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

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attempt to align streams of reporting using common data sets where possible to minimise theeffort expended on this important, but necessarily time consuming task.The ACT’s strategic priority setting framework centres on the Canberra Plan, first releasedin 2004, and its three supporting plans. An updated version – The Canberra Plan – Towardsour Second Century was released by the Government in 2008. 267 As part of that process,consideration was given to methods for improving across-government strategy, directionsetting, and delivery in a changing environment. Towards our Second Century built on theearlier Canberra Plan framework to provide a single source of strategic direction, whileretaining the underlying social, economic and environmental (Weathering the Change) plans,with the Spatial Plan as the spatial representation of the Government’s strategic directions.The Review notes it is proposed that the Canberra Plan framework be retained andstrengthened through regular reviews and further development. The next update, due in 2013,presents the opportunity to absorb the social and economic plans into a single consolidatedplan and develop more clearly stated strategic directions, and including outcome goals andtargets. The Review recommends every effort be made to settle a small number of succinctmeaningful, measurable outcomes and associated indicators of real progress, geared towardsongoing public reporting through the Measuring Our Progress website.The current planning framework contains a large number of subsidiary portfolio or sectoralstrategies and plans. These documents provide for direct engagement with and commitmentto specific stakeholder groups, but they also involve extensive implementation planning withrelated reporting. It is at this level in particular that the framework begins to fall down andfurther work should be undertaken to incorporate a greater strategic focus and lighter touch atthis level.The Strategic Planning HierarchyThe Government already has a clear hierarchy of plans, from the Canberra Plan’s long termdirections, to annual budget papers, and the operational plans of government agencies. Thishierarchy is shown in Figure 14. Identified strategic priorities define where the Government,as a whole, will focus its attention and effort from a high level policy perspective.The Government’s strategic planning framework aligns with the principles outlined byCOAG to inform the strategic planning priorities of capital cities. Those principles providehigh-level direction to facilitate and support cities that “are well placed to meet the challengesof the future”. 268267 See http://www.cmd.act.gov.au/policystrategic/canberraplan268 Council of Australian Governments (2009) Communiqué 7 December 2009, Canberra, p.8.Strategy, Resource Allocation and the Vacant Middle Ground: 214
Figure 14 - ACT Strategic Planning HierarchySocietal ProgressTheCanberraPlanTheCanberraSpatial PlanLong termGovernment PerformanceCapital DevelopmentThe Canberra Social PlanWeathering the ChangeACT Infrastructure PlanMedium termOrganisationalPerformanceThe ACT Budget PapersAction Plans/StrategiesNear termThe constituent plans in Figure 14 are described briefly below:• the Canberra Plan articulates the Government’s vision for the ACT, and the seven broadgoals that the Government, in partnership with the community, will work towards overthe long term, namely:o a fair and safe community;o a strong, dynamic economy;o a sustainable future;o a vibrant city and great neighbourhoods;o excellent education, quality teaching and skills development;o high quality services; ando quality health care;• the Canberra Spatial Plan sets the strategic directions for the development of Canberraover the next 30 years and beyond. It is the Territory’s key strategic planning documentfor directing and managing urban growth and change. With the Sustainable TransportPlan, it comprises the ACT Planning Strategy required by the Planning and DevelopmentAct 2007; 269269 See http://www.legislation.act.gov.au/a/2007-24/default.asp For completeness, the Review notes the Statement of StrategicDirections is part of the Territory Plan and translates the high level planning considerations to sufficiently guidedevelopment assessment and court decisions, and the Statement of Planning Intent is the vehicle for the ACTPlanning Minister to give overall directions to the ACT Planning and Land Authority (ACTPLA) on planning principlesand guide operations.Strategy, Resource Allocation and the Vacant Middle Ground: 215
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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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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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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 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 216 and 217: Land developmentLand releaseMajor l
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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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