of CSA’s offerings should be as tailored and practical to the specific needs of governance, risk and compliance professionals in the public sector as for their counterparts in the private sector.
Over this period, the public sector at all levels has been expected to play an increasing role in the real economy. Those public servants who are charged with the role of evaluating public-private partnerships are under intense pressure to ensure they adequately protect the taxpayer’s interest. Besides the additional scrutiny they find themselves under, they work in a market where the cost of finance for public projects is higher than in the past, and they do the job with far fewer resources as public sector staff numbers are reduced.
This has brought, and will continue to bring, increased requirements for rigour in governance arrangements to promote better decision-making and accountability. Such arrangements include ensuring transparent and accountable procedures; appropriate robust direction and control; achieving successful engagement and communication with stakeholders; effective forecasting and budgeting; actively engaging positive risk; and monitoring conformance and performance.
In recent years, various parts of the federal and state public sectors have sought to incorporate private sector elements in their governance models and ensure that the reporting of their performance and achievements is similar to the standards expected within the private sector. However, the ambiguity of governance arrangements in corporatised and non-corporatised public sector bodies, where the identities, roles and powers of owners, managers and the board are not as clear cut as in the private sector, has meant that they often fall short of meeting the governance criteria commonplace in the private sector.
These circumstances place additional governance obligations on public sector professionals which CSA believes can only be achieved by giving public servants a comprehensive and practical education program tailored to the unique requirements of the public sector.
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