Governing the City State - Chief Minister and Treasury Directorate ...

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Allocation of Leadership Responsibilities – Ministers and Directors-GeneralOne option under this proposed structure would be, as in the Scottish model, for theresponsibilities of Directors-General to align with key themes in the Canberra Plan. Thisapproach would have the benefit of aligning explicitly public service structures with theGovernment’s articulation of its priorities. It would come at the cost, however, of reducingfuture flexibility (and likely creating additional costs) in needing to reorganise ACTPSstructures in the event those themes were to change in the future. This approach would alsomean a much greater number of changes to the Administrative Arrangements and machineryof government that risk unpicking recognised synergies in current arrangements. Thisconfiguration also risks creating an uneven allocation of official and Ministerial workloadand capacity across the spread of government activities. The Review therefore recommendsDirectorates and Ministerial Portfolios continue to be arranged along functional lines.The relationship between Ministers and Directors-General would be largely unchanged inrelation to day to day operations from that which exists now between Ministers and ChiefExecutives of Administrative Units. There would be a direct reporting and accountabilityline, for example, from the Director-General, Health to the Minister for Health, but thisrelationship would be supplemented by the reporting line from the Director-General, Healthto the Chief Executive and Head of the ACTPS. This relationship would focus on majorstrategic policy developments, coordination and alignment of whole of government effort, ormission critical projects like the Capital Asset Development Program, rather than day to dayoperation of the health system.In any event, there should be a consolidation of the overall number of Ministries. A commontheme in consultations was that the current 24 Ministries are unnecessary and add complexityand confusion to dealings with the ACT Government. The Ministerial Portfolios in thepreferred model (formed with a presumption in favour of one Minister per Directorate toimprove alignment and reduce bureaucratic complexity) would be:• Chief Minister;• Treasurer;• Attorney-General;• Community Services;• Education;• Health;• Sustainable Development; and• Territory and Municipal Services.This formulation maps rather well with what is understood to be the outcome of the April2010 COAG Review of Ministerial Councils which accepted the need to effect fundamentalreform to the Ministerial Council system. This will focus Councils on national strategicGoverning the City State: 84
priorities and see new ways for COAG and its Councils to identify and address issues ofnational significance.COAG agreed in principle to reforms that would see rationalisation of the 40 MinisterialCouncils (MINCOs) to fewer Standing Councils (including COAG itself) overseeing keyareas of ongoing reform important to the Commonwealth and the States and Territories.COAG may also decide to convene Select MINCOs from time to time when it requiresadvice on particular issues within specific timeframes. Arrangements for these Councilswould provide for a sunset clause, progress reports back to COAG and arrangements forservicing by officials.While the precise details are intended to be settled at the February COAG meeting, the newarrangements are likely to be something along the lines of those shown in the accompanyingtable next to the existing ACT Ministerial arrangements.Table 7 – New COAG arrangementsMinister Ministerial Title New COAG StructureJon StanhopeKaty GallagherSimon CorbellChief MinisterMinister for TransportMinister for Territory and Municipal ServicesMinister for Business and Economic DevelopmentMinister for Land and Property ServicesMinister for Aboriginal and Torres Strait IslanderAffairsMinister for the Arts and HeritageDeputy Chief MinisterTreasurerMinister for HealthMinister for Industrial RelationsAttorney-GeneralMinister for the Environment, Climate Change andWaterMinister for EnergyMinister for Police and Emergency ServicesCOAGInfrastructureFinancial RelationsHealthAttorney-GeneralPolice and Emergency ServicesAndrew BarrJoy BurchMinister for Education and TrainingMinister for PlanningMinister for Tourism, Sport and RecreationMinister for Gaming and RacingMinister for Disability, Housing and CommunityServicesMinister for Children and Young PeopleEducation and TrainingSkillsCommunity ServicesGoverning the City State: 85
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Governing the City StateOne ACT Gov
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LETTER OF TRANSMITTALMr Jon Stanhop
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CONTENTSEXECUTIVE SUMMARY .........
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Doing Whole of Government in the AC
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Proposed Changes...................
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Investing in Capability ...........
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Acronyms and Short Forms Used in th
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EXECUTIVE SUMMARYIn September 2010,
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There are nevertheless areas that r
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The Administrative ArrangementsWith
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5. Amend the Public Sector Manageme
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24. Strategic Board outcomes be pro
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Department of Justice andCommunity
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Figure 1 - Current and Proposed Str
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Chief Minister’s Finance Economic
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Figure 2 - Structure optionsOption
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Priority SettingThe Review recommen
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55. Improve workforce data quality
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CHAPTER ONE: BACKGROUND TO THE REVI
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Guiding Principles - Embracing Uniq
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imperatives, improvements to system
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CHAPTER TWO: CONTEXT FOR THE REVIEW
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capacity of the Commonwealth Execut
Page 49 and 50: Table 1 - Elected Members at Each L
Page 51 and 52: The ACT in 1989 and 2010PopulationI
Page 53 and 54: Figure 5 - Settlement and New Centr
Page 55 and 56: Canberra in 2010 - a Snapshot• Th
Page 57 and 58: In addition to the RLF and its rela
Page 59 and 60: • disability officers (43.9 years
Page 61 and 62: Figure 9 - Sources of ACT Governmen
Page 63 and 64: Table 6 - General Government Sector
Page 65 and 66: looming risks to revenue, which wil
Page 67 and 68: • the development of a city which
Page 69 and 70: CHAPTER THREE: GOVERNING THE CITY S
Page 71 and 72: commitment to an open, accountable,
Page 73 and 74: This form of Committee meeting woul
Page 75 and 76: and cooperative relationships betwe
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Page 79 and 80: with respect to the relationship be
Page 81 and 82: undertaken, and the roles participa
Page 83 and 84: These risks can be overcome through
Page 85 and 86: specific policy areas where it is t
Page 87 and 88: Despite its inherent appeal to comm
Page 89 and 90: - and enhance its capacity to provi
Page 91 and 92: Apples and Oranges - the ACTPS and
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Page 95 and 96: The ACT's progress is measured by 2
Page 97 and 98: coordination of action. To function
Page 99: Many of the benefits of the single
Page 104 and 105: Citizen’s dealings with the ACT G
Page 106 and 107: Canberra suggests, for example, tha
Page 108 and 109: community through the proactive use
Page 110 and 111: innovative ACTPS. Fundamental to th
Page 112 and 113: times, the operation of COAG has se
Page 114 and 115: Indeed, in playing its proper role,
Page 116 and 117: members (where they exist). Overall
Page 118 and 119: Figure 13 - The Public Interest Map
Page 120 and 121: Just because an official is exercis
Page 122 and 123: Appendix 1 - Sample of ACT Governme
Page 124 and 125: The Administrative ArrangementsThe
Page 126 and 127: • creating the Sustainable Develo
Page 128 and 129: Department of Treasury • See Chie
Page 130 and 131: • maintain the Shared Services Go
Page 132 and 133: Chief Minister’s Department(Optio
Page 134 and 135: The most influential aggregation of
Page 136 and 137: The role of the proposed Chief Mini
Page 138 and 139: through ACT Government reporting pr
Page 140 and 141: community events and major economic
Page 142 and 143: This approach is sound and reflects
Page 144 and 145: Policies, procedures and guidelines
Page 146 and 147: Triple Bottom Line sustainability p
Page 148 and 149: subsequent years the Infrastructure
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Unions ACT noted in its Submission
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While there is clearly a need to en
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As part of this work, the Review re
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across the ACTPS. Significant impro
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Independent Competition and Regulat
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Department of Justice and Community
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accreditation, dispute resolution a
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function as part of the Office for
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The Review also notes work to achie
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ACT Health(Health Directorate - Min
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Significant whole of government, co
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Minister forChildren and YoungPeopl
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The Social Compact establishes a Jo
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quality of data about Aboriginal an
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Department of Education and Trainin
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It is interesting to note in this c
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profitable courses in one area dimi
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Department of Territory and Municip
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Proposed ChangesThe Review recommen
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TAMS has already made advances in t
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PCL’s role extends to fire fighti
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IssuesSupport to the Conservator fo
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FunctionsClimate change policyEnerg
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Clearly there is a place in every p
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LDA was praised for its central rol
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(l) to provide planning services, i
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There is a high level of inefficien
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IssuesCOAG’s National Criteria fo
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• The linkages between service pr
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we envisage such a group, probably
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o Completion Bond - Bond taken as s
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In responding to the recently compl
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Business SupportThrough the course
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Land developmentLand releaseMajor l
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they discharge their responsibiliti
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CHAPTER FIVE: STRATEGY, RESOURCE AL
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number, and there was a greater ali
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adversary or attaining an end”, a
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At the core of this scenario planni
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concrete activities and areas of fo
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attempt to align streams of reporti
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• Capital Development is the ACT
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consultations with staff that they
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Much of this coordination work in w
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objectives contribute to the priori
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central direction in developing the
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desires of the Legislature to scrut
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Performance and Accountability in t
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The performance and accountability
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• conducting evaluations to a hig
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argued and accurately costed in a t
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A more significant improvement woul
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Performance and Accountability and
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Strategy, Resource Allocation and t
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too long. There is clearly an unwil
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The modelling of these values is mo
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To complement the existing work exe
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policy?Averaged rating (equallyweig
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• the greater likelihood of a nar
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The Auditor-General has recently ta
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• workplace health and safety tra
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of officials to tackle critical iss
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The Review recommends establishment
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Responding to the fiscal pressures
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Workplace culture in the ACT Parlia
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explored. With the help of benchmar
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Continuing to provide employees wit
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There is an increasing need for Ser
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… finding this ‘space’ [to in
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Figure 20 - Dimensions of Innovatio
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the past, limitations on external c
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• better information sharing to s
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The plethora of approaches to encou
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Figure 22 - Innovation CycleRecomme
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The legislative employment framewor
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Unions expressed frustration to the
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extend to matters of remuneration a
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• Develop the strategic human res
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Recommendation: Governance• the p
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ameliorate such issues, this is not
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Recommendation: Shared Services•
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This led the Commission to define s
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The second model represents each sp
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The consultation process referred t
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Suggestions:• the sustainability
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taking up to four years. ‘Plannin
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the release of residential land. As
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house prices. Among the actions tar
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The usual model is that Commonwealt
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Canberra also has an extensive walk
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ACTION staff and management are acu
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suggests that it may not be so. Con
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• unless the industrial framework
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Green CabsMany countries are embrac
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modules, each with a lead senior ex
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Dashboard ReportingThe attached tem
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ATTACHMENT A: CHIEF MINISTER’S PR
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ATTACHMENT B: CONSULTATIONConsultat
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Meetings held by the Reviewer• AH
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• RATTENBURY, Shane - Speaker, AC
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BIBLIOGRAPHYACT Auditor-General (20
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Australian Public Service Commissio
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Evans, M. (2009) “Gordon Brown an
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Mulgan, R. (2002) “Accountability
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South Australian Performance Commis
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Williams, G. (2010) “Euthanasia B
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Figure 25 - The Three Spheres of Su
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