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

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Department of Territory and Municipal Services(Territory and Municipal Services Directorate – Minister for Territory and MunicipalServices)OverviewThe Department of Territory and Municipal Services, perhaps more than any other currentACTPS entity, displays the results of years of organic growth, and regrowth, of functions. Itcurrently has 27 business lines, the majority, but not all, of which relate to local governmenttype services on which every resident of the city depends. The Review has been particularlyconscious of the history of regular organisational change within TAMS and its predecessors,and in seeking to specify a coherent list of functions, roles and responsibilities, has onlyrecommend necessary changes at this stage. It has, however, identified a number of areas forfuture consideration.The Review’s basic approach to TAMS, echoed in views expressed in consultations, has beento focus it solely on the delivery of the municipal services to the community which arecritical to the operation of the city, and the success and standing of the Government. This isparticularly demonstrated by the fortnightly ‘Chief Minister’s Talkback’ on ABC local radiowhen the Chief Minister takes calls from members of the public. Although callers maydiscuss any area of government policy, the vast majority relate to municipal services, invitingobservations that it is really “TAMS Talkback”. This level of community interest inevitablynecessitates a strong focus on municipal service delivery by the Department, but this can beat the expense of other responsibilities. It is remarkable that chief ministers make themselvesavailable in this way, demonstrating the immediacy of city state government and the desirefor intimate connections between the Government and citizenry.A number of concurrent reviews are being undertaken by the Expenditure Review andEvaluation Committee of aspects of TAMS operations. This work should continue, butimplementation should be deferred until the proposed structural changes have beenimplemented. To the extent that some of those reviews canvass structural issues, the Reviewhas taken what information is available at the time of writing into account in settling itsrecommendations.TAMS currently reports to two Ministers in three portfolios:Minister Portfolio FunctionsJon Stanhope MLAMinister for Territoryand MunicipalServicesGovernment services including shared services,transactional, information and payment servicesLand management and stewardshipMunicipal servicesAdministrative Arrangements Changes: 168
LibrariesMinister forTransportACTION BusesTransport policy and regulationAndrew Barr MLAMinister forTourism, Sport andRecreationRoad ServicesSport and recreationTerritory Venues including EPICTAMS as the Exemplar of City State Service DeliveryTAMS demonstrates the extent to which the ACT’s city state government straddles whatwould be in New South Wales, local government and state government functions andservices. TAMS delivers a wide range of services to the people of Canberra includingcollecting and recycling waste, running public libraries; ensuring municipal infrastructureremains in good working order; road and path construction and maintenance; public transportthrough ACTION; and management of recreational facilities including sports grounds,national parks and nature reserves. TAMS is also responsible for Canberra Connect andShared Services, Territory venues including Manuka Oval, Canberra Stadium and StromloForest Park; cemeteries; and commercial operations including the Capital Linen Service andYarralumla Nursery.The current structure combines commercial entities with semi-commercial entities (such asExhibition Park in Canberra), budget funded service delivery, and cost recovered services.This mix creates complex budgetary arrangements with inherent accountability implications.As the Department utilises a single bottom line approach, budget overruns in municipalservice delivery are often absorbed by non-municipal functions.Removing non-municipal functions would allow TAMS to focus on its core service deliveryresponsibilities and provide clearer purpose, identity and funding arrangements for theDepartment. This would also reduce the Department’s exposure to future structural changesthereby allowing time for a strong and stable form and culture to emerge.Administrative ArrangementsTAMS was formed on 1 July 2006 with the combination of the Department of UrbanServices, Environment ACT, Australian Capital Tourism, Sport and Recreation ACT,ACTION, Canberra Stadiums and parts of the Office of Sustainability. Climate change, waterand energy functions and environment policy were transferred to DECCEW on itsestablishment in November 2008. ACT Property Group was transferred to LAPS inDecember 2009. Tourism and heritage were transferred to CMD in November 2009 andJuly 2010 respectively.Administrative Arrangements Changes: 169
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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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Chief Minister’s Department(Optio
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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
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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
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
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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
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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 226 and 227: At the core of this scenario planni
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Page 230 and 231: attempt to align streams of reporti
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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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