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

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IssuesSupport to the Conservator for Flora and FaunaThe Office of Conservator of Fauna and Flora is established under the Nature ConservationAct 1980 225 and the Conservator has additional responsibilities under the Planning andDevelopment Act 2007 and the Tree Protection Act 2005. 226 The Conservation, Planning andResearch team within TAMS, in effect, works to the Chief Executive of DECCEW in thecapacity of Conservator of Flora and Fauna. Briefing is also provided to the Chief Executiveof TAMS, which risks muddying accountabilities and responsibilities. Support for thisfunction should be transferred to Sustainable Development.Role of Statutory Office HoldersA number of overlapping, if not conflicting, recommendations were made in consultationsabout the role of the Conservator of Flora and Fauna and the Commissioner for Sustainabilityand the Environment. One suggestion was that the Conservator’s former concurrence roleover major biodiversity matters should be reinstated, with a view to streamlining planningdecision making processes.The primary role of the Conservator is to administer and enforce the Nature Conservation Act1980 and address high-level conservation issues within the Territory. While administration ofthe Tree Protection Act 2005 does include considering environmental issues, its remit ismuch broader, involving native and non-native trees. The argument was advanced to theReview that tree protection in urban areas is a local government issue, and that rather than theConservator playing its current role, it would seem appropriate for a person with arboricultureor horticultural expertise – an ACT Arborist – to be the main decision-maker.The Review notes the Government has recently announced a review of the NatureConservation Act 1980 227 and is currently considering the report on public consultationsabout expanding the role of the Commissioner. The Commissioner is also expected to delivera report on the investigation into the Government’s tree management practices and renewal ofCanberra’s urban forest shortly.The Review recommends the roles and responsibilities of the Conservator, the Commissionerand the need for an ACT Arborist be settled in the light of those reports. These mattersrequire further detailed consideration. If the Government were disposed to pursue theseoptions, they should be considered in the context of a broader consideration of developmentapproval processes following implementation of the structural changes proposed below.225 See http://www.legislation.act.gov.au/a/1980-20/default.asp226 See http://www.legislation.act.gov.au/a/2005-51/default.asp227 Seehttp://www.environment.act.gov.au/__data/assets/pdf_file/0012/210315/MIN_183_1210_Nature_Conservation_Act_review.pdfAdministrative Arrangements Changes: 176
Water PolicyResponsibility for water is currently shared by several ACT Government entities under abroad overarching governance framework. Overall coordination for water governance andregulation is currently achieved through the Chief Executives Water Group (which includesthe Managing Director of ACTEW). It oversees and directs the ongoing consideration ofwater-related issues, including supply options. It is charged with ensuring coordinated,consistent, and regular advice is provided to the ACT Government and that non ACTGovernment stakeholders are provided with consistent views in line with ACT Governmentpolicy. These responsibilities should be discharged by the ACTPS Strategic Board,supplemented by ACTEW representation, in the future.Issues surrounding water restrictions, water security projects, and flooding were topicalduring the course of the Review. A number of consultations suggested that the process forconsideration of changes in levels of water restrictions might be amended to make the finaldecision one for the Minister to make (rather than one on which the Minister is consulted asoccurs now). It was also suggested that it may be possible to achieve greater impact fromwater efficiency programs if they were delivered entirely by ACTEW.In its Submission to the Review, ACTEW Corporation Limited argued:Consideration of making one entity responsible for overall water policy and for ensuringconsistency across departments would be beneficial and worthy of serious consideration toimprove current arrangements and deliver efficiencies and better outcomes. Consideration ofmaking one entity responsible for overall water regulation and for ensuring consistency acrossdepartments would be beneficial. ACTEW’s roles and responsibilities in both these areasneed to be better understood, taken into account and reflected in any revised arrangements. 228Management of waste water is already contracted to ACTEW by TAMS, so it would beconsistent and sensible to make ACTEW responsible for all water matters.*The issue of responsibility for management of Lake Burley Griffin was raised in a number ofconsultations, and discussions are now underway involving the National Capital Authority,ACTEW, and relevant ACT Government Agencies. Given that ACTEW is alreadyresponsible for water above the Lake in Googong Dam, as well as below Scrivener Damincluding the Lower Molonglo Water Quality Control Centre, it would be sensible for it to beresponsible for the Lake as well. One issue that needs to be settled in this context isresponsibility for maintenance of Scrivener Dam itself.This responsibility would extend to issues including the operation of the Captain CookMemorial Jet at Regatta Point, the operation of which has been limited in recent years as aresult of National Capital Authority funding restrictions.228 Submission No.16. ACTEW Corporation Ltd.Administrative Arrangements Changes: 177
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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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through ACT Government reporting pr
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community events and major economic
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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 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 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 186 and 187: Proposed ChangesThe Review recommen
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Page 190 and 191: PCL’s role extends to fire fighti
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 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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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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