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

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Business SupportThrough the course of the Review, there was a consistent display of goodwill from members ofthe business community, including the property sector, and an expressed desire to work withthe Government to grow the ACT economy.Among Australian jurisdictions, the ACT Government’s business and enterprise developmentfunction is disproportionately small. Over time, there has been a diminution of the business andenterprise development function which while not inconsistent with what has been occurringnationally, has occurred at a faster rate in the ACT. Members of the business community havebeen critical of the perceived lack of focus on skills development in the ACT economy, as wellas changes to resources and functions over time, and associated lost opportunities.One example raised was the Knowledge Fund which delivered about $10 million in programfunding over four years to support innovation in businesses. The Knowledge Fund, which wasdiscontinued in 2006, was ultimately responsible for another $100 million in businessinvestment from other sources in the companies and entities it supported. The way theKnowledge Fund was conceived and delivered was highly regarded by the businesscommunity, agency peers and the Commonwealth Government. There has been a move backtowards this approach through the new Icon program.The ACT’s current economic development strategy is set out in Capital Development –Towards Our Second Century, released in 2008 in the lead up to the ACT Election. There arestrong synergies in the direction in that document, the work of the current Business andIndustry Development Division of CMD, the role of LAPS, and work undertaken elsewhere inCMD including on the Live in Canberra program. There is a clear opportunity to better alignLive in Canberra with meeting objectives under the Skills and Business Migration Program.There are also significant opportunities to continue to work closely with educational institutionsto grow a key export industry for Canberra. This is a relationship with education providers of adifferent nature to that which they would have with DET.Alignment of the Skills Agenda across the ACTAn issue raised in consultations, independently of amalgamation of CIT and UC was the potentialfor greater alignment of activities relating to the supply of skilled labour to the ACT economy,including through provision of Vocational Education and Training, with other initiatives tosupport business and the economy in the ACT. This would form part of a range of initiativescovering grants programs, the identification of annual training needs, higher education and skilledmigration priorities, and the determination of CIT’s negotiated ‘profile’ funding.There is an opportunity to align more closely the purchase of training by the ACT Governmentthrough CIT and other VET providers with the needs of the business community as part of amore coordinated approach to skills development in the ACT workforce. The key issue in thiscontext is the location of responsibility for coordinating across the whole of government,advice to the Government on which skills and outcomes it should be purchasing from the VETAdministrative Arrangements Changes: 198
market as it allocates its funding of around $65 million per annum. Building on the work of theACT Skills Commission, which drew in industry and government figures, there are strongarguments to be made that this should be the area of the ACTPS most closely attuned to theneeds of business and the economy. It is also worth noting COAG’s agreement to NationalRegulation of the VET Sector will both encourage competition in the VET market as well assee ongoing work in relation to regulation of that market and providers in it conducted at anational level.There is also scope for there to be greater alignment within the ACTPS as an employer withregard to training and workforce strategies to respond to skills gaps and needs, and moreeffectively target expenditure on VET of ACT Government funding.As part of the work of the ACT Tertiary Taskforce, consideration is being given to the benefitsof establishing a Tertiary Council with strong stakeholder representation from industry andbusiness, education providers, government, and community, in order to provide a frameworkfor planning, communication and interaction between stakeholders in the areas of collaborativeand strategic interest. This proposed council should be considered in the context of the reviewof such bodies proposed at Chapter 3.In directing this purchasing of VET, the Economic Development Directorate will need to keepin mind:Functionsthe disconnect between the policy objectives and the delivery of these objectives could beovercome if there was a greater understanding by the ACT public service of how the trainingsystem effectively operates. One issue often cited by ACPET members is the timing in whichfunding is announced. Preparation time is a prerequisite for delivering quality training andeducation. Accordingly the ACT public service should be aware that when they developparameters for government funded contracts that there needs to be an appropriate time frame forRTOs to be able to develop resources, engage staff, prepare facilities and importantly to fit witheducation and training that has already been committed to and planned. 240The merits of the Victorian model should be assessed where universities sit in the innovationand industry portfolio rather than education, to reflect the economic contribution that educationplays in the knowledge economy. The position where the University of Canberra is a netcontributor to ACT Government finances sends the wrong signal about Government educationpriorities. 241Business support programsCoordinator-GeneralEconomic Development240 Submission No.7.241 Submission No.26.Administrative Arrangements Changes: 199
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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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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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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
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
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Page 190 and 191: PCL’s role extends to fire fighti
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Page 194 and 195: FunctionsClimate change policyEnerg
Page 196 and 197: Clearly there is a place in every p
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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 210 and 211: o Completion Bond - Bond taken as s
Page 212 and 213: In responding to the recently compl
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 248 and 249: • conducting evaluations to a hig
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Page 256 and 257: Strategy, Resource Allocation and t
Page 258 and 259: too long. There is clearly an unwil
Page 260 and 261: The modelling of these values is mo
Page 262 and 263: 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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