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Dos and don’ts: department portfolio governance
A list of dos and don'ts for key relationship managers who work for a department.
Identify a key relationship manager between the public entity and department.
Think purposefully about the role of the department and the public entity to identify opportunities to collaborate.
Prioritise building an effective and open working relationship with the public entity.
Learn about the public entity’s specific legislated governance and functions.
Identify and regularly review public entity risks.
Identify and monitor any relevant performance frameworks for oversight of cohorts of public entities.
Communicate regularly with public entities, including about any whole of government requirements.
Support the public entity with public administration and governance matters.
Determine the regularity/frequency of meetings according to the public entity’s risk rating and legislated functions.
Formalise key interactions while ensuring that processes are not unduly complex.
Transfer knowledge between staff to ensure the relationship with the public entity is maintained.
Ensure the public entity’s relationship manager is aware of all information requests to the public entity.
Provide support for smaller public entities to implement new obligations.
Ensure contact details are available to relevant staff.
Share information that can inform the entity in its role as early as possible – ‘no surprises’.
Expect the public entity to navigate across all branches of the department.
Revise public entity advice to government without the knowledge and approval of the public entity.
In general, advise the minister on issues relating to the public entity without considering the operational and/or policy perspective of the public entity.
In most cases, direct public entity staff in relation to legislated functions.
Rely solely on communicating with the public entity as issues arise.
Treat all public entities as the same, without understanding the differences between public entities that impact on governance.
Try to control how public entities perform their functions (except in limited circumstances).
Expect the entity to share all its relevant information if the department doesn’t demonstrate it will do the same.