FPL Advisory

Barriers to investment in key government policy

Wed, 12 Oct 2022 23:06:47 -0700

The National Disability Insurance Scheme (NDIS) was designed to help Australia’s most vulnerable. Almost 10 years on from its launch in 2013 the NDIS has risen to be a cornerstone of Australia’s social welfare and yet it is a growing dedication of budget finances. The vast majority of funding, around a third is dedicated for in-house support provided to 5% of NDIS participants with the highest needs. There are competing statistics about the effectiveness of transitioning those under 65 with acute needs living in aged care. In 2021, only 30 younger people left aged care to live in Specialist Disability Accommodation (SDA).

Getting younger people with specialist care and needs out of aged care has been a policy priority for successive governments. However, there are no practical solutions outside of creating a specific facility for young people or help to find private accommodation. The NDIS does provide funding for the renovation of homes to be retrofitted to accommodate one’s needs. Yet if the NDIS participant doesn’t own their house, and they are renting off a private provider the situation becomes more complex.

A private rental provider may rent their home to an NDIS participant, if they are registered as a provider. To facilitate the growth of private investment and homes, the NDIS has created the Specialist Disability Accommodation Design Standards. The design standards outline four specific needs-based categories:

Improved Liveability Housing that has been designed to improve...Read More

Skilled migration and the barriers surrounding registration

Mon, 26 Sep 2022 23:11:19 -0700

The pandemic has brutally illustrated the gaps in systems that the global world took for granted. Stretched supply lines and logistical backlogs have dogged businesses as the flow of humans, through immigration and tourism has contributed to a growing skills shortage that has hit almost every sector in Australia, including the strained health system. Efforts to help address the issues have mostly failed as the problems become more entrenched. Federal attempts to drive solutions have strived to alleviate the root causes. A key election commitment by the Albanese Labor Government was a jobs and skills summit to help address the growing litany of issues in Australia. The summit’s key takeaways were:

A permanent increase to the migration cap to 195,000 (from 160,000) with a focus on healthcare, infrastructure and the technology sector
180,000 new fee-free TAFE training places with a $1 billion one-year National Skills Agreement that will provide additional funding for fee-free TAFE in 2023
Provisions to allow pensioners to work and earn more before their pension is reduced
Updating the Fair Work Act to create a simple, flexible and fair new framework that ensures all workers and businesses can negotiate in good faith for agreements that benefit them
$36 million to process the backlog of visas which stood at a backlog of 962,000 when Labor took office

Increasing the migration cap and helping to process the backlog of visas will do much to ease the skills shortage facing Australia. Yet, skills are in global demand and the bureaucratical, process-based issues stymie decisions by individuals looking to emigrate. Canada has announced its plans to attract 1.2 million migrants (equivalent to about 1 per cent of its population every year over the next 3 years),...Read More

Case Study: Managing stakeholder perceptions of merger announcements

Thu, 15 Sep 2022 00:10:20 -0700

Two government funded non-profit organisations were preparing to merge and sought advice and support to prepare for the announcement. While it was a natural progression for both organisations, there were a range of critical stakeholder considerations, particularly the retention of jobs during the COVID crisis.

Situation

Two community non-profit organisations with shared borders and similar demographics were preparing to merge. They sought to come together to strengthen their future opportunities, particularly in terms of creating cost efficiencies and being better able to compete for new government funding. While the merger preparations were well developed, logical and appropriate, there were a range of stakeholder issues, particularly due to the onset of the COVID crisis and its implications for significant organisational change. While there were significant restrictions on engaging with stakeholders prior to the announcement, they sought a strategy to instil confidence and maximise support for the reform.

Action

FPL was engaged to provide oversight and advice, particularly in terms of messaging and risk management, as well as support the organisations to develop their merger communications plans. We were engaged to act as an independent assessor of plans, collateral and activity to identify any gaps and risks and anticipate likely reception in key stakeholder cohorts. However, we also identified significant gaps in collateral development and foundational communications elements. With the project sponsor’s support our remit expanded to include these elements as well.

In particular, the development of a ‘master narrative’ form which all communications could be drawn was critical to securing input from all project leaders early and meant subsequent communications that followed this narrative were approved quickly. In addition, we provided a one-step-removed perspective that initiated internal...Read More

Case Study: Achieving policy reform

Tue, 30 Aug 2022 22:11:55 -0700

A leading global company sought to actively contribute to achieving policy reform as part of their strategic objectives. FPL Advisory developed a policy solution and helped execute a government engagement strategy to successfully achieve meaningful and lasting reform.

Situation

As a long term client of FPL Advisory, the global firm had developed strong and positive relationships with state and federal governments in Australia, and as part of its mission it proactively prosecuted a positive policy agenda and sought out opportunities to partner with government wherever possible.

Working closely with the company’s Corporate Affairs team, we supported their advocacy efforts with government stakeholders to positively contribute to policy issues and identified areas of concern. Seeking meaningful reform was a core objective to help demonstrate the company’s commitment and leadership to the industry and its broader community.

Action

Priority policy areas were investigated on an ongoing basis and the legislative and regulatory environments were explored to uncover opportunities and avenues for reform. Through the process, a particular policy issue was identified for further review.

FPL Advisory conducted in-depth policy research to understand all the factors at play and to uncover what, if any, solutions were possible or available to achieve reform in this space. A cross-jurisdictional analysis was undertaken which highlighted the reform’s opportunity and need, adding weight and credibility to its argument. Through this process a solution was identified and the regulatory process to reform was mapped out. Support was then provided to enable the company to deliver a targeted government engagement campaign to highlight not only the need for reform but also the regulatory solution required.

Outcome

Meetings with the department and political stakeholders led to...Read More

Case Study: Authorising Environment Issues Assessment

Tue, 23 Aug 2022 21:10:17 -0700

A state government agency was seeking to brief their Board with respect to the issues that could impact on the agency’s authorising environment. FPL was engaged to provide an assessment of trends across the Victorian Public Sector as they applied to the agency including appropriate context and commentary to inform the Board’s strategic decision-making around those issues.

Situation

A state government agency was seeking to understand key issues that would impact on the scope of the delivery of their work to understand how such issues could impact on their ‘authorising environment’ and ability to deliver public value into the future. The ‘Authorising Environment’ concept outlines the need for public sector agencies to have authority to carry out their functions and that this authority arises through both formal channels such as legislation and informal channels such as stakeholder support. As these factors change and move over time, the authorising environment and authority of the agency can also change.

FPL was engaged to deliver a report to support strategic decision-making by the agency’s Board with respect to those issues, including providing relevant context and commentary to understand trends and impacts across the Victorian Public Sector as they applied to the agency specifically. There were significant time pressures to produce the report in time for a key strategic meeting of the Board which could not be changed.

Action

A Public Sector agency’s authorising environment would usually change relatively slowly and even step changes such as a change in Minister or Government can usually be anticipated over the longer term with relatively little impact on the agency’s agenda. The impact of COVID, particularly on reform and budgetary cycles, has seen both a pace and scope of...Read More

Case Study: Informal ways of working protocols for integrated bodies

Tue, 16 Aug 2022 22:37:22 -0700

The implementation of a new scheme created a complex environment of responsibility between two integrated public sector bodies. FPL was engaged to support the heads of those bodies to establish informal ways of working protocols to reduce risk of duplication.

Situation

A new scheme established two separate but related public sector bodies. FPL had previously worked with one of the organisations through their establishment to support their membership of industry representatives to understand their new role and remit as a government organisation. The scheme created an environment of somewhat opaque responsibility between the organisations and while there is a strong and supportive working relationship between their leaders, both identified there would be value in establishing clear governance arrangements and ‘ways of working’. They sought to ensure they could actively carry out their agreed roles without risk of duplication or miscommunication and to provide certainty and clarity to the intended interactions between the organisations at all levels.

Action

FPL Advisory was engaged to develop a ‘protocols’ style document that anticipated the range of interactions, including areas of identified focus such as communications, and gain consensus from leaders and key staff. The document was developed through key phases:

Discovery discussions with leaders to identify areas of focus supported by our prior knowledge of the organisations, the scheme and broader government context
Identifying themes and recommended protocols including practical considerations such as the difference in resources of the organisations
Seeking feedback from the leaders and a broader group of staff to refine the proposed protocols including ensuring that they would have relevance beyond the individuals involved.

Outcome

The process primarily enabled discussions of key possible...Read More

An end to the climate wars?

Mon, 08 Aug 2022 21:31:41 -0700

What are the remaining issues at play?

On Thursday the 4th of August the Albanese Labor Government passed through the House of Representatives a climate bill that enshrined that Australia would commit to reducing emissions by 43 per cent from 2005 levels and to reach net zero by 2050. The bill passed the lower house 89 votes to 55. One Liberal member crossed the floor to vote with almost every other member of the house, bar the Liberal National Coalition.

The bill has been passed up to the Senate where it is expected to pass with the help of Labor, the Greens and a number of independent senators, and minor parties. The passing of this legalisation with the vast majority of lower house members and what will end up being a comfortable majority of senators is a referendum on the previous slow-moving government who was forced into committing to net zero, in name only without legislation. The referendum on climate will need to keep the pressure on the Albanese Government to ensure that as it moves onto other legislative priorities it maintains focus on moving Australia towards decarbonising its electricity sector. The passing of the climate legislation caused media stories which spoke to the sense that, at last, the Commonwealth Government is getting on with the job and ticking off the easy wins. Where the previous government was powerless to move forward, stuck in trying to govern in the now, this new government have allowed the wind to fill their sails and have started to plan for the future, and there is a lot of planning to do.

Victoria and NSW still produce the majority of their electricity from black and brown coal, with these power stations set to close and no alternative source of power locked in, time is running out. Transition planning should have already happened, with AEMO doing the lion’s share of the work. It’s time now to begin building the ginormous upgrade to Australia’s transmission grid as the rest of the world...Read More

First up in 2022, an election in South Australia

Wed, 02 Mar 2022 21:59:27 -0800

The South Australian election is fast approaching with both major parties delivering their election pitch in recent weeks. Over the course of their first term, the Liberal Party’s government suffered the loss of four members who moved to the crossbench. They now govern in minority. Both parties are chasing 24 seats in the 47-seat parliament. Currently, the Liberal Party have 22 seats, Labor 19 and there are six independents. The Liberals are led by the sitting Premier Steven Marshall and Labor by Peter Malinauskas. The state election is on Saturday, 19 March 2022.

The Liberal Party are hoping their stewardship of the state during the pandemic will win them some votes. The state fared well compared to its more populous neighbours to the east. Yet, despite low cases numbers, South Australia’s health system drew controversy over ambulance ramping – the long queues that form as patients are brought from an ambulance into the hospital. The Labor Party have promised to fix the issue.

The Labor Party have promised an extra $100 million for 50 beds in the yet-to-be-built, new Women’s and Children’s Hospital. As well as $31.6 million on recruiting 48 more doctors, including 17 senior specialists as well as $6.2 million to recruit specialist nurses to work on the hospital’s cancer and mental health wards across the state.

This contrasts with the Liberal Government’s plan to build 59 more treatment spaces than the current hospital in North Adelaide, allowing for 3,400 more inpatient admissions and 18,000 emergency department attendees.

Steven Marshall and his government are celebrating the improved interstate migration that has occurred in South Australia since taking office, with the state recording its highest level of interstate migration in 40 years and proving the power of South Australia to attract talent into its workforce. Likewise, the Liberal Government are praising the fact that under the Liberal Party yearly electricity prices have...Read More

5 recently established agencies that reveal the Victorian Government’s priorities

Thu, 09 Dec 2021 16:38:50 -0800

There are hundreds of government agencies across Australia that operate in different jurisdictions with varying purposes, powers and responsibilities. New agencies are often set up by governments to address certain areas that are of a high priority, as they aim to enhance efficiency, focus and outcome. In Victoria, the Andrews Labor Government have been very active in their willingness to create new government agencies. Below are five recent agencies that point to the priorities of the Andrews Labor Government to build transport infrastructure, progress renewable energy reform, and respond to Victoria’s devastating Black Summer Bushfires in 2019-2020. The creation of these agencies are not only a reflection of a government’s priorities but they also indicate how the Andrews Labor Government will entrench their desired legacy.

1. Solar Victoria

Solar Victoria was created as a portfolio entity within the Department of Environment, Land, Water and Planning in August 2018. It is responsible for the delivery of the Solar Homes Program which provides rebates and interest-free loans to Victorians to install solar panels, solar hot water or battery systems with the goal of assisting 778,500 Victorian households over a ten-year period. It is a key initiative in the Victorian Government’s efforts to tackle climate change and meet its renewable energy targets, in addition to reducing energy costs, boosting energy supply and creating jobs in the renewable energy sector.

2. Major Transport Infrastructure Authority (‘MTIA’)

The MTIA was established in January 2019 to oversee the Victorian Government’s ‘Big Build’ or the major transport projects in Victoria. It works closely with the Department of Transport and is made up of five project teams – Level Crossing Removal Project, North East Link Project, West Gate Tunnel Project, Major Road Projects Victoria and Rail Projects Victoria. The MTIA is well aligned...Read More

Case Study: Internal communications in response to pandemic

Mon, 04 Oct 2021 16:07:07 -0700

As the COVID-19 pandemic required a rapid shift to work from home, a public service organisation sought support to develop internal staff communications that would provide key information to staff in line with government protocols.

Situation

Due to sudden onset of work from home orders due to COVID-19, a public sector agency in the midst of significant internal reform recognised the need to respond quickly to this changed environment. In addition to the need to facilitate as many of their staff working from home as quickly as possible, the organisation would also need to provide new communications structures to keep staff engaged and connected in a different working environment, ensure business as usual and continue the key reform program. In addition, the internal communications and marketing team were part of a broader restructure and were facing capacity and capability gaps.

Action

FPL Advisory was engaged to provide support to the General Manager, People and Culture as an extension of the communications team. In addition to drafting internal communications in a structured and digestible way we identified the structure and long term planning for communicating broader issues. The approach sought to manage a range of external issues including an ongoing sense of panic, escalated by a heightened 24-hour news cycle, unprecedented restrictions to people’s choice and sense of personal freedoms, heightened anxiety and deep concerns about job retention for staff and their families by providing certainty, control and an comprehensive pattern of communication.

In response to reviewing previous communications, our primary recommendations were:

Develop a sense of ownership and control for stakeholders – transition communications away from instructions and instead ask for action
Use less formal language and, where appropriate, use a more conversational and familiar tone aligned with...Read More