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About
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04 MAR 2025
A framework that harnesses the complementary capabilities and expertise of ministerial advisors and public servants towards a shared goal of better ministerial decision-making, has been developed by Ben Hubbard - former Chief of Staff to Prime Minister, Julia Gillard.
Hubbard’s DIPR framework, commissioned by the McKinnon Institute for Political Leadership, provides Ministers with the support to set a course in a dynamic operating environment, with unrelenting and ever-changing pressures affecting decision making.
It is provided to assist Ministers, their senior staff and departmental leaders set priorities after considering a balanced suite of evidence and information.
It is intended as guidance and can form part of a wider set of approaches and management frameworks for a Minister.
The DIPR framework’s key steps:
Decide – the decision to use the framework and securing a mandate to do so.
Input – commission the input pack with the Department using the 'Compass' structure.
Prioritise – consider the inputs, key issues and potential priorities, including their viability. Then settle priorities and the related actions.
Review and renew – regular reporting and discussion is used to track progress. Priorities and actions are updated over time.
It sets up Ministers and therefore governments for greater success by giving them an approach to pursue a small number of significant outcomes over the medium term.
It is intended to provide focus and process for Ministers and their Offices and for public servants; and provides routines to improve relationships. It ensures early strategic engagement with the Public Service leadership.
It manages the tension between the need to keep the public service role apolitical but involving them in the critical discussions in prioritisation and developing a plan for each priority.
The framework is based on the experience and insights of practice and come from a range of current and former Ministers, Chiefs of Staff and departmental secretaries, locally and internationally.
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