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

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Minister forChildren and YoungPeopleAdoptionCare and protectionChild and family centresChildcare servicesChildren’s policyFamily supportOut of home care for childrenYouth justiceYouth policyYouth servicesMinister for AgeingAgeingMinister forMulticultural AffairsMinister for WomenMulticultural AffairsStatus of WomenAdministrative ArrangementsDHCS was established in June 2002 from the Department of Health, Housing andCommunity Care, and elements of the Department of Education and Training.In May 2004 the Office of Children, Youth and Family Support was established following theVardon Report on Child Protection. In 2005 the Office of Multicultural Affairs wastransferred in and the Offices of Women, Ageing and the Office of Aboriginal and TorresStrait Islander Affairs followed in 2006. In December 2007 matters relating to Youth Justicewere transferred to the portfolio.IssuesIn its Submission to the Review, the ACT Council of Social Service notes:… in 2009 ACTCOSS welcomed the announcement Minister Joy Burch would takeresponsibility for the bulk of portfolios contained within the Department of Disability,Housing and Community Services. The previous split in ministerial oversight of thisimportant department had reinforced silos and fragmentation. Bringing together the portfoliosAdministrative Arrangements Changes: 156
of this department under one minister was hoped to support greater integration across humanservices …While it is apparent silos and cross-communication are still a challenge for DHCS, theoversight of a single minister is one part of the solution in the breaking down of these silos. 209Apart from the discussion of events (see the proposed Chief Minister’s Department section),Therapy ACT (see Health section), and youth justice, there were no structural issues raisedwith the Review in relation to DHCS. Indeed, there was much positive commentary fromexternal stakeholders supporting both the grouping of functions and alignment of portfolioand Ministerial names.The concurrent review of the Bimberi Youth Justice Centre is noted. The possibility ofaligning responsibility for adult and youth corrections in the same agency was raised duringthe Review, but is not supported. There are strong synergies in Youth Justice being part ofthe Office of Children, Youth and Family Support particularly in relation to the provision ofcoordinated support to families in need (and young people in the youth justice system).Like health, however, there are significant policy and budgetary issues within the CommunityServices portfolio that will require close whole of government collaboration to resolve. Thenature of DHCS’ client group places it at the heart of many of the problems facing the ACTGovernment and ACTPS. This requires greater clarification of the social perspective in agenuinely triple bottom line approach to decision making. It will certainly involve engagingwith strategies to manage demand, work cooperatively with New South Wales especially inrelation to child protection across borders, and in the specification and delivery of servicesand service levels.In areas ranging from provision of public housing to child protection, there will need to be asystemic review of drivers and service models. The Review notes the Expenditure Reviewand Evaluation Committee has commenced a review of the delivery of social housing.The Social CompactSubmissions raised the ongoing relevance and desire from non-government organisations toreinforce and extend the social compact, which is:a statement of understanding about the relationship between the ACT Government and thecommunity sector. It provides a framework for relations between the community sector andthe ACT Government by articulating the principles of good communication and partnership.… It aims to continue to improve the working relationship for the benefit of people andcommunities in the ACT. … Importantly, The Social Compact sets out undertakings that eachsector is committed to in working together for the public good. 210209 Submission No.19.210 ACT Government (2004a) The Social Compact A Partnership Between the Community Sector and the ACT Government.Canberra, p. 5.Administrative Arrangements Changes: 157
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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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Figure 13 - The Public Interest Map
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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 140 and 141: community events and major economic
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 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
Page 206 and 207: • The linkages between service pr
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
Page 218 and 219: they discharge their responsibiliti
Page 220 and 221: 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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