This paper outlines how ministers can be effective leaders of public service reform and drive change across the system. Drawing on studies of successful public service reform in the United Kingdom, it explores what effective leadership looks like in public service reform, and the lessons this holds for current and future ministers.

This report provides insight into global public sector artificial intelligence (AI) development. It provides learnings for government leaders, based on data collected in 2025 from 5,000 public servants. The report identifies areas of real progress and critical areas to strengthen capability. It finds that the foundations for ethical and scalable AI are not there yet.

This review assesses the organisational capability of the Department of Prime Minister & Cabinet (PM&C) to meet the challenges of the next four years. The review finds PM&C demonstrates strong foundations. However, the review identified four priority areas for improvement that are critical to PM&C’s success.

Leadership is recognised as a significant foundation of the public sector. The success or failure of any public enterprise is often associated with the vision and strength of the leadership involved. This paper aims to synthesise the vast leadership literature around core ideas that relate closely to policy and practice in the public sector.

The Australian Public Service (APS) reform program has built on previous reform efforts and is now in its third and final phase. This report outlines the key achievements under the four pillars of the program. 54 of 59 initiatives are either complete or in delivery, with agencies across the APS actively adopting and embedding changes.