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

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profitable courses in one area diminishing resources available in another to supportopportunities for disadvantaged people to access further education and training.In resolving this issue, consideration will need to be given to the overlap in administrativeresponsibility in the Administrative Arrangements for the Canberra Institute of TechnologyAct 1987 which, in a manner inconsistent with the powers of the CIT Director, is shownunder the Chief Executive of DET.There is undoubted duplication and arguably inefficient competition between UC and CIT inan education market and city in which there is enormous scope for cooperation and alignmentof effort. A combined institution along the lines of Swinburne University is likely to enhancesignificantly educational and economic outcomes in Canberra, as well as efficiencies thatmight be redirected towards enhanced course offerings.In its Submission to the Review the Australian Council for Private Education and Trainingnoted one of the conflicts inherent in the current arrangements:Currently the Canberra Institute of Technology (CIT) receives operating advantage overprivate providers through allowances such as funding from the ACT Government forinfrastructure and payroll tax concessions. The outcome is that the cost of publicly fundedinfrastructure is not transparent within service delivery costs. As such private providers arenot competing on a ‘level playing field’. 220Further recommendations about vocational education and training are made in theDepartment of Land and Property Services section.Efficiency Dividend ImpactDET provides an interesting example of the need to nuance decisions taken with generalapplication to avoid unintended consequences, and the benefits of more collaborativepreparation of briefing for Cabinet, especially when it sits as Budget Committee. It alsodemonstrates the need for there to be clarity within the Government, and with the community,of the real impact of initiatives like the efficiency dividend.In keeping with the Budget Plan, all agencies were required to find efficiency savings toassist in the task of returning the Budget to surplus. Such requirements fall heavily onagencies with small pools of discretionary funding. By way of example, DET’s totalexpenditure, excluding depreciation is budgeted to be around $534 million. When other nondiscretionaryfunding amounts are taken into account, employee expenses account for around80% of total expenditure. Furthermore, the school sector is also largely excluded from theimpact of budgetary restraints imposed on the Department. As a result, the impact of anybudget reductions is distorted as it only applies to certain elements of the department (i.e.central office). The impact of the dividend is restricted to central office to protect schoolsfrom any budget savings, but the savings requirement is based on the entire Departmental220 Submission No.7. Australian Council for Private Education and Training.Administrative Arrangements Changes: 166
udget. In effect, the savings requirement of 1% actually equates to an impact of closer to 7%of the affected area’s budget. The alternative approach is that the 1% efficiency dividendshould apply only to the central office element of DET.The Review notes the Community and Public Sector Union have been longstandingopponents of the 2009-10 and 2010-11 Budget decisions to impose the efficiency dividend:The efficiency dividend is having a significant impact on the capacity of the ACTPS toeffectively deliver government policy and objectives. The CPSU believes that the ongoingnegative impact of the efficiency dividend on the ACTPS is an example that demonstrateswhy the efficiency dividend needs to end.Some larger ACTPS agencies may initially be able to absorb some of the governmentcuts by diverting project funds, using own source income or economies of scale tomaintain staffing levels and functions following the introduction of the efficiencydividend. However, this is not sustainable in the long term.While the ACTPS officially ended the recruitment freeze on 1 July this year, theefficiency dividend cuts that came into play on the same day have led to a de factorecruitment freeze continuing on an agency basis across the service. Withoutadequate funding, the arbitrary cuts will inevitably be offset by a decline in deliveringon government policy and objectives. 221A more comprehensive and robust briefing process to Cabinet would permit issues such asthese to be raised and form part of the decision making process. The answer might – quiteproperly – be the same. It would mean, however, decisions being taken on the most robustand comprehensive information available.FunctionsEarly childhood educationEducation policyGovernment and non-government schools221 Submission No. 11.Administrative Arrangements Changes: 167
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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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Department of Treasury • See Chie
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• maintain the Shared Services Go
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Page 134 and 135: The most influential aggregation of
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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 162 and 163: accreditation, dispute resolution a
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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
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 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
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 212 and 213: In responding to the recently compl
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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 224 and 225: adversary or attaining an end”, a
Page 226 and 227: At the core of this scenario planni
Page 228 and 229: concrete activities and areas of fo
Page 230 and 231: 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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