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ACT Health(Health Directorate – Minister for Health)OverviewACT Health has six clinical service delivery areas: Canberra Hospital; Community Health;Calvary Public Hospital (through a contractual agreement with the Little Company of MaryHealth Care ACT); Mental Health ACT; the Capital Region Cancer Service; and the AgedCare and Rehabilitation Service. The Population Health Division provides a range of publicand environmental health services as well as health protection and promotion services.ACT Health sets health policy and plans the delivery of health services to ensure theseservices meet community needs. ACT Health also funds a range of non-governmentorganisations to provide vital healthcare services to the people of the ACT and surroundingregion. These functions are supported by a small core of policy and corporate staff in otherdivisions who support the service providers in meeting their goals.The Department reports to the Minister for Health:Minister Portfolio FunctionsKaty Gallagher MLA Minister for Health Acute health servicesAged care and rehabilitation servicesCancer servicesCommunity health servicesHealth infrastructureHealth policyMental health servicesPopulation health servicesAdministrative ArrangementsThe health function has been delivered by the ACTPS since self government in variousstructures. In October 2000 the Department of Health, Housing and Community Care wasestablished. In June 2002 there was a restructure of the ACT health system and creation ofthe Department of Disability, Housing and Community Services which saw several functionstransferred to that department, including disability and therapy services. ACT Health cameinto existence in August 2003, replacing the Department of Health and Community Care.Administrative Arrangements Changes: 152
IssuesThe Review notes ACT Health has recently completed two consultation periods in relation toits organisational structure in keeping with the National Health and Hospitals NetworkAgreement. 207 This includes settling arrangements for establishment of the ACT LocalHospital Network. The first stage was a four week consultation focusing on the top levelexecutive structure. The second stage of consultation was a five week consultation periodfocused on the functions and units within each Division and Branch as well as tier onegovernance structures.ACT Health is seeking to establish a new structure that enables the portfolio to capitalise onthe opportunities that are currently being presented to the organisation, and those that willarise in the future. These opportunities include the:• ACT’s increasing demand for services, and the response to this need;• Capital Asset Development Program, and service excellence; and• National Health and Hospital Reform Program, and preparation for these changes.The Review understands during the consultations, there was consistent feedback about thenecessity for senior executive positions for nursing, medical and allied health as well assignificant lack of support for the proposal to decentralise the existing Acute SupportDivision. Feedback also suggests concern about ensuring appropriate links exist between thecorporate and operational functions, and this formed part of the major focus for stage twoconsultations.The new organisational structure has been finalised and ACT Health will commence thetransition process to enable the new structure to become operational by 28 February 2011. Inthis context, the Review has chosen not to make detailed recommendations about structuralchanges in ACT Health. Apart from minor suggestions raised below, significant structuralreform was not seen as warranted in this area.There are, however, very significant policy issues, beyond the capacity of health spending tooverwhelm state and territory budgets, with which the Government and ACTPS will need toengage in the coming years. These include the detail of the arrangements to implement theNational Health and Hospitals Network (including funding arrangements, cross borderimplications, the transfer of responsibility for primary care to the CommonwealthGovernment and the impact on untied Goods and Services Tax revenue), containing growthand managing demand in the health system; delivery of the Capital Asset Development Plan,and consideration of alternative models of service delivery including closer alignment ofservices with private providers (e.g. temporary surge capacity for particular locations orissues).207 See http://www.health.act.gov.au/c/health?a=&did=11146743Administrative Arrangements Changes: 153
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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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Canberra suggests, for example, tha
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community through the proactive use
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innovative ACTPS. Fundamental to th
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times, the operation of COAG has se
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Indeed, in playing its proper role,
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members (where they exist). Overall
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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 132 and 133: Chief Minister’s Department(Optio
Page 134 and 135: The most influential aggregation of
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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
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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
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
Page 192 and 193: IssuesSupport to the Conservator fo
Page 194 and 195: FunctionsClimate change policyEnerg
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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Page 208 and 209: we envisage such a group, probably
Page 210 and 211: o Completion Bond - Bond taken as s
Page 212 and 213: In responding to the recently compl
Page 214 and 215: Business SupportThrough the course
Page 216 and 217: 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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