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

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Clearly there is a place in every planning system for arm’s length decision making, free frompolitical or other influences. The Review considers that independent role should be limited tothe approval of particular Development Applications which should be determined in astatutorily independent process (unless statutory powers to “call in” a particular DevelopmentApplication are utilised). Unless a particular proposal is “called in” decisions ondevelopment applications are appropriately made by the independent decision makers inACTPLA.That decision making process needs to occur, however, within the context of the entireplanning system comprising everything from the strategic overview of the Territory Plan, tothe finest details of licensing and technical regulation. These are all, at different levels ofspecificity, statements of government policy, for which ultimately the Government isresponsible. While it will, and should, take advice from its officials including the statutoryplanning agency on these matters, the policy setting power ultimately rests with theGovernment. Such policy decisions should not, by definition, be made at arm’s length by anindependent decision maker.Proposed ChangesThe Review has developed two options for structural change in this arena. Under Option 1,two Directorates would be created:• Economic Development comprising:o LAPS (less ACT Property Group, but with the Land Development Agencyabolished and its functions fully subsumed into the Directorate);o Business and Industry Development Division from CMD;o tourism; ando Vocational Education and Training from DET.• Sustainable Development, comprising:o DECCEW;o ACTPLA (less occupational licensing – to ORS);o transport planning from TAMSo support to the Conservator of Flora and Fauna from TAMS; ando heritage and the Government Architect from CMD.Under Option 2, there would be a single Sustainable Development Directorate comprising allthe elements described above.Administrative Arrangements Changes: 180
In both cases there would be merit in having a single Minister responsible for strategicplanning in the broad, as well as the statutory planning agency to enhance the opportunitiesfor clarity of direction and alignment of effort by relevant elements of the ACTPS.Current Agency OverviewsDepartment of Land and Property ServicesLAPS was created in December 2009 with the combination of Strategic Project Facilitationfrom CMD, and ACT Property Group from TAMS. The portfolio also includedresponsibility for the Land Development Agency. LAPS is responsible for aligning andcoordinating land release and development, property management and major projects.LAPS currently reports to one Minister:Minister Portfolio FunctionsJon Stanhope MLAMinister for Landand PropertyServicesGovernment accommodation and property servicesLand developmentLand releaseMajor land and property project facilitationLand Development AgencyThe LDA’s principal function is to sell and develop land on behalf of the Government. It hasits own governing Board and is expected to operate commercially and return a dividend to theGovernment.There was a great deal of discussion during the Review about the role of the LDA. At themost extreme, the view was expressed that the LDA operates at a commercial advantage to itscompetitors in the land development market, not least because it has access to Cabinetmaterial. It was also suggested that the role of the LDA in entering into joint ventures ordeveloping land on its own exposes the Government to unnecessary risk. The counterpoint tothat view was that the LDA should continue to pursue the “developer’s profit” in sellingformed estates rather than vacant land.Another observation was that the LDA’s commercial focus risks creating perverse outcomesin refusals to sell land for community purposes, or conversely, risks adding to the costs ofhousing through pursuit of the highest price in land sales. Conversely, it was proposed thatthe LDA should sell land (which is one of the Government’s few assets), at the highestpossible price to maximise returns to the people of Canberra. The view was also expressedthat the commercial operations do not sit comfortably within the public service structures ofLAPS and are incompatible with that governance framework. In some consultations, theAdministrative Arrangements Changes: 181
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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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This approach is sound and reflects
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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 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 188 and 189: TAMS has already made advances in t
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 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
Page 206 and 207: • The linkages between service pr
Page 208 and 209: we envisage such a group, probably
Page 210 and 211: o Completion Bond - Bond taken as s
Page 212 and 213: In responding to the recently compl
Page 214 and 215: Business SupportThrough the course
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
Page 232 and 233: • Capital Development is the ACT
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Page 236 and 237: Much of this coordination work in w
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Page 244 and 245: 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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