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

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TAMS has already made advances in this regard, building on the successes of CanberraConnect, in instituting Fix My Street to provide a channel for residents to report issues. 224Funding Model for New SuburbsAn issue raised in consultations both within and outside the ACTPS was the funding modelfor TAMS in relation to acceptance of new community assets and service deliveryresponsibilities in new developments and new suburbs. It was suggested that the quality andform of public infrastructure in new estates is being driven, in part, by lack of growth fundingfor TAMS for additional capacity to service and maintain it in the future.TAMS provided significant efficiency savings in the 2006-07 Budget, and arguments wereadvanced to the Review that this has lead to structural underfunding for core municipalservices. The merits of, or settling, that argument are beyond the scope of the Review, butwork underway for some time to settle a marginal cost formula for increased demand forTAMS services from new residential developments should be concluded by the ExpenditureReview and Evaluation Committee as soon as possible.The Review also suggests consideration of these ongoing servicing costs be considered, atleast indicatively, at the time decisions are made on land release and factored in to desiredrates of return to the Government.Commercial OperationsThe issue of ongoing ownership of the Capital Linen Service was raised with the Review.The service operates commercially providing linen to hospitals and hotels in the Canberraregion. While there would seem to be no particular reason for the Government to own acommercial laundry operation, that question requires further policy collaboration beforeconsideration by Cabinet. Until the Government considers ownership options for CapitalLinen Service, TAMS remains the most appropriate home for it.Similar issues arise in relation to the Yarralumla Nursery and the Review suggests the sameapproach be adopted.Roads ACTRoads ACT manages the construction, operation and maintenance of roads and associatedinfrastructure such as bridges, community paths, driveways, street signs, line marking, trafficsignals, street lighting and storm water. It has renewed its focus on capital works delivery andhas relinquished its role in road safety coordination, strategic planning and communityengagement, as well as responsibility for the planning of public transport infrastructure.224 See https://www.contact.act.gov.au/app/answers/detail/a_id/1146Administrative Arrangements Changes: 172
While it is appropriate for responsibility for transport planning to be transferred toSustainable Development, there will need to be an ongoing and close working relationshipbetween that Directorate and Roads ACT to ensure the practical implications of delivery ofplanned infrastructure are taken in to account.Veterinarians BoardThe ACT Veterinary Surgeons Board is established under the Health Professionals Act(2004). As part of the review of all ACT Government boards and committees proposed inChapter 3, responsibility for this body, should it be determined that it is necessary for it tocontinue, as between Health and TAMS should be settled.The ArboretumThe Review notes suggestions that responsibility for the Arboretum be transferred fromLAPS to TAMS. While this might be the appropriate location once the Arboretum isproperly established, the Review considers that a transfer of responsibility at this stage isunnecessary and would risk continuing focus on delivery of that project. It should remain theresponsibility of the Coordinator-General.Parking OperationsIt was suggested in consultations that parking operations (i.e. inspection and issuing ofinfringement notices) constitute municipal functions that should be in TAMS and not ORS.The Review is not convinced by these arguments, many of which are predicated on a modelintegrating all aspects of transport in a single agency. For reasons advanced elsewhere, theReview is not proposing such a model.Furthermore, the costs of any reallocation of responsibility in this area are likely tosignificantly outweigh any benefit. The Review considers this to be one area where analignment of functions in a way that makes sense for the ACTPS is more important than whomight play the same role in Queanbeyan.Non-Urban ParksArguments were advanced in consultations that management of non-urban parks (e.g.Namadgi National Park) is not a municipal function and should be transferred elsewhere ingovernment. Parks Conservation and Lands (PCL) manages more than 73 per cent of theACT’s total area including one wilderness area, one national park, three major watercatchments, 1,325 urban open spaces, 12 lakes and ponds and 33 sites that make up theCanberra Nature Park. In addition to parks and reserves, PCL also manages more than630,000 urban trees, 84 shopping centres, 21 buildings, two visitor centres, 50 picnic areas,189 barbecues, 115 toilets, 452 playgrounds, 188 Aboriginal heritage sites, 121 Europeanheritage sites and 40 natural heritage sites.Administrative Arrangements Changes: 173
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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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The role of the proposed Chief Mini
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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
Page 158 and 159: Independent Competition and Regulat
Page 160 and 161: Department of Justice and Community
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 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 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 190 and 191: PCL’s role extends to fire fighti
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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 210 and 211: o Completion Bond - Bond taken as s
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
Page 222 and 223: number, and there was a greater ali
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
Page 232 and 233: • Capital Development is the ACT
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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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