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

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The Social Compact establishes a Joint Community Government Reference Group to overseethe ongoing development of relationships and relevance of the document as thoserelationships evolve.ACTCOSS notes in its Submission:Even though the ACT Government has expressed a commitment to the Social Compact, thereis a lack of consistency in its implementation across government. While the intention is clear,that all departments are to frame their work with the community sector with the compact inmind, they do it with different understandings and different resources …The biggest concern about the ACT Social Compact expressed by the community sector is thelack of any enforcement mechanism. The Australia Institute recommends that in order to besuccessful a Compact must include penalties. However the ACT Compact contains no meansof redress when a decision fails to meet the undertakings or reflect the values contained in theCompact. …Despite the good intentions of the ACT Social Compact outlined in the shared vision andprinciples, ACTCOSS is concerned by the lack of detailed guidance in how to implement thecommitments and goals. Consultation participants for the ‘No Wrong Doors’ report indicatedthey were unclear as to how to utilise the Social Compact, although many felt they should betrying to do something with it and were looking for a way to engage with the document …Although a joint community and government reference group has been established, there islittle opportunity for input from the community more generally, nor are documents publishedand made available to the community on the implementation and use of the Compact. The UKGovernment produces an annual review document that is tabled in Parliament. This is animprovement on the ACT process as the tabled review is a public document, ensuring ahigher level of transparency and accountability. 211Focusing on ClientsIn her Submission to the Review, Ms Irene Simkin, underscoring the need for client-focussedservice delivery models and effort involved if the ACTPS is to serve the customers of itsservices, suggested DHCS “requires an urgent overhaul. There are so many sections in thisdepartment, with each one dealing with its own little area, and there appears to be no cooperationor co-ordination between these sections”. 212 The particular circumstances of herdealings with DHCS are beyond the scope of this Review, but these observations are areminder to all ACTPS staff of the expectation – rightly – that when citizens interact with theACTPS, they do so on the basis that they will deal with it once and the response will be aboutthem, and not the organisational units with which they happen to be speaking. The “nowrong door”, client centred approach is difficult to deliver, but provides outstanding serviceto clients.211 Submission No.19 .212 Submission No.4. Ms Irene Simkin.Administrative Arrangements Changes: 158
The National Disability Services ACT recommends investigation ofmechanisms to improve partnering between government and non-government organisations… Improved partnerships could result in more efficient and effective service delivery. Forexample, Housing ACT and the non-government disability services sector could worktogether to provide more affordable emergency and other accommodation for people withdisabilities. 213Aboriginal and Torres Strait Islander AffairsAs part of its consultations, the Review met the ACT Indigenous Elected Body (IEB)established under the Aboriginal and Torres Strait Islander Elected Body Act (2008). 214 TheIEB exists to provide direct advice to the ACT Government about issues affecting IndigenousCanberrans. This initiative was described by the Chief Ministeras a signal, perhaps even a seismic, shift in the relationship between this legislature and theAboriginal and Torres Strait Islander people who make the ACT their home. The governmentfirmly believes that the establishment of an Indigenous elected body will play two functions,symbolic and practical. Firstly, we hope that it will help this community, black and white,move closer to true reconciliation. Secondly, we believe it is practically significant for thedegree of self-determination that it will offer Aboriginals and Torres Strait Islanders in our215Canberra community.It is crucial to the success of the IEB and the welfare of Canberra’s Aboriginal and TorresStrait Islander community that the IEB be properly resourced (including in relation to basicoffice and equipment support to the Secretariat), and is supported by the ACTPS in thedelivery of its functions. It is a nation leading initiative and offers opportunities for closerand more meaningful engagement. The more the ACTPS and Ministers engage with the IEB,the more benefits to policy and program design will flow.There were suggestions during consultations that the various “Offices of” currently located inDHCS should be located at the centre of Government, and similar proposals were expressedin relation to the IEB. The term of the current IEB is drawing to a close, and issues ofresourcing, and portfolio location should be further considered in that context. While thelocation of the IEB in the proposed Chief Minister’s Department would be consistent with thepreference for Departments to report to a single Minister, the Review is not convinced thebenefits of alignment with this principle outweigh the benefits to clients of DHCS from theintegration of Aboriginal and Torres Strait Islander Affairs with its other service deliverylines.The Review also notes that in the context of general commentary in Chapter 5 aboutreporting on performance and collection of data, there is a particular need to improve the213 Submission No.25.214 See http://www.legislation.act.gov.au/a/2008-12/default.asp215 Stanhope, J. MLA (2008) Hansard 6 May 2008, p.1422Administrative Arrangements Changes: 159
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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
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Appendix 1 - Sample of ACT Governme
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Page 128 and 129: Department of Treasury • See Chie
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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
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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 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
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Page 170 and 171: Significant whole of government, co
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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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Page 220 and 221: CHAPTER FIVE: STRATEGY, RESOURCE AL
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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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