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

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across the ACTPS. Significant improvement opportunities were identified in the followingareas.The view was expressed that the ACTPS currently gives insufficient priority to safety issuesand support for the management and early return to work of injured workers. It was arguedthere is also a lack of line manager/supervisor and senior management visibility of, andaccountability for, injury prevention and management.There are significant variations in the skills and capabilities of line managers/supervisors andkey injury management personnel across the ACTPS to manage and support the return towork of injured workers.There are inconsistent approaches to the management of injured workers being implementedacross the ACTPS. The inability to identify, provide, and fund the placement of an injuredworker in suitable alternative duties in circumstances where they are unable to return to theirpre-injury position either on a temporary or permanent basis is a significant barrier to returnto work. There is also no formalised whole of government governance arrangementoverseeing workers’ compensation disputation and litigation.Structure, Roles and ResponsibilitiesThe ACTPS has a fragmented model of injury prevention and management. Elements ofresponsibility for the overall injury prevention and management function in the ACTPS arecurrently spread between CMD, Shared Services and individual agencies with, in most cases,a separation between the responsibility for an outcome and the resources needed to achieve it.The current structural arrangement for injury management does not allow for flexibility instreaming cases to ensure that there is an appropriate match of skills and experience of theperson managing the claim to the particular circumstances of the injured worker. There arealso limited opportunities for career development and professional support for injurymanagement staff.Moreover, having injury management teams so closely aligned with other “human resource”management responsibilities has in many instances created management difficultiesespecially in circumstances where performance and/or grievance issues are associated with aclaim for workers compensation benefits.The Review understands OIR is preparing a detailed improvement plan to arrest this ongoingdeterioration in health and social outcomes for ACTPS injured workers. The improvementplan is to be presented to the Government soon. Critically, this improvement plan proposesfundamental structural changes to work safety and workers’ compensation arrangementswithin the ACTPS. The current model is a microcosm of the wider ACTPS issues - it isfragmented and lacks the cohesion and collaboration essential to improving injury outcomesfor ACTPS injured workers.Administrative Arrangements Changes: 140
When Shared Services was created, Work Safety staff from across the ACTPS (with theexception of ACT Health, Calvary and certain small Government entities) were transferred toShared Services. This was designed to create efficiencies within the ACTPS and a criticalmass of work safety expertise within a service delivery agency. Over time, and despite theefforts of Shared Services and departmental staff, the centralised injury prevention functionhas become disconnected from the reality of ACTPS workplaces. The injury preventionservices provided by Shared Services have evolved into a consultancy model and agencieshave either recreated transferred positions or absorbed the operational Occupational Healthand Safety responsibilities as part of other functions.The Review notes the concurrent review of Shared Services being undertaken by theExpenditure Review and Evaluation Committee. Leading Occupational Health and Safetypractice shows that the safest organisations and healthiest workplaces are those entities thathave mainstreamed a work safety culture and integrated it into core business.Furthermore, leading practice demonstrates that the role of work safety adviser is bestundertaken by resources operating in close proximity to the business service delivery. Underthe proposed single ACTPS agency, the risks inherent to different Directorates will remainand for this reason, the resources and primary responsibility for work safety should bereturned to Directorates. The proposal that Shared Services maintain an injury preventionconsultancy service to the ACTPS is supported.The current ACTPS structure of injury management requires reform to improve workerscompensation outcomes and provide for a holistic approach to the management of claims. Itis recommended that consideration be given to consolidation of injury management resourcesinto a Shared Services type delivery model. The responsibility for strategic operationsassociated with “human resource” functionality should remain the responsibility of individualDirectorates, as should the responsibility for return to work placement of injured workers.However, such an arrangement would not only assist in addressing the issues identifiedabove, but structured appropriately would:• provide for the enablement of a whole of ACTPS approach;• provide greater control over the targeted skill development of injury management staff;• enable injury management staff to be supported by technical managers and an accountmanagement function; and• ensure uniform implementation of whole of government policies and associatedinterventions.The operational service delivery of Shared Service would continue to be exercised under thepolicy direction of the proposed Chief Minister’s Department.Legal ServicesThe decision to centralise most ACT legal services in the Government Solicitor’s Office wasendorsed in consultations with officials including the Chief Solicitor.Administrative Arrangements Changes: 141
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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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safer and stronger - helping commun
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The ACT's progress is measured by 2
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coordination of action. To function
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Many of the benefits of the single
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priorities and see new ways for COA
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Citizen’s dealings with the ACT G
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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 128 and 129: Department of Treasury • See Chie
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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
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 158 and 159: Independent Competition and Regulat
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Page 164 and 165: function as part of the Office for
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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Page 196 and 197: Clearly there is a place in every p
Page 198 and 199: LDA was praised for its central rol
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Page 202 and 203: There is a high level of inefficien
Page 204 and 205: 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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