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

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Officials expressed a desire to the Review to be part of a dynamic values-based culture thataffirms strong performance, provides frank and fearless advice and is genuinely engaged inparticipatory decision making. A modernised employment framework; a strategic investmentin workforce capability; robust collection, interrogation and dissemination of data; anembracing of open government combined with a culture that supports innovation will in turnsupport a dynamic, agile service that provides high quality support to the Government, andservices to the community.ConclusionThere is much to be celebrated in what the ACTPS achieves on a daily basis, just as there ismuch work to be done to rise to the significant challenges it faces in the future. Thecombination of structural, functional, institutional and cultural changes set out in this Reportcreate an environment in which the ACTPS can continue to provide high quality support tothe ACT Government and services to the people of Canberra.In combination, they offer a framework in which the dedication, skills and experience of theACTPS can be brought to bear in a coordinated, cohesive fashion and aligned consistentlywith the achievement of government priorities as Canberra continues to grow and develop inits second Century.Summary of RecommendationsThe Review recommends abolition of all existing Administrative Units in the ACTPS andcreation of a single ACTPS Agency, reporting to a single Chief Executive and Head of theACTPS. That agency will comprise the proposed Chief Minister’s Department and sixDirectorates.The Review recommends five overarching initiatives (Governance, Structure, PrioritySetting, Capability, and Implementation) supported by a comprehensive set of actions.GovernanceStrengthen the ACTPS to “support the government of the day with strategic and directionsettingadvice” and enhance its “effectiveness in delivering government policies andobjectives”:1. Establish an ACTPS Strategic Board to provide leadership and direction to the ACTPS.2. Enhance and enforce compliance with Cabinet and Budget Process Rules to ensurecomprehensive, robust and timely advice to Cabinet to better support sound decisionmaking.3. Continue to arrange Directorates and Ministerial Portfolios along functional lines.4. Discuss with the Legislative Assembly opportunities to improve efficiency – particularlymechanisms that allow municipal type matters to be dealt with in an expedient manner.Executive Summary: 6
5. Amend the Public Sector Management Act 1994 (the PSM Act) and associatedsubordinate legislation as a matter of priority.6. Review ACT Government boards and committees against the Public Interest Map with aview to ensuring the role and function of these bodies is clearly understood and thatbodies recommended to continue have clearly defined roles and responsibilities that alignwith the Government’s overall strategic direction and objectives. As part of this reviewconsider:• abolishing the Exhibition Park in Canberra (EPIC) Board;• transferring the Veterinarians Board to Territory and Municipal Services (TAMS);• the resourcing and portfolio location of the Indigenous Elected Body prior tocommencement of that Body’s new term; and• establishing a Tertiary Council to oversee negotiation of a strategic plan for tertiaryeducation in the ACT, conduct relevant research and advise the ACT Governmentthrough the Chief Minister and Minister for Education on tertiary education policy,including training and workforce priorities.7. Replace the Land Development Agency Board immediately with an Advisory Boardbetter suited to the mandate of the Economic Development Directorate.8. Maintain the Shared Services Governing Committee but:• amend the Board’s terms of reference to ensure appropriate reflection of the role andfunction of Shared Services; and• develop new service standard agreements that properly reflect the division of policyand operational responsibilities.9. Maintain the Cultural Facilities Corporation’s current governance and operationalarrangements.10. Establish an equivalent body to the Commonwealth Government’s Joint EconomicForecasting Group to enhance ACTPS capacity for developing consolidated economicadvice.11. Settle the roles of the Conservator of Flora and Fauna, the Commissioner forSustainability and the Environment and the need for an ACT Arborist in light of theReview of the Nature Conservation Act 1980, consultations on expanding the role of thatCommissioner and the soon to be delivered report into the Government’s treemanagement practices and renewal of Canberra’s urban forest.12. Appoint ACT Civil and Administrative Tribunal members with experience in theplanning and development sphere.Executive Summary: 7
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 and 20: There are nevertheless areas that r
Page 21: The Administrative ArrangementsWith
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
Page 71 and 72: 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
Page 356 and 357:
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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