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

• where required, clarifying the relative accountabilities and responsibilities ofthe agencies working on a shared outcome. 153The proposed Chief Minister’s Department also has an important:trouble-shooting and brokerage role that central agencies can play. This doesn’t mean takingover the role of the lead agency or agency, nor does it mean central agencies acting in an adhoc or directive way. It does mean being able to identify and help resolve problems. This isparticularly likely to be the case, on a very limited range of outcomes, where there is no“natural” lead agency but it is a high priority area for government. 154Of course, the capacity of central agencies to deliver on these functions which underpin theoperations of the Government depends to a significant degree on the characteristics of theirMinisters, the dynamics surrounding the operation of their Cabinets and local historicalprecedent. A common theme in consultations, as well as some Submissions, was that thecentral agency role should be played more strongly to ensure cohesion and coordination.These exhortations underpin much of the logic behind the creation of an unambiguouslypowerful centre of the ACTPS in the proposed Chief Minister’s Department.The Community and Public Sector Union (CPSU) Submission to the Review states:There needs to be greater recognition of the co-ordination and gatekeeper role thatCMD plays and how this impacts on government objectives and policy delivery.To be more effective and consistent in delivering on government policy andobjectives, CMD should be better resourced to play a greater role in facilitatingconsultation with agencies and stakeholders prior to policy implementation. 155The Chief Minister and Treasurer play particularly important roles in defining, securing andcoordinating whole of government strategies. The proposed Chief Minister’s Departmentsupporting these Ministers should work in close cooperation with the rest of the ACTPS tomaximise the scope for collaborative rather than adversarial mindsets within the ACTPS andpromote development of whole of government strategic thinking within line Directorates.That is not to say, of course, that first ministers departments and treasuries will always, orshould always agree. Indeed, when they do not, that is evidence of the system working, not afailure of process. Of necessity, and by design, central agencies have different perspectivesto offer, and occupy different seats at the policy making table. But working together, theyoffer significant support to their respective Ministers, and the Cabinets of which they are part,in facilitating a government decision making process that is coordinated, supported by robustbriefing and information, and cohesive.153 State Services Commission (2004) Getting Better at Managing for Shared Outcomes A resource for Agency Leaders. NewZealand Government, Wellington, p.29.154 State Services Commission (2004) pp.29-30.155 Submission No. 11, Community and Public Sector Union (PSU Group).Governing the City State: 97