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

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Department of Treasury • See Chief Minister’s Department.Department of Justice andCommunity Safety• expand the role of the Office of Regulatory Services (ORS) to include:ooccupational licensing (from the ACT Planning and Land Authority (ACTPLA));oothe Traffic Camera Office (from TAMS); andtransport regulation and licensing (from TAMS); and• assume responsibility for road safety policy, and driver and vehicle licensing (from TAMS).ACT Health • no structural changes proposed.Department of Disability,Housing and CommunityServices(DHCS)Department of Educationand Training(DET)Department of Territoryand Municipal Services(TAMS)• transfer events to the proposed Chief Minister’s Department.• transfer Vocational Education and Training to Economic Development; and• amalgamate the Canberra Institute of Technology and University of Canberra.• assume responsibility for ACT Property Group (from the Department of Land and Property Services(LAPS));• transfer transport planning to Sustainable Development;• transfer transport regulation to Justice (ORS);• transfer road safety and vehicle and licensing policy to Justice;• transfer legacy transport regulatory policy (heavy rail and maritime) to Finance;• transfer the Territory Records Office and Archives ACT to the proposed Chief Minister’s Department;• transfer Canberra Connect to the proposed Chief Minister’s Department;• transfer Shared Services to Finance;• transfer staff responsible for providing support to the Conservator of Flora and Fauna to SustainableDevelopment; and• consider in the future whether other government owned assets could be managed by ACT PropertyGroup including Community hubs and schools but excluding a limited number of specialist buildingsincluding The Canberra Hospital complex and public housing.Department of theEnvironment, ClimateChange, Energy and Water(DECCEW)• see LAPS discussion below;• assume responsibility for support to the Conservator of Flora and Fauna from TAMS; and• consider ACTEW taking responsibility for Lake Burley Griffin from the Commonwealth.Administrative Arrangements Changes: 112
Department of Land andProperty Services (LAPS)Option 1• Economic Development Directorate (see Option A and B above) comprising:ooooLAPS (less ACT Property Group, but with the LDA abolished and its functions fullysubsumed into the Directorate);Business and Industry Development Division from the current Chief Minister’s Department(CMD);tourism (from CMD); andVocational Education and Training from DET.• Sustainable Development comprising:o the current Department of the Environment, Climate Change, Energy and Water ;ooooACTPLA (less occupational licensing – to ORS);transport planning (from TAMS);support to the Conservator of Flora and Fauna (from TAMS); andheritage and the Government Architect (from CMD).Option 2A single Sustainable Development Directorate comprising all the elements described above.In both cases having one Minister would enhance the opportunities for clarity of direction and alignment ofeffort by relevant elements of the ACTPS.Recommendation: Governance• Review ACT Government boards and committees against the Public Interest Map to ensure therole and function of these bodies is clearly understood. Those bodies recommended to continueshould have clearly defined roles and responsibilities that align with the Government’s overallstrategic direction and objectives. As part of this review consider:o abolishing the Exhibition Park in Canberra (EPIC) Board;o transferring the Veterinarians Board to TAMS;o the resourcing and portfolio location of the Indigenous Elected Body prior to commencementof that Body’s new term; ando establishing a Tertiary Council to oversee negotiation of a strategic plan for tertiary educationin the ACT, conduct relevant research and advise the ACT Government through the ChiefMinister and Minister for Education on tertiary education policy, including training andworkforce priorities;• replace the LDA Board immediately with an advisory board better suited to the mandate of thenewly formed Economic Development Directorate;Administrative Arrangements Changes: 113
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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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and cooperative relationships betwe
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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
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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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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
Page 158 and 159: Independent Competition and Regulat
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Page 166 and 167: The Review also notes work to achie
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Page 170 and 171: Significant whole of government, co
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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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