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

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we envisage such a group, probably of around three highly respected and credentialed people,would be provided with authority to intervene where projects became gridlocked in theday‐to‐day processes of the bureaucracy as a result of any number of reasons.Other contributors proposed continuation of the Coordinator-General function which wascentral to the successful delivery of economic stimulus package projects in 2009. TheReview proposes the head of the Economic Development Directorate be called Coordinator-General and permanently play this role. The Coordinator-General would be charged withfacilitating resolution of obstacles in the planning and development spheres and act as the keyconduit for the business community to raise matters of concern with the ACTPS and the ACTGovernment. The Coordinator-General would not arbitrate on outcomes, but seek tofacilitate acceptable resolutions to issues in keeping with the Government’s stated prioritiesand policies. In part, calls for this function to continue reflect the fact that while a restructureof the ACTPS may overcome some of the current difficulties and frustrations being felt bothinside and outside of government, there will always be hurdles to overcome that will bealmost insurmountable without intervention and the application of common sense.The Review considers the Coordinator-General’s immediate priorities should include:• delivery of the proposed ACT Government Office Building; and• further streamlining processes for unit title registration.One of the great benefits of the Coordinator-General model was its fostering of criticalthought about breaking down process barriers and reducing red tape. The Coordinator-General should continue working closely with the Strategic Board to focus attention on thisimportant area of necessary and ongoing reform across the ACTPS.A number of contributors stressed, as the Review has remarked elsewhere, that structures arenot the whole answer. The culture and approach to doing business of the new Directorateswill be crucial to fostering an appropriately rigorous, but coordinated approach to planningand development in Canberra.Government ArchitectAs part of the alignment of entities involved in planning and development, theGovernment Architect should be transferred to the Sustainable Development Directorate.Alastair Swayn was appointed as the inaugural ACT Government Architect in 2010 with abrief to “to advise the Government, inspire industry and generate a desire for excellence”. 236The position is a unique partnership with UC and the funding of this position by UC shouldcontinue at the end of the current arrangement.236 Stanhope, J. MLA (2010c) Alastair Swayn named as first ACT Govt Architecthttp://www.chiefMinister.act.gov.au/media.php?v=9670Administrative Arrangements Changes: 192
Unit Title RegistrationA particular concern expressed in consultations related to delays in the registration of unittitles on completion of new multi-unit developments. The current process can take up to 12weeks from completion of work to issuing of titles (which permits sales to be concluded)during which time developers bear the full cost of a completed building on which they are notable to proceed to settlement. These additional costs are inevitably passed on to purchasersadding materially to the cost of individual units.The Review welcomes recent initiatives by ACTPLA to streamline this process includingthrough the use of private certification and notes the extent to which time taken in processingof applications for registration by a relatively small area of ACTPLA is influenced by thevolume of such applications.Notwithstanding those efforts, contributors to the Review expressed concern at continuingdelays, and highlighted procedures in place in other jurisdictions that allow issuing ofcertificates of title and occupancy on the same day (some of which include payment of asignificant bond to ensure completion to an appropriate standard). For example, under theGold Coast City Council’s regime:• developers are required to lodge a financial bond as security against variouscircumstances;• the Council has sole discretion to determine the type and amount of the bond on a case bycase basis;• in determining whether a bond is required and its amount, Council considers the trade-offbetween risk exposure to Council against the cost of the development and suretyexposure; and• relevant bonds include:o Uncompleted Works Bond - taken as security to ensure completion of outstandingworks when early endorsement of survey plans is sought (by the developer) prior topractical completion;o Works Maintenance Bond – taken as a security that for the duration of themaintenance period, the applicant will maintain, repair or replace the works orinfrastructure so they comply with the Development Permit;o Landscape Bond – taken as a security to ensure the construction/planting oflandscaping and/or to establish and maintain the landscape works and/or for theduration of the maintenance period, repair or replace landscape works in accordancewith the Development Permit;o Performance Bond - required by the Development Permit to comply with performanceconditions. Provides security against damage to other land, Council infrastructure,landscape works or natural assets;Administrative Arrangements Changes: 193
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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
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Unions ACT noted in its Submission
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While there is clearly a need to en
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As part of this work, the Review re
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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
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
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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 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 226 and 227: At the core of this scenario planni
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Page 230 and 231: attempt to align streams of reporti
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Page 244 and 245: Performance and Accountability in t
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Page 252 and 253: A more significant improvement woul
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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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