What does a day in your shoes feel like? And what are the key skills that can make or break a career in your field?

We have asked a diverse group of Apolitical members to share their career story with us and the tips they have for junior public servants. In this article, Andrew Curthoys explains why the hallmark of a great leader is letting ideas flourish.

What is your role in government and how do you spend your time on a standard workday?

I have an interesting and challenging role in the Queensland government in Australia. I am now the director of innovation and engagement, examining how we can better utilise our existing infrastructure assets and improve the delivery of infrastructure in the future.

We do that through innovative approaches, such as building information modelling, and using approaches such as developing long term strategic asset management plans for government departments and agencies, and working with industry to learn, improve and exchange ideas. It is clear that the construction sector has flat-lined in terms of productivity improvements since the late 1960s, and this has impacted government in terms of the delivery of infrastructure assets for taxpayers. So my role is to examine how we can improve asset management, asset delivery and asset utilisation.

I then have to develop suitable advice and develop suitable policy settings to improve long-term asset management and look to harmonise the approach across Australia's jurisdictions. This role requires leadership, engagement and connection with the latest thinking and approaches that are being considered in the private sector and how that approach can be adopted in the public sector. It is great to work with the public and private sectors as well as academia to improve all aspects of asset management policy.

In your opinion, what are the most important skills someone needs to excel in your field?

There are many skills that a professional public servant needs to excel. The fundamental ability to write well, understand the audience and understand the political environment in which we operate is critical. Public servants need to continually improve their ability to engage and listen to the actual messages that the community is conveying and accurately present those to policy-makers to ensure that we deliver good policy responses.

It is also important to ensure that balanced, clear, frank and fearless advice is provided, and that an environment is created to ensure that it can be provided. A work environment where different ideas are not allowed, or where a political leader wants everything aligned to their views is very dangerous for the public service.

It is always important to have a range of views in a team, in the workplace and contributing to public policy. That does not mean that the full variety of ideas are always presented, but it means promoting an environment where ideas are allowed to flourish and the best or most appropriate ideas are encouraged.

In a similar way that other sectors are evolving, public servants will need to improve digital literacy. That doesn't mean upskilling your ability to use social media platforms, but to understand how different generations will seek to engage with policymakers and deliver their ideas. We need to engage effectively and use all means to provide clear advice.

What is your favourite part of your job? What would you change if you could wave a magic wand?

The favourite part of my job is engaging with the best and brightest in the public and private sectors, and using that experience to bring to my role the best opportunities for asset management policy. It is also wonderful to work with dedicated professionals who understand the long-term nature of the policy that we are looking to deliver.

Working with passionate public servants who are very well informed, who have great experience, who are keen to deliver good outcomes and who can see the bigger picture is always a great reward.

I guess if I had a magic wand, I would change the “vision” of some politicians to understand the long-term nature of the policy work that they are involved with. In my experience, some politicians lack the vision that is needed, particularly in asset management. Public sector assets (i.e. roads, railways, schools, hospitals, court houses, corrections centres, dams and now digital infrastructure spines) have a much longer time horizon than the political cycles in which we operate. The visionary politicians see the longer-term value of good public policy settings that lift capability and deliver value for generations to come.

What advice would you give to young public servants who are interested in a career in your field?

I have been very fortunate to have a varied career path which has led me to my current position.

In my view the ability to embrace change and to be able to articulate a vision is key to a successful professional career. Having started as an urban and regional planner and expanded my skill base and continuing to learn and evolve my thinking and be receptive to new ideas has given me opportunities to be innovative and to now examine how to embrace innovation and productivity improvements in a capital constrained environment. — Andrew Curthoys

If readers would like to contact me please view my profile on LinkedIn here.

(Picture Credit: Unsplash)