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

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Department of Education and Training(Education Directorate – Minister for Education)OverviewThe Department of Education and Training delivers public education services throughgovernment schools; registers non government schools; and administers vocational educationand training in the ACT. The Department also caters to the needs of trainees and apprenticesthrough coordination of activities related to training organisations and advisory bodies,industry and community organisations.The concurrent consultation process on the future of Government high schools is seekinginput from students and young people, teachers and support staff, parents and communitymembers, colleagues from other education settings and business and industry. A Governmentresponse will be forthcoming in due course.Concurrent work is also being undertaken by the ACT Tertiary Taskforce on the future of thetertiary education sector, and the education sector more broadly.DET currently reports to one Minister:Minister Portfolio FunctionsAndrew Barr MLAMinister forEducation andTrainingEarly childhood educationEducation policyGovernment and non-government schoolsVocational education and trainingAdministrative ArrangementsAt self-government, DET’s functions were carried out by the ACT Schools Office and theOffice of Industry and Development. The current set of departmental responsibilities wasestablished in May 2004. DET was responsible for Sports and Recreation, Youth Justice andchildren and youth functions between 1998 and 2004.In addition to the Department, the portfolio includes the Canberra Institute of Technology(CIT).IssuesPublic School Enrolments, Performance, and InvestmentThe ACT is generally well served by its public schools. With the exception of years five andseven spelling, the ACT has ranked first or equal first in the nation for all year levels andAdministrative Arrangements Changes: 162
domains in the 2010 NAPLAN tests. With only a few exceptions, the ACT performance hasimproved since NAPLAN 2009 relative to the national results. There nevertheless remains aneed to better understand the performance of ACT public schools in absolute as well asrelative terms. The broad socio-economic status of Canberra would suggest highperformance on NAPLAN testing, and it is difficult to separate this predisposition inmeasuring the “difference” made by the ACT public school system.DET staff have been responsible for nationally acclaimed innovative policy and programdesign, including in encouraging school-community partnerships through the CCCaresprogram. Canberra College has partnered with the Child, Youth and Women’s HealthProgram run by ACT Health to support the needs of pregnant or parenting students, providinga ‘one-stop-shop’ for educational and health services for their students. It has resulted ingreater student engagement and connection with external health agencies, higher rates ofcertificate completion and an increased sense of belonging. These achievements wererecently recognised through the Schools First awards program, with CCCares winning theinaugural Schools First National Award in November 2009 and $750,000.The drift in recent years of students from public to non-government schools is a nationwidephenomenon, and the ACT has traditionally had the lowest proportion of public schoolenrolments in Australia. The February 2010 census of ACT schools shows that, excludingpreschool enrolments, 57.3 % of students were enrolled in public schools. While theproportion of students enrolled in public schools has decreased slightly from 2009, the rate ofdecline over the past two years has slowed. However, the decline in secondary schoolenrolments continues to be a concern. Furthermore, there is a risk in the growth of privateschool enrolments of the public system coming under increasing pressure from growingproportions of children with special needs.Table 8 - Proportion of ACT Students Enrolled in Public Schools from 2006 to 2010 2162006 2007 2008 2009 2010% in public schools (excluding preschool) 58.9 58.4 57.6 57.4 57.3The issue of school closures became the subject of protracted and heated community debatefollowing the Strategic and Functional Review of the ACT Public Sector and Services and the2006-07 Budget. Decisions to close schools will always be difficult and provoke strongemotions. A broader recognition is required within the community that as part of an overallstrategy of investment in public education, and in light of clear evidence of lower academicperformance in schools lacking a critical mass of students and teachers, that it may well benecessary for governments to consider options for different models of service delivery in thefuture. The Review endorses in this context the Government’s moves to align Kaleen HighSchool and Lake Ginninderra College with the University of Canberra (UC).216 ACT Government (2010f) Census of ACT Government Schools August 2010. Canberra.Administrative Arrangements Changes: 163
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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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The Administrative ArrangementsThe
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• creating the Sustainable Develo
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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 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
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Page 180 and 181: It is interesting to note in this c
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Page 184 and 185: Department of Territory and Municip
Page 186 and 187: Proposed ChangesThe Review recommen
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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
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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 216 and 217: Land developmentLand releaseMajor l
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Page 220 and 221: CHAPTER FIVE: STRATEGY, RESOURCE AL
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Page 226 and 227: 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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