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

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community events and major economic events cannot coexist under one entity, withprofessional and experienced staff well versed in understanding the difference. 181The Review stresses that the collocation of ACTPS staff performing similar functions is notan attempt to impose homogeneity on events, or impose a one size fits all approach. It is notabout wresting artistic or program control from event organisers or sponsors. It is intended topool resources and build a critical mass of skilled events organisers able to play a facilitatingand assisting role in events management and logistics, rather than an imposing or directingrole. The collocation also gives rise to opportunities for greater alignment and coordinationof the events program through the year, and creates a structure that allows a flexible responseby the ACTPS in the planning and delivery of the annual calendar of events.The Review suggests responsibility for events at Territory Venues including Stromlo ForestPark, Manuka Oval and Canberra Stadium remain with TAMS, but that TAMS work closelywith the special events unit to ensure alignment of effort and cohesion of effort in pursuit ofthe Government’s Priorities. In a similar vein, there is scope for greater coordination andalignment of events and promotion of other events in Canberra including carnival horseracing and significant harness and greyhound racing meetings.In light of the importance of EPIC to the annual program of events in Canberra, responsibilityfor scheduling and running events there should be transferred to the Special Events Unit.Asset management and maintenance at the EPIC site in Mitchell should remain theresponsibility of TAMS.The continuing need for and role of the EPIC Board should form part of the consideration ofall boards and committees proposed in Chapter 3. The Review is conscious of the interestshown by the Assembly in the EPIC Board, but is nevertheless disposed to recommend it beconsidered for abolition.The Review endorses Loxton’s observations that the issue of officials’ responsibility forcoordination of planning and alignment of efforts is separate to Ministerial engagement orinvolvement: “all Ministers currently involved with events or festivals of interest to theirportfolios should actively continue this involvement, including launching events.” 182The Review notes public Submissions to the Government’s review of the Loxton Report weredivided on the proposal to bring together management of all events and festivals into theSpecial Events Unit of the proposed Chief Minister’s Department. The general sentiment ofviews in support of this consolidation are encapsulated in comments made by Chic Henry,former owner of the Summernats car festival who noted a “definite lack of cooperative effortbetween Departments”, and that “one singular Events Department could be set up withdefined sections made up of the best talent available”. 183181 Submission No.26.182 Loxton, P. & Loxton, T. (2010a) Report on the Review of ACT Government Events and Festivals Sydney, p.6.183 Henry, C (2010) Events Management by the ACT Govt.Administrative Arrangements Changes: 124
Those against the consolidation of all events and festivals argue that there are different skillsrequired to run the various events. In its Submission to the Loxton Report, the CanberraMulticultural Community Forum Inc wrote:Canberra’s current events and festivals have diverse origins and unique purposes.Community engagement and celebration is an important goal of itself for many ofthese events. We believe that the [Loxton] Report does not appropriately reflect this.The variety, uniqueness and complexity of current events and festivals parallel that ofthe community and should not be homogenised into an agency, program or vision.The Report neglects the positive benefits of diversity and appears to suggest that onlya shared vision will improve festivals and events. 184The concerns expressed here are valid, but the Review considers the benefits of its preferredapproach outweigh these risks. Pooling small events teams in a larger structure able to bettersupport other parts of the ACTPS in planning and delivering events not only recognises thisspecialist skill set, but also allows for greater diversity and quality of events throughdevelopment of an integrated program of events (each still with their own identity andpurpose), supported by a dedicated and professional events management team.The position advanced by the National Capital Attractions Association that events that aretourism focused and affect tourism visitation to the region should be managed separately tolocal community events and festivals is not incompatible with the proposed approach. Whileit is recognised that the ultimate goals and underlying justifications of major events likeFloriade (focused on attracting tourists and economic activity to Canberra), and the CanberraNara Festival (focused on building a greater sense of cohesion, engagement and enjoyment inthe Canberra community) are different, there are nevertheless likely to be benefits to both thetourism focused events, and the locally focused events, from greater coordination between theproposed Chief Ministers Department and the Economic Development Directorate.The ArtsThe Review notes the concurrently conducted Review of the Arts in Canberra, also conductedby Peter Loxton and Associates, and that a response is being developed through otherchannels. The Report on the Review of the Arts in Canberra (the Arts Report) argues:With clear Government goals and policies, artsACT would be given the opportunityto refocus its efforts on policy advice, data collection, research and communication. Itshould be well placed to become more proactive, better connected and informed andbe the focal point for responsive, timely, informed policy advice to the Chief Ministerand to agencies across Government. 185http://www.communityengagement.act.gov.au/__data/assets/pdf_file/0009/171594/Events_Management_by_the_ACT_Govt..pdf184 Canberra Multicultural Community Forum Inc (2010) Submission No. 6 to the Government Response to the Review of ACTFestivals and Events,http://www.communityengagement.act.gov.au/engagements/cmd/closed/review_of_act_government_festival_and_events. p. 1.185 Loxton, P. & Loxton, T. (2010b) Report Review of the Arts in Canberra. Sydney, p.8.Administrative Arrangements Changes: 125
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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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Australia, should be capable of sig
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with respect to the relationship be
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undertaken, and the roles participa
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These risks can be overcome through
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specific policy areas where it is t
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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 and 100: Many of the benefits of the single
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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
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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 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
Page 150 and 151: Unions ACT noted in its Submission
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
Page 160 and 161: Department of Justice and Community
Page 162 and 163: accreditation, dispute resolution a
Page 164 and 165: function as part of the Office for
Page 166 and 167: The Review also notes work to achie
Page 168 and 169: ACT Health(Health Directorate - Min
Page 170 and 171: Significant whole of government, co
Page 172 and 173: Minister forChildren and YoungPeopl
Page 174 and 175: The Social Compact establishes a Jo
Page 176 and 177: quality of data about Aboriginal an
Page 178 and 179: Department of Education and Trainin
Page 180 and 181: It is interesting to note in this c
Page 182 and 183: profitable courses in one area dimi
Page 184 and 185: Department of Territory and Municip
Page 186 and 187: Proposed ChangesThe Review recommen
Page 188 and 189: 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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