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

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(l) to provide planning services, including services to entities outside theACT;(m) to review its own decisions;(n) to provide opportunities for community consultation about, andparticipation in, planning decisions;(o) to promote public education and understanding of the planning process,including by providing easily accessible public information anddocumentation on planning and land use.(2) The planning and land authority may exercise any other function given to theauthority under this Act, another territory law or a Commonwealth law.Under section 10, the Chief Planning Executive “is the planning and land authority”(emphasis added).Under section 20:(1) The planning and land authority may delegate—(a) the authority’s functions under this Act or another territory law to apublic servant who is an authority staff member; and(b) the authority’s functions under part 9.11 (Licences for unleasedland) in relation to an area of land to the custodian of the land.(2) The planning and land authority may also delegate the function of grantingleases on behalf of the Executive to the land agency.The operation of these sections of the Planning Act mean that legislative change will likelybe necessary to implement fully either of the options proposed below. Alternativeapproaches involving a combination of Ministerial Directions, Cabinet processes,administrative coordination processes and, in effect, “outposting” ACTPLA staff might beundertaken in the interim, but this approach is not preferred. They are administrativelycomplex and do not engage the fundamental and underlying rigidities in the Planning Act.Nor do they serve to reinforce the line of delineation between independent decision makingon Development Applications and matters of Government policy.The Current ProblemDuring the Review, there was an expressed desire for greater consistency and coherence inthe operation of elements of the ACTPS involved in all aspects of the planning system. Thismust start with clearly expressed strategic priority setting by the Government and clearunderstanding of roles and responsibilities. It must be supported by processes that areconsistent, coherent, and do not include unnecessary revisiting of settled matters. It will beeasier to achieve with fewer agencies involved and with greater alignment and shared pursuitof clearly articulated priorities under a single Minister. It will be achieved more readily ifpolicy documents are comprehensive, clear and consistently interpreted. It should be focusedabove all on building a sustainable future for Canberra.The Canberra Business Council, in its Submission to the Review noted, for example;Administrative Arrangements Changes: 184
Developers have to deal with three areas – land development, land delivery and managementof the end asset – LAPS, TAMS, and ACTPLA. An overall strategic policy is lacking. Therelationships, communication and performance between planning, land-release and landdevelopment must be improved.CBC does not believe that ACTPLA should be tasked with strategic land use planning – itsprimary focus is on statutory planning - development approvals, process and compliance. Theconsequence is an adverse impact on the Government’s ability to deliver on its priorities –including affordable housing; sustainable transport & environmental sustainability.Strategic planning should sit within LAPS and draw on capability from TAMS. This strategicthinking should be applied by ACTPLA for guidance in processing development applications.The LDA should to be brought back into the Department. 230Fingers in the PieThere was a clear view expressed within and outside the ACTPS during consultations thatthere are too many agencies active in the land and planning arena and that their efforts are notalways aligned towards achieving Government priorities and delivering on Governmentpolicies. There are six key agencies with direct responsibility for the planning anddevelopment of land in the ACT, although the list of Government entities involved inapproval comes to 26:ACTPLADECCEWLAPSLDATAMSCMDLand, planning and building policy; development applicationassessment; regulation of the building industry; and, granting,administering, varying and ending leasesEnvironment protection and natural resource managementAlignment and coordination of land release and developmentSale and development of land on behalf of the GovernmentTransport planning, planning and management of parks, reserves,forestry plantations and public domainsEconomic, regional and planning policy coordination; sustainabilitypolicy coordination; HeritageIn a Submission to the Review, John Macnaughtan wrote:There is too much repetition within the various ACT Government bodies and a lackof clarity of responsibility for land management, policy-making, regulation andpublic accountability. There is insufficient linkage between the relevant elements ofthe various organisations. Perhaps they should be integrated in one land managementdepartment. 231Similar views were expressed in another Submission:230 Submission No.26.231 Submission No.6. John Macnaughtan.Administrative Arrangements Changes: 185
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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
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Triple Bottom Line sustainability p
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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
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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
Page 172 and 173: Minister forChildren and YoungPeopl
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 196 and 197: Clearly there is a place in every p
Page 198 and 199: LDA was praised for its central rol
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 244 and 245: Performance and Accountability in t
Page 246 and 247: The performance and accountability
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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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