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

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• creating the Sustainable Development Directorate comprising the Department of theEnvironment, Climate Change, Energy and Water, ACT Planning and Land Authority(ACTPLA), and fragmented functions in the land and planning sphere including theGovernment Architect, the Heritage Unit, and responsibility for transport planning; and• enhancing the role and functions of the Office of Regulatory Services to include transportregulation and occupational licensing.Two options are included in relation to the roles and responsibilities of the centre of theACTPS. The Review favours Option A – a deliberately powerful Chief Minister’sDepartment (still within the single ACTPS entity) comprising three Divisions and twoDirectorates: Culture and Communications Division; People and Performance Division; andPolicy Division, the Finance Directorate and the Economic Development Directorate.Option B – in which those three Divisions would comprise the Chief Minister’s Directorateand the Finance and Economic Development Directorates would not be explicitly joined in asingle unit under the Chief Executive and Head of the ACTPS, still represents a significantimprovement over current arrangements.Two options are included in relation to responsibility for land and planning issues, whichwere central to structural issues raised during consultations and in Submissions. The Reviewfavours Option 1 – as outlined above, but Option 2 – combining all land and property relatedfunctions in a single Directorate, while perhaps more cumbersome than Option 1, would bebetter than the current arrangements.The Review’s recommended changes to the Administrative Arrangements are as follows:Current AgencyChief Minister’sDepartment(CMD)Recommended ChangesOption A – Proposed Chief Minister’s Department - preferred by the Review.Within the single ACTPS organisation, comprising two Directorates and three Divisions:• Finance Directorate – headed by an Associate Director-General;• Economic Development Directorate – headed by an AssociateDirector-General to be called Coordinator-General;• Culture and Communications Division;• People and Performance Division; and• Policy Division.Option B – Directorate StructureUnder this option, three separate Directorates would not be explicitly joined in a single unit under the ChiefExecutive and Head of the ACTPS:• Chief Minister’s;• Finance;Administrative Arrangements Changes: 110
• Economic Development.Whichever option is chosen, the Review recommends the following:• an explicit statement should be made of the central agency role of the proposed Chief Minister’sDepartment/Directorate;• consolidate responsibility for the planning and delivery of all events in the proposed Chief Minister’sDepartment (from TAMS and the Department of Disability, Housing and Community Services (DHCS):ootransfer responsibility for the scheduling and management of events at EPIC to the proposedChief Minister’s Department; andmaintain responsibility for events at Territory venues including Stromlo Forest Park, ManukaOval and Canberra Stadium with TAMS, but with Territory Venues working closely with thespecial events unit to ensure alignment and cohesion of effort and cohesion in pursuit of theGovernment’s Priorities.• consider greater coordination and alignment of events with Canberra Racing Club as well as otherexternal entities;• transfer maintenance responsibility for arts facilities to ACT Property Group (TAMS);• consolidate Canberra Connect with the whole of government communications team (from TAMS);• extend responsibility for access to government information by transferring the Territory Records Act2002 and Territory Records Office from TAMS and Freedom of Information Act 1989 policy andprocedural advice from JACS;• transfer the current Business and Industry Development Division (with the addition of mutualrecognition policy) to Economic Development;• transfer Live in Canberra campaign to Economic Development;• transfer the Government Architect to Sustainable Development;• transfer the Heritage Unit to Sustainable Development;• transfer current Treasury functions (including macroeconomic policy advice) to Finance;• transfer Shared Services to Finance;• amend Shared Services functions in accordance with the proposed ACTPS Workers’ CompensationImprovement Plan;• transfer the Independent Competition and Regulatory Commission to the Finance Portfolio;• transfer responsibility for legacy transport regulatory policy including heavy rail and maritime to theFinance Directorate (from TAMS);• implement the Expenditure Review and Evaluation Committee recommendations relating to SharedServices after proposed Administrative Arrangements changes have been implemented.• maintain the proposed Chief Minister’s Department’s role as the lead agency supporting thecoordination and alignment of sustainability policies across the environmental, social and economicspheres;• establish a performance and analysis unit within the proposed Chief Minister’s Department;• establish a chief information officer within the proposed Chief Minister’s Department; and• consider providing additional resourcing to the centre to support policy and decision making processes.Administrative Arrangements Changes: 111
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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
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Table 1 - Elected Members at Each L
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The ACT in 1989 and 2010PopulationI
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Figure 5 - Settlement and New Centr
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Canberra in 2010 - a Snapshot• Th
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In addition to the RLF and its rela
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• disability officers (43.9 years
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Figure 9 - Sources of ACT Governmen
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Table 6 - General Government Sector
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looming risks to revenue, which wil
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• the development of a city which
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CHAPTER THREE: GOVERNING THE CITY S
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commitment to an open, accountable,
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This form of Committee meeting woul
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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
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Page 116 and 117: members (where they exist). Overall
Page 118 and 119: Figure 13 - The Public Interest Map
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Page 122 and 123: Appendix 1 - Sample of ACT Governme
Page 124 and 125: The Administrative ArrangementsThe
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Page 144 and 145: Policies, procedures and guidelines
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Page 148 and 149: subsequent years the Infrastructure
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Page 152 and 153: While there is clearly a need to en
Page 154 and 155: As part of this work, the Review re
Page 156 and 157: across the ACTPS. Significant impro
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Page 166 and 167: The Review also notes work to achie
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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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