Bengazie gate, Broke America, Lord Monckton

4.Government is not reason; it is not eloquence; it is force. Like fire, it is a dangerous servant and a fearful master. 5.There is no restraining men’s tongues or pens when charged with a little vanity. 6.We ought not to look back unless it is to derive useful lessons from past errors, and for the purpose of profiting by dear-brought experience. 7.Be courteous to all, but intimate with few, and let those few be well tried before you give them your confidence. True friendship is a plant of slow grow, and must undergo and withstand the shocks of adversity before it is entitled to the appellation. 8.It is well, I die hard, but I am not afraid to go. 9.Government is not reason; it is not eloquence; it is force! It is a dangerous servant and a terrible master 14.Government is not reason, it is not eloquence, it is force; like fire, a troublesome servant and a fearful master. Never for a moment should it be left to irresponsible action.

The Independent Pricing and Regulatory Tribunal of New South Wales (IPART) is an independent body that oversees regulation in water, gas, electricity and transport industries in NSW. IPART  was established in 1992 by NSW State Government with the primary purpose of regulating the maximum prices for monopoly services by government utilities and other monopoly businesses such as public transport.

The Minister responsible for IPART is the Premier. Its first Minister was then Premier Nick Greiner. IPART’s first Chairman (from 1992 to 2004) was Tom Parry. The current Chairman is Dr Michael Keating. The management of IPART’s organisational arm or Secretariat is conducted by the Chief Executive Officer and Full Time Member. IPART has approximately 73 staff members and an annual budget of $2.7 million. The Australian Public Service formally comprises all persons employed under the Public Service Act 1999. This includes all federal government departments, the federal court system and also some  government agencies.

In the 2009–10 financial year, there were 164,596 public servants employed under the Public Service Act.[1] This includes 150,871 ongoing (or permanent) employees and 13,725 non-ongoing (or contract) employees. The largest group of public servants are women (57.4%)[1] and work in the Australian Capital Territory (38.8%).[1]

The largest federal government agency is Centrelink with 27,312 employees, followed by the Australian Taxation Office (24,070) and the Department of Defence (21,458).[1]

APS jobs are advertised throughout Australia by various means, including publication in the Government Gazette and various newspapers.

Australian government Administration no’s 300,000(approx)

Australian Public service No’s approx 160,000

The absolute level of each year’s budget (in dollar terms) provides one measure of funding for public services and transfer programs. Another useful measure that provides for international comparison is the proportion of Australia’s Gross Domestic Product (GDP) that is invested in the public sector. Public sector funding represents 35% of Australia’s GDP. Public service agency budgets are just one part of this investment. In an international context, this represents a comparatively modest public sector investment, significantly less than European nations such as France (53%), Denmark (52%), Germany (44%) and Norway (41%), the United Kingdom (47%), Canada (40%) and New Zealand (42%). Contrary to the popular impression that Australia has a more robust and extensive public sector than the United States, we actually invest 4% less of our GDP in our public sector.

The NSW population has grown by 19% since 1995, from 6.1 million to 7.3 million. During the same period, the number of employees in state public service agencies grew by 15%, from 279,574 to 322,000. To keep pace with population growth, the public service would have actually needed another 10,000 employees.

The Institute for Public Affairs’ public service commentator Julie Novak refers to the ‘big APS merry- go-round’: where employees are treated as a ‘protected species’ and are simply reclassified from agency to agency and intended cost-savings turn into spending hikes elsewhere.


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