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

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Proposed ChangesThe Review recommends the following changes:• assume responsibility for ACT Property Group (from LAPS);• transfer transport planning to Sustainable Development;• transfer transport regulation to ORS;• transfer road safety and vehicle and licensing policy to Justice;• transfer legacy transport regulatory policy (heavy rail and maritime) to Finance;• transfer the Territory Records Office and Archives ACT to the proposed Chief Minister’sDepartment;• transfer Canberra Connect to the proposed Chief Minister’s Department;• transfer Shared Services to Finance Directorate;• transfer staff responsible for providing support to the Conservator of Flora and Fauna toSustainable Development; and• consider in the future whether other government owned assets could be managed by ACTProperty Group including Community hubs and schools but excluding a limited numberof specialist buildings including The Canberra Hospital complex and public housing.IssuesACT Property GroupACT Property Group is currently part of LAPS and has been since that Department’sinception. It manages Territory-owned commercial buildings; leases commercial buildingson behalf of the Territory; manages government office accommodation at a whole ofgovernment level; and manages properties which either become surplus to agencies’ servicedelivery needs or which are transferred to ACT Property Group from other governmentagencies. Prime roles include strategic asset management and managing existing governmentand/or non-government tenancies. ACT Property Group also provides property projects andmaintenance services to all ACT agencies.The Review recommends Property Group be returned to TAMS. This function is more inkeeping with the service delivery focus of TAMS in managing infrastructure, than it is in therefocused and outwardly looking Economic Development Directorate.As part of this change, CMD’s current responsibility for management of arts facilities shouldbe transferred to ACT Property Group immediately. This issue was considered in the recentReview undertaken by Peter Loxton and Associates, which concluded:there could be serious risk to arts and heritage buildings if they were handed over tothe ACT Property Group without some change in the way that specialist facilities areprotected and maintained. Therefore, at this stage artsACT should retain ownership soAdministrative Arrangements Changes: 170
that they are able to maintain effective policy control, but should outsource buildingmaintenance, either to the ACT Property Group or some external organisation. 222The Review endorses these findings, but counsels against change in the role and structure ofthe Cultural Facilities Corporation (in relation to the Canberra Theatre and other venues itmanages). Clarification of its role and responsibilities in curating and maintaining heritagebuildings should be finalised.There is no reason why other government owned assets could not be managed by ACTProperty Group (except for a limited number of specialist buildings including The CanberraHospital complex and public housing). The Review recommends further integration ofproperty management for facilities including Community Hubs and schools be considered inthe future. The Review considers it preferable to pursue a staged approach to these changesto avoid unnecessary disruption.That process should also address the management and maintenance of school libraries.Currently, ACT Property Group is responsible for all government libraries that are not part ofanother organisation (i.e. schools). This creates inconsistency in how libraries are managedand maintained. The ACT Library Service is responsible for identifying necessary works andmaintenance for all libraries. Depending on who is responsible for the building, there are twoentirely different processes required, either through the Department of Education andTraining or the Department of Land and Property Services.Managing Expectations – Fix My StreetA key ongoing issue for TAMS in delivering its services to the community is themanagement of expectations about what is possible, reasonable and achievable within currentfunding levels. In this context, the Review notes public commentary about the timeliness andfrequency of mowing road verges and other areas coincident with heavy and regular rainfallduring the Review.Furthermore, the Review notes that the measured level of public satisfaction with TAMSservices is very high: against the relevant strategic indicator in the 2010-11 Budget, TAMSreported the following satisfaction levels (measured by customer surveys) with deliveryresponsibilities such as library services, Canberra Connect, infrastructure services (includingroads, community paths, traffic lights, street signs), waste collection, ACTION, parks andreserves, sports grounds, and aquatic centres. 223TAMS might be well served by adopting the practices of local government entities elsewherein providing transparent reporting of where rates and other revenue are expended. Thiswould require collaboration with the Finance Directorate, but would assist in advancingpublic discussion from criticism of performance without proper context, to a more informeddiscussion about appropriate levels of service delivery within the available level of funding.222 Loxton, P. & Loxton, T. (2010b)223 ACT Government (2010g) 2010-11 Budget Paper No. 4. Canberra, p.65.Administrative Arrangements Changes: 171
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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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The most influential aggregation of
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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 184 and 185: Department of Territory and Municip
Page 188 and 189: TAMS has already made advances in t
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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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Page 230 and 231: attempt to align streams of reporti
Page 232 and 233: • Capital Development is the ACT
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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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