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

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Policies, procedures and guidelines for staff involved in handling complaints andfeedback were not adequate, and there were shortcomings in ongoing monitoring,review and analysis of feedback and complaints. These, combined with the limiteduse and roll-out of the management information system, can impair the ability ofTAMS and other ACT Government agencies to effectively use information providedthrough feedback and complaints to improve business practices and servicesdelivered. 188The Review notes these issues will continue to require ongoing attention from CanberraConnect staff, underlining the need for a proper long term investment and businessdevelopment program. The TAMS Chief Executive noted in his response to the audit:TAMS has developed a positive culture of customer service over many years. ThroughCanberra Connect, the community now has an effective and recognised pathway to submitfeedback and complaints not only to TAMS, but the ACT Government more broadly. Therecommendations in this report will assist TAMS to improve overall coordination andresponse to customer feedback and complaints, as well as facilitate the development ofconsistent guidelines, procedures and policies for all staff to follow in feedback andcomplaints management. I welcome this report and am confident my acceptance of therecommendations and on-going commitment to customer service will continue to drive thedevelopment of feedback and complaints management across TAMS. 189These important undertakings should not be lost from sight in the transitional period.Access to Information (Records and Archives)The Territory Records Office (TRO) is currently located in TAMS and is responsible for theoperations of the Territory Records Act 2002 including standards and guidelines to assistagencies to meet their legislative requirements for recordkeeping. The TRO also deliversservices to the public through Archives ACT, the public face of records management, and thecommunity access point to older ACT Government records.ArchivesACT is a recent initiative of the ACT Government to make government recordsolder than 20 years (unless certain restrictions apply) available for public access. Thisservice has gained a loyal following in the community and provides a cost-effective servicefor the ACTPS. This service is currently funded through a levy on the eight largest ACTGovernment agencies with invoices being sent out every quarter. It might be more efficientfor this service to be centrally budget funded at no net cost increase to government.The Territory Records Office administers the provisions of the Copyright Act 1968 (Cwlth)for the ACT Government. The Collecting Societies of the Copyright Agency Ltd,Screenrights and the Australian Performing Rights Association all receive annual paymentsfrom the ACT Government based on a per staff member basis. These amounts are calculated188 ACT Auditor-General (2010b) Report No. 7 2010 – Management of Feedback and Complaints – Department of Territory andMunicipal Services. Canberra, p.5.189 ACT Auditor-General (2010b), p.7.Administrative Arrangements Changes: 128
y the Territory Records Office, invoices are raised for each Collecting Society each year,and the amounts consolidated and then forwarded to the Societies. It would be more efficientfor this cost effective service to be centrally budget funded, again on a no net cost basis.The distinction between the TRO and ACT Records Services is not well understood acrossGovernment. Records Services is a service provider, including courier, mail, file creation,records management and records storage services across government. It is part of SharedServices and should remain so.Both prior to and since the transfer to Shared Services, some agencies have elected toestablish their own records management functions. In certain cases this involves storingrecords on site; in others it involves the operation of a separate storage facility. Thisduplication of services not only creates inefficiencies but can lead to inadequate, or, at thevery least, inconsistent record identification and tracking mechanisms. The Review considersit highly desirable that all Directorates use ACT Records Services and current arrangementsbe changed to this end as existing contracts expire.FunctionsAccess to government information (including Freedom of Information)Arts and cultural services including Cultural Facilities CorporationAudit services to GovernmentCanberra Connect (including transactional, information and payment services)Community engagementCoordination and development of Government policies, strategic priorities and projectsCoordination of government administrationCouncil of Australian Governments and intergovernmental relationsGovernment performance, accountability, and evaluation frameworksGovernment communications (including Government branding) and events coordinationIndustrial relations policyMacroeconomic policy and forecasting (with Finance)Policy advice and administrative support to Cabinet and its CommitteesPolicy and program performance reporting and evaluationPublic sector managementRegional policyAdministrative Arrangements Changes: 129
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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
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- and enhance its capacity to provi
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Apples and Oranges - the ACTPS and
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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 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
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Page 134 and 135: The most influential aggregation of
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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 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
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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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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
Page 190 and 191: PCL’s role extends to fire fighti
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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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