THE MANAGEMENT AND ADMINISTRATION OF GOVERNMENT RESEARCH AND DEVELOPMENT

• Published in: Australian Journal of Public Administration
• Main Author: Gannicott, K.
• Format: Article in Journal/Newspaper
• Language: English
• Published: Wiley 1979
• Subjects: New Zealand; Iceland
• Online Access: http://dx.doi.org/10.1111/j.1467-8500.1979.tb00879.x; https://api.wiley.com/onlinelibrary/tdm/v1/articles/10.1111%2Fj.1467-8500.1979.tb00879.x; https://onlinelibrary.wiley.com/doi/pdf/10.1111/j.1467-8500.1979.tb00879.x

One of the minor curiosities of public sector analysis in Australia is that rather little attention has been paid to the tools and instruments that could provide a more effective management of government research and development. Once government R & D is mentioned, we immediately think of the large statutory bodies such as CSIRO or the Atomic Energy Commission, but the subject extends widely beyond these two bodies. The Australian Government, federal and states, provides 70% of all the funds for Australian R & D, and the government itself performs, in its own laboratories and statutory authorities, 54% of the total R & D carried out in Australia Of OECD countries, these percentages of government activity are exceeded only by Iceland, New Zealand, Portugal and Turkey. Virtually every federal department and every department of each state government performs R&D. Apart from the “big two” of CSIRO and Atomic Energy, the Post Office, Defence, Health, Housing, and Minerals and Energy all have research laboratories, and the last major survey of Australian R & D in 1973 listed 22 federal departments and 130 organizations in the State Governments performing R & D. A recent article in this journal correctly noted a shift from “ends to means” in Australian science policy. The present article proposes a specific means of managing this almost unique public involvement in R & D in Australia.