by clicking the arrows at the side of the page, or by using the toolbar.
by clicking anywhere on the page.
by dragging the page around when zoomed in.
by clicking anywhere on the page when zoomed in.
web sites or send emails by clicking on hyperlinks.
Email this page to a friend
Search this issue
Index - jump to page or section
Archive - view past issues
Public Sector Informant : PSI
02 6126 4500 | firstname.lastname@example.org | Unit 4, 19 Napier Close, Deakin ACT 2600 PRINCIPAL LEGAL CONSULTANT Gillian Beaumont Legal is Canberra s only licensed agency to recruit exclusively for the legal profession. After nearly four years assisting our clients to build their legal teams, our Principal Legal Consultant has decided to return to practice and as a result we have a vacancy on our team. We have an opportunity for a quali ed lawyer who has a deep understanding of what it takes to be successful in legal practice. Ideally you will have had experience in government practice, the private sector or in an in -house role. It will help if you can demonstrate an understanding of the issues related to building organisational capability and a knowledge of Commonwealth procedures and employment practices would be a distinct advantage. This is a role which is people centric. You will need to be the kind of practitioner who is energised by developing relationships with people, is an outstanding communicator, and thrives on developing creative solutions to problems. Our working environment is collegiate and people who are highly self-motivated professionals will thrive. There are no time sheets, and no billable hours. We employ quali ed professionals to recruit quali ed professional. If you are successful in the role, we will negotiate a salary with you which re ects the skills and experience that you will bring to our team. In return, we expect that you will devote your own professional energies to achieving results for our clients. We would welcome the opportunity to have a conversation with quali ed lawyers who have a desire to try something different. For a con dential discussion about the opportunities you would expect to enjoy as part of our team, please email your resume to email@example.com or contact Gillian Beaumont on 02 6126 4500. CPM Reviews has a team of skilled and experienced staff and all have extensive managerial and industrial experience in the APS. We can provide timely, cost effective, efficient and professional services in difficult to manage conduct and ethics areas. ACT -- Jeff Lamond, Mike Stone, Geoff Cameron,David Callan, Gwyn Thompson, Clive Haggar, Peter Long NSW - Boris Budak, Jane Bateson VIC - Alison Byrne QLD - Trevor Van Dam, Glyn Tomlinson SA - Gail Kinnane Providing ethical and professional reviews of employment decisions and actions to the public sector. INDEPENDENT -- PROFESSIONAL -- CONFIDENTIAL CPM Reviews also offers a range of services that complement its employment review activities. Our staff can assist agencies with undertaking inquiries into complaints and allegations of misconduct, including whistleblowing reports. CPM Reviews is headed by Jeff Lamond, a former Merit Protection Commissioner. We have the expertise to assist with the application of merit through participation in selection practices; and providing advice on the management of employee selection. CPM Reviews offers national coverage across Federal and State agencies. 02 62553988 firstname.lastname@example.org www.cpmreviews.com.au [MAY 2010] 4 THE PUBLIC SECTOR INFORMANT [BRITISH P OLITICS:LARRY E LLIOTT] UK Labour struggles to avoid Politics Despite an expected drubbing in the poll, the Brown Government has made some good calls End of an era: After 13 years in power, Labour faces the humiliating prospect of being beaten into third place. And so the end is near. Unless the polls are completely wrong, Thursday will be the final curtain for New Labour. What began with a landslide victory 13 years ago will end with a struggle to avoid the humiliation of being beaten into third place by the Liberal Democrats. Polls have been wrong in the past, of course, most famously in the United States' 1948 presidential election, when Harry Truman was written off by the commentators but came back to beat his Republican rival, Thomas Dewey, at the death. Truman's victory provides some hope for Gordon Brown that, even at this late stage, he can pull it off. But it is a pretty forlorn hope. Everywhere Truman went on his presidential train during his whistle- stop tour of small town America, he was greeted by rapturous crowds that lapped up his nakedly populist message. Brown's campaign has been met with no such enthusiasm. In large part, that's because there has been little to get enthusiastic about. Labour has failed to outline what it would do with a fourth term; instead, it has sought to terrify with a dystopian vision of what life will be like if the Conservatives win. Even now, there is no let-up strategy, even though all the evidence is that the strategy is tanking. Could it have been any different? Well, yes, actually. It would have been tough and it would have required Brown to eat several large helpings of humble pie, but it was possible for Labour to make a better case for itself. Firstly, Brown should have highlighted the fact that he got most of the big economic decisions right. Labour's tight fiscal policy during the boom of the late 1990s helped prevent the economy overheating and provided a war chest that could be spent when the dotcom boom turned to bust. The decision not to join the single currency has given Britain the macro-economic flexibility denied to those countries struggling to meet the harsh disciplines of a one-size-fits-all eurozone. And in the three years since the global economy entered its most testing period since the 1930s, the Government got all the big calls right: bailing out the banks, expanding demand and using the power of the state to mitigate the impact of the downturn on employment, home repossessions and business failures. But Labour also got things wrong, and it needs to admit as much. As with any government that has been in power for 13 years, there are individual decisions that ministers come to regret: the 75 pence (A$1.25) a-week increase in pensions was one, the scrapping of the 10 pence tax rate another. More significantly, Labour over- estimated the strength of tax receipts during the boom years of the mid- noughties, which meant that the economy entered the recession with the public finances in poor shape. This, though, was but a symptom of a deeper problem: Labour's capitulation between 1997 and 2007 to the City of London (the financial services industry). Brown bent over backwards to help big finance: he lobbied for it in Europe, gave it a euro test all of its own, and actively marketed Britain as the home of light-touch (even no- touch) regulation. Philosophically, New Labour accepted that the less the government interfered in the workings of the economy the better. Wary of the power of global capital, Brown decided the only thing to do was to allow the City to make a mint, cream off the tax revenues and use them for socially useful purposes such as higher public spending and tax credits. While the bubble in the financial sector grew ever bigger, Britain's
PSI - September