Portfolio arrangements vary considerably with the nature of the portfolio agencies’ responsibilities. Government Business Enterprises (GBEs) generally value their independence from the bureaucracy and the portfolio department, often working closely with the Finance department, is involved only in advising the shareholder ministers on ownership issues.

Medibank Private rarely attended my portfolio agency heads’ meetings, though the CEO of Health Services Australia (HSA) almost always came.

The more budget-dependent agencies tend to have closer relationships with departments, but that relationship can depend on the personalities of the agency heads and their personal relationship with the minister. Small agencies most often have problems with access to ministers and appreciate a close, constructive relationship with the department.

It was interesting as Public Service Commissioner to see the weak arrangements in the PM&C portfolio for informing or coordinating its agencies. The APS Commission was in a privileged situation given my attendance at portfolio secretaries’ meetings and involvement in the MAC, but many other agencies (such as the Ombudsman and the Official Secretary to the Governor-General) felt very much on the outer. I think there was just one meeting of the agency heads in my three years as the Commissioner. This experience confirmed for me the importance to agencies of portfolio secretaries actively engaging with them, though I can understand that this presents a greater challenge for a secretary of a less-integrated portfolio such as PM&C.