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

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The ACTPS should be structured in a way that fosters alignment of effort in pursuit ofgovernment priorities. Its performance in this regard is currently hampered by thedesiccation of structures and roles, and division – rather than sharing – of responsibility fordelivery of results. The coherence, coordination and consistency of action and processdemanded in consultations for the Review will be easier to achieve if there are fewerorganisational units, and clear lines of accountability from those units to a single Minister.The Review has concluded that the ACTPS will be best able to support the Government andserve the people of Canberra if it is positioned to be agile, if it continually strives to deliverpublic value, if it makes the most of its small size and if it works together in a genuinelycollaborative and cooperative way in the pursuit of clearly articulated Government priorities.Current structures and ways of working employed in the ACTPS reflect an inheritance ofhierarchical Commonwealth Government structures and procedures, complicated in manyinstances by 21 years of organic growth. The Review has concluded it is time to recalibratethose structures and ways of working to suit the demands of Canberra’s city state governmentat the end of the first decade of the 21 st Century, and pursue models that unlock the capacityof the ACTPS to respond in genuinely innovative ways to the policy and service deliverychallenges confronting the Government now, and looming over the horizon.One ACT Government – One ACTPSThe Review recommends all existing Administrative Units in the ACTPS be abolished andreplaced by a single, unified ACTPS organisation. Rather than a traditional bureaucraticstructure comprising discrete, hierarchically organised entities, the Review has concluded theACT Government and citizenry of Canberra would be better served by a unified ACTPSagency, reporting to a single Chief Executive who is Head of the ACTPS.This model is coherent and fit for purpose. It addresses the current desiccation ofresponsibilities and avoids the loss of focus on the big picture that fragmentation of roles andresponsibilities can cause. It allows greater flexibility in transferring resources to meetemerging issues, facilitates greater cohesion, consistency and coordination, enhancesinstitutional alignment, and creates opportunities to unlock the benefits of the ACT’s scale.A single unified entity suits the ACT’s city state governance framework and reflects how thecitizenry and stakeholder groups expect to deal with the ACT Government.It reduces fragmentation and opportunities for coordination to unravel resulting in people andissues going through the cracks. The recommended structure allows the ACTPS to be agile,and unites it behind a clear set of shared and commonly understood priorities, providing amechanism for navigating the uncertainties that the ACT will continue to face and facilitatingflexible responses to changing circumstances.The single ACTPS agency will be reinforced through unified common branding, commonwebsite presence, and enhancements to the Canberra Connect and Government shop frontmodels of service delivery to the people of Canberra.Executive Summary: 4
The Administrative ArrangementsWithin the single ACTPS organisation, there will still need to be functional units, which theReview has called Directorates. Reflecting the importance of central coordination andalignment of effort, the Review proposes establishment of a Chief Minister’s Departmentwithin the single ACTPS entity responsible for driving performance across the ACTPS. Itwill comprise two Directorates: Finance; and Economic Development and three Divisions:Communications and Culture; People and Performance; and Policy. The remainingDirectorates will be: Community Services; Education; Health; Justice; SustainableDevelopment; and Territory and Municipal Services.Key structural changes proposed by the Review involve:• combining the current Chief Minister’s Department and Department of Treasury in adeliberately powerful centre to the ACTPS, along with the Economic DevelopmentDirectorate – the head of which would be called Coordinator-General and continue thatfunction which was so successful in delivering economic stimulus measures in2009-10 – responsible for the land release program, business and industry support,tourism, and skills and workforce development in the broader ACT economy;• consolidating responsibility for events management within the proposed Chief Minister’sDepartment;• locating Canberra Connect with whole of government communications in the proposedChief Minister’s Department;• transferring Shared Services to the Finance Directorate;• refocusing the Territory and Municipal Services Directorate solely on municipal services;• creating the Sustainable Development Directorate comprising the Department of theEnvironment, Climate Change, Energy and Water, ACT Planning and Land Authority,and fragmented functions in the land and planning sphere including the GovernmentArchitect, the Heritage Unit, and responsibility for transport planning; and• enhancing the role and functions of the Office of Regulatory Services to include transportregulation and occupational licensing.The Review has not recommended significant structural changes in the current Health orDisability, Housing and Community Services Portfolios.Investing in Capability and CapacityTo deliver high quality services in an increasingly complex and constrained fiscalenvironment, the leadership and managerial capacity of ACTPS staff must be developed andprovided with the right management, operational tools and systems to deliver high qualityservices and advice. Recent efforts by the ACT Government have strengthened the capabilityof its public service, through increased investment in the policy framework, training andleadership development, improved recruitment processes and a range of attraction andretention initiatives.Executive Summary: 5
Page 1 and 2: Governing the City StateOne ACT Gov
Page 3 and 4: LETTER OF TRANSMITTALMr Jon Stanhop
Page 7 and 8: CONTENTSEXECUTIVE SUMMARY .........
Page 9 and 10: Doing Whole of Government in the AC
Page 11 and 12: Proposed Changes...................
Page 13 and 14: Investing in Capability ...........
Page 15 and 16: Acronyms and Short Forms Used in th
Page 17 and 18: EXECUTIVE SUMMARYIn September 2010,
Page 19: There are nevertheless areas that r
Page 23 and 24: 5. Amend the Public Sector Manageme
Page 25 and 26: 24. Strategic Board outcomes be pro
Page 27 and 28: Department of Justice andCommunity
Page 29 and 30: Figure 1 - Current and Proposed Str
Page 31 and 32: Chief Minister’s Finance Economic
Page 33 and 34: Figure 2 - Structure optionsOption
Page 35 and 36: Priority SettingThe Review recommen
Page 37 and 38: 55. Improve workforce data quality
Page 39 and 40: CHAPTER ONE: BACKGROUND TO THE REVI
Page 41 and 42: Guiding Principles - Embracing Uniq
Page 43 and 44: imperatives, improvements to system
Page 45 and 46: CHAPTER TWO: CONTEXT FOR THE REVIEW
Page 47 and 48: capacity of the Commonwealth Execut
Page 49 and 50: Table 1 - Elected Members at Each L
Page 51 and 52: The ACT in 1989 and 2010PopulationI
Page 53 and 54: Figure 5 - Settlement and New Centr
Page 55 and 56: Canberra in 2010 - a Snapshot• Th
Page 57 and 58: In addition to the RLF and its rela
Page 59 and 60: • disability officers (43.9 years
Page 61 and 62: Figure 9 - Sources of ACT Governmen
Page 63 and 64: Table 6 - General Government Sector
Page 65 and 66: looming risks to revenue, which wil
Page 67 and 68: • the development of a city which
Page 69 and 70: 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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Independent Competition and Regulat
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Department of Justice and Community
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accreditation, dispute resolution a
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function as part of the Office for
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The Review also notes work to achie
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ACT Health(Health Directorate - Min
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Significant whole of government, co
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Minister forChildren and YoungPeopl
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The Social Compact establishes a Jo
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quality of data about Aboriginal an
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Department of Education and Trainin
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It is interesting to note in this c
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profitable courses in one area dimi
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Department of Territory and Municip
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Proposed ChangesThe Review recommen
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TAMS has already made advances in t
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PCL’s role extends to fire fighti
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IssuesSupport to the Conservator fo
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FunctionsClimate change policyEnerg
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Clearly there is a place in every p
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LDA was praised for its central rol
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(l) to provide planning services, i
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There is a high level of inefficien
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IssuesCOAG’s National Criteria fo
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• The linkages between service pr
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we envisage such a group, probably
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o Completion Bond - Bond taken as s
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In responding to the recently compl
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Business SupportThrough the course
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Land developmentLand releaseMajor l
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they discharge their responsibiliti
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CHAPTER FIVE: STRATEGY, RESOURCE AL
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number, and there was a greater ali
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adversary or attaining an end”, a
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At the core of this scenario planni
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concrete activities and areas of fo
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attempt to align streams of reporti
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• Capital Development is the ACT
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consultations with staff that they
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Much of this coordination work in w
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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
Page 358 and 359:
South Australian Performance Commis
Page 360 and 361:
Williams, G. (2010) “Euthanasia B
Page 362:
Figure 25 - The Three Spheres of Su
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