Globally, governments are finding themselves at a critical juncture. They are working to modernise their capacities to deliver on cross-cutting issues whilst facing unprecedented and ongoing health, geopolitical and environmental challenges. The context is further challenged by compounding crises, declining trust in public institutions, growing polarisation, challenges to information integrity, and disengagement with traditional democratic processes. In this light, governments increasingly recognise that they can no longer rely on traditional decision-making practices or siloed ways of working. Instead, they must take more co-ordinated, agile, and proactive action that is founded on trust in public institutions and evidence-informed decision-making.

In an increasingly complex national and global context, most centres of government (CoGs) now play a pivotal role at the heart of government. In recent years, multiple, consecutive shocks have threatened economic resilience and wellbeing worldwide. Governments need to adopt more advanced practices to build trust and enhance democratic resilience to better address the challenges they face.

This chapter presents the role of the centre of government (CoG) as a bridge between the political and administrative interface. Specifically, in bridging the relationship between administrative officials and the elected government, the CoG’s relationship-building abilities will be discussed. It explores various practical examples of how the CoG manages this important relationship during times of major global challenges and polarisation through deploying different mechanisms. It details the importance of clear responsibilities, a well-equipped workforce and specific mechanisms to translate political priorities into coherent and co‑ordinated action to drive trust in public institutions. It further discusses the complexities for CoGs in managing the challenges of transitions and coalition governments at the interface.

This chapter discusses the role of the centre of government (CoG) in stewarding long-term government visions and translating these into clear priorities through a strategic planning process. Balancing long-term development outcomes with immediate priorities or crisis responses is becoming increasingly important. Through fostering alignment and cohesion across ministries and different levels of government, the CoG helps avoid duplication or conflict in government action. This chapter presents specific practical examples of mechanisms the CoG can use to build good strategic planning practices, including frameworks and standards, guidance, quality reviews and capacity building for ministries. It further discusses these within the context of developing a long-term vision in an increasingly polarised environment.

This chapter focuses on the co-ordinated and collaborative approaches that the centre of government (CoG) can use to steward cross-cutting policies and overall policy co-ordination. As no single institution or area in the government is responsible for delivering on such policy challenges, it is essential that CoGs build their stewardship and co‑ordination capacities. Many CoGs play key roles in enhancing policy development through co‑ordination, a long-term challenge. This chapter presents cases in practice through examples of taskforces and committees, detailing functions such as quality assurance and cabinet support. More contemporary approaches, including behavioural insight units and experimentation labs, are also discussed. Finally, this chapter discusses the ability of the CoG to directly enhance the quality of policy through review mechanisms, touching on examples such as frameworks, standards and guidance.

Driving sound decision-making practices has traditionally been a centre of government (CoG) responsibility through the facilitation of government and cabinet meetings. This chapter discusses the CoG’s role in undertaking this function, concentrating on how it steers decision-making in times of complexity. It focuses on the role the CoG plays in the decision-making fora of cabinet or government meetings, through agenda management and preparation. Further, this chapter acknowledges that CoGs are increasingly guiding sound decision-making more broadly across government, in regulation, risk, data and fostering public sector integrity. The latter half of this chapter focuses on these functions, detailing practical examples of how the CoG manages these increased functions to drive sound decision-making practices across government.

This chapter discusses the role that the centre of government (CoG) plays in monitoring, an essential part to understanding progress in government action and decision-making. First, the CoG plays a role in undertaking monitoring functions directly and guiding good monitoring practices across the public administration. The chapter discusses the monitoring processes undertaken by the CoG and the legal and institutional frameworks which enable this. It then focuses on CoG stewardship of good monitoring practices across government, using practical cases relating to national goals, satisfaction with government services and risk. Finally, it discusses embedding good monitoring practices as part of a performance-based culture providing standards and guidance, promoting the use of digital tools and presenting performance information to decision-makers.

As stewards of the public administration, centres of government (CoGs) are often responsible for setting the tone and culture in the public sector, including through steering public administration reform (PAR) efforts. This is becoming increasingly important as governments worldwide seek to modernise their methods to better reflect the changing environment and citizens’ needs. PARs are long-term and challenging and, as such, require good co-ordination and top-level buy-in. This chapter discusses the role that the CoG must play in PARs, including effective mechanisms, such as resource allocation, political prioritisation, monitoring, stakeholder consultation and communication, for doing so. PARs are context-specific and effective ones must be fit for purpose. Given this, this chapter provides specific practical examples of co-ordination efforts from the CoG in driving PARs, focusing on new or binding mechanisms, central management and steering, initiation and oversight, utilising existing guiding and co-ordination mechanisms and a focus on monitoring or management tools.

This chapter presents the increasing role of the centre of government (CoG) in anticipating, preparing for and managing crises. This challenging role requires the CoG to assist the government in making rapid and well-informed decisions while balancing trade-offs. The chapter discusses specific practical examples of the CoG anticipating future disruptions through foresight and risk assessment and preparing for the future by learning from the past. It then presents the role the CoG must play in whole-of-government co-ordination during crises, supporting crisis response across new institutional arrangements and frameworks. Finally, it discusses the CoG’s support in engaging with external stakeholders during crises, including scientific advice, involving broader external stakeholders such as citizens, non-governmental organisations and the private sector, and supporting public communications.

This chapter focuses on the role the centre of government (CoG) plays in public communication. The CoG can drive good public communication practices across the whole of the public administration. This chapter presents practical examples of the CoG driving good two-way communication between government and stakeholders, first, by leading by example from the centre and, second, by acting as an enabling force to elevate communication capacities across the entire public administration. It further details practical examples of the CoG enabling communication to reach diverse stakeholders through contemporary approaches such as behavioural insights. This chapter further details tackling mis- and disinformation and crisis response through steering and co-ordinating whole-of-government communication from the CoG. Finally, it turns its attention to good internal communication practices throughout institutional arrangements.

This chapter takes a systems-thinking approach to reviewing the centre of government (CoG) holistically. Evolving pressures and new requirements for the CoG need cohesive approaches which take into account the collection of elements – including people, processes, information and input – that can make up a high-functioning CoG. The chapter focuses on systems approaches, presenting country practices. It analyses the organisational design of the CoG, a systems approach to workforce development and the right mix of staff, and a holistic view on obtaining the right key materials and support, including digital tools and the right workflows. This chapter also highlights the need for balance between stability and agility at the CoG.

This chapter presents a summary of the key enablers and challenges that have emerged from the synthesis of the country practices and experiences shared throughout the compendium. It then discusses the top six enabling conditions that are common across all centre of government (CoG) roles and functions. This includes: the need for clear mandates and delineation of roles between the CoG and other agencies; the need for CoGs to better utilise holistic and systemic approaches, coordination between CoG functions, including fostering trusted relationships between the CoG and other agencies; and the right workforce design as a fundamental requirement. This chapter also highlights the in-depth discussions held with CoGs in developing this compendium and opportunities to continue this dialogue into the future.